Synthomer is a global producer of specialty chemicals, primarily water-based polymers, used in coatings, construction, adhesives, and healthcare industries. The company has a history dating back to 1863 and operates worldwide with a focus on specialized product development.
With your global career across the chemicals sector, how has the industry changed since you started, and what do you see as the most significant shift?
I began in internal audit at Novartis Pharmaceuticals just as its chemical division became Clariant. Though I studied finance and mechanical engineering, I was then drawn to the commercial side—interacting with customers and making deals. I’ve worked across Switzerland, Istanbul, Montreal, Hong Kong, and now the UK, which has shaped my global perspective.
What’s changed most in the industry is the shift toward customer-centricity. It used to be about making chemicals and finding buyers; now it starts with the end consumer and works backward. Sustainability has also become a major force—it was barely on the radar 20 years ago but is now a driving principle. The global balance has shifted too, with the US and China rising as chemical powerhouses while Europe faces new pressures.
You’ve reshaped Synthomer around fewer markets and regional self-sufficiency—what’s driving that shift, and how does it position the company for global growth?
When I joined Synthomer three years ago, the company needed to refocus its efforts. Today, Synthomer specializes in water-based polymers for the coatings, construction, and adhesives industries. We’ve narrowed our focus from 23 end-market niches to just these few key areas, allowing us to allocate resources better and build closer relationships with our customers. Our strategy is centered on serving the geographic regions where we operate, aiming for 90% self-sufficiency in each region, offering both ecological and cost advantages.
We’ve streamlined our operations and moved away from complex acquisitions that added unnecessary complications. We aim for a more balanced global presence, with one-third of our business in America, one-third in Europe, and one-third in Asia. We’re investing more in the US and Asia, including China, and despite uncertainties in the US and China, we believe in their potential for long-term growth, provided risks are managed carefully.
How does Synthomer handle supply chain disruptions like U.S. tariffs or changing regulations?
We’re used to dealing with supply chain disruptions, and we approach them pragmatically. For example, in the US, we could be affected by the tariffs a little, but our regional presence gives us an advantage: we have factories in the US, so we’re not overly reliant on shipments from overseas. In our Asian operations, we’ve also seen tariff benefits, such as lower tariffs on products from Malaysia compared to China, which will help some of our customers there.
Our strategy is to stay flexible, find solutions, and adapt to changing conditions. Disruptions like tariffs or regulations are not new to the chemicals industry, so we know how to navigate them. The key is to be prepared and to look for opportunities, even when the environment is challenging.
While many companies are retreating from China, you’re doubling down, having recently opened an innovation center there—what makes you confident that localised innovation there is still a winning bet?
When I joined Synthomer, I recognized China’s importance as a major player in global chemical production, and I saw an opportunity to better serve the Chinese market. We didn’t have an innovation center there, and our products needed adjustments to meet local demands. Rather than scaling back in China, as some companies are doing, we decided to invest and increase our exposure. The center allows us to develop products tailored to the Chinese market and provide better service to our customers there. It’s also strategically important because many companies are scaling back in China, but we believe in the long-term opportunities it offers. This investment shows our commitment to the Chinese market and the need for localized innovation.
Consumer demands in China are often quite different from those in other regions. For example, in the automotive industry, European consumers love the smell of a new car, while Chinese consumers prefer a neutral odor. These preferences affect the products we make, and we need to adjust them accordingly. Additionally, there’s a misconception that China has lower sustainability standards, but that’s not always true. In many areas, China has much higher standards, and we need to cater to those demands. For instance, VOC (volatile organic compound) emissions and other environmental factors are closely regulated in China, making it essential for us to adjust our products to meet these standards.
With consumers driving the majority of the push for sustainability, how is Synthomer turning that pressure into competitive, customer-led innovation?
Sustainability is tightly integrated with innovation at Synthomer. We focus on three key areas: circularity, reducing carbon footprints across the entire supply chain (including Scope 3 emissions), and using renewable raw materials. These elements are crucial for driving sustainability, and we always work closely with our customers to create sustainable innovations.
The goal is not just to create products that are good for the environment but to ensure they meet the needs of our customers. Sustainability is increasingly driven by consumer demand, which accounts for around 70-80% of the push. The remaining 20-30% comes from regulations, which help guide the industry but are secondary to consumer preferences.
With Europe’s chemical industry under pressure from energy costs and ageing infrastructure, what’s Synthomer’s strategy for staying competitive while still investing in the region?
Europe still has a highly skilled workforce and sophisticated industries, which are significant advantages. However, the energy crisis and the fragmentation of markets have created challenges for us. Many industries have moved out of Europe due to cost pressures, and we’re seeing a lot of consolidation in the chemical sector here.
The chemical industry in Europe faces a structural challenge because many factories are old and not cost-competitive anymore. Unlike in Asia or the US, where new facilities are being built with the latest technology, in Europe, we have to adapt older assets. Despite these challenges, Europe remains a key market with significant opportunities for innovation and growth, which is why we’re committed to maintaining a presence here while expanding in other regions.
