Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I come from a supply chain background within the chemicals and materials space, currently leading procurement and planning.

My work largely sits in environments where products are formulation-driven, and inputs are volatile. Over time, the role has moved beyond sourcing. A big part of what I do now is managing raw material risk, ensuring supply continuity, and linking procurement decisions back to product performance and margins.

So it’s less about negotiating the lowest price and more about making sure the supply holds, the product performs, and cost movements don’t disrupt the business.

 

Q2. What is the one change in procurement or specification-driven demand that materially alters decision-making in tile adhesives today — and why does it matter now rather than two years ago?

The biggest shift is that procurement is no longer purely price-driven—it’s increasingly specification and performance-driven.

Earlier, there was more flexibility to switch suppliers based on price. Today, in many cases, products are tied to specific performance requirements, customer approvals, or regulatory standards.

Once that happens, substitution becomes difficult. So procurement decisions are now more constrained and must be aligned with technical, commercial, and compliance considerations.

This has become more pronounced in the last couple of years due to higher quality expectations, tighter compliance norms, and reduced tolerance for failures.

 

Q3. Where have digital tools or AI meaningfully improved procurement, planning, or operations, and where have they struggled to deliver measurable ROI?

Digital tools have worked well in areas where the data is structured and repeatable.

Demand planning is one example—we can see patterns more clearly and plan inventory more efficiently.

Spend analytics has also helped identify inefficiencies and improve vendor allocation.

Where things are less effective is in predicting raw material prices or supply shocks. These are heavily influenced by external factors like energy, geopolitics, and global capacity, which are difficult to model reliably.

Similarly, supplier risk is still something you understand through engagement and experience. Systems can support, but they don’t replace that layer.

 

Q4. Which ESG or compliance requirements are starting to meaningfully affect costs, sourcing flexibility, or margins, and how do strong operators manage those trade-offs?

ESG is increasingly becoming a cost and sourcing factor.

Carbon footprint is one aspect, especially for energy-intensive inputs. Packaging and waste-related regulations are also adding new layers of cost and operational complexity.

On the compliance side, restrictions on certain chemicals or additives are forcing changes to formulations, which can affect both costs and timelines.

Companies that handle this well typically plan ahead—working with suppliers on alternatives, adjusting formulations early, and selectively passing on costs where the market allows.

 

Q5. What part of the supply chain feels most fragile today, and what early indicators tell you that disruption is building before it becomes visible?

The most fragile areas are typically specialty and high-dependency inputs—materials where the supplier base is limited, and substitution is not straightforward.

These categories tend to be linked to global supply chains and are sensitive to energy markets and capacity constraints.

Disruptions usually don’t come as a surprise if you’re watching closely. Early signs show up as longer lead times, reduced flexibility, or subtle changes in supplier behavior.

If you rely only on formal updates, you’re likely reacting late.

 

Q6. Which geography or growth segment looks most attractive in the data but proves hardest to scale operationally, and what is most often underestimated?

High-growth or emerging markets often look very attractive on paper, but scaling them is not straightforward.

Distribution tends to be fragmented, credit cycles can be inconsistent, and customer behavior is less predictable. In many cases, local dynamics play a bigger role than brand or product differentiation.

What is often underestimated is the level of execution required—on-ground presence, customer engagement, and consistent supply reliability.

Growth in these segments is less about strategy and more about sustained execution.

 

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

One question I would always ask is:

“How much of your business is truly non-substitutable, and how exposed are you to raw material volatility?”

Because it gives a clear view of pricing power, customer stickiness, and the business's resilience when input costs move.