Since its founding in 1945, Cosentino has been guided by family and innovation. Through its evolution from a marble manufacturing company in Spain to a global, scientifically advanced surfaces company that operates in more than 35 countries and employs 6,000 people worldwide, the values and standards that started it all have remained at the core of the company’s philosophy.
This year, the corporate reins were passed to a third generation of Cosentinos, siblings Pilar and Eduardo, who will serve as chief executive officer and executive vice president, respectively. The executive evolution also marks the separation of the functions of chairman and CEO, with Francisco Martinez-Cosentino, who previously held the dual title, maintaining his position as chairman. The purposeful separation of the two roles was devised to capitalize on both experience and youth as the company moves forward.
In this two-part series, aspire Deputy Editor Jennifer Quail spoke with the siblings about leading their family’s business into the future. Here, Pilar, who joined the company more than 20 years ago and served most recently as executive vice president, shares her insight into leadership, sustainable business practices and design, and the future of the surfaces sector.
Jennifer Quail: You are the third generation to lead your family’s company and the first woman in this position. What does it mean to you to be taking the lead of a company your family founded and has been devoted to for generations?
Pilar Cosentino: A few months ago, we took a relevant step in a long-planned process which guaranteed an orderly generational handover. The Board of Directors appointed me as the company’s new CEO as part of the succession plan. We believe the time was right and that, along with other appointments and decisions, such as the creation of a Management Committee, we have undoubtedly strengthened our governance model. On the one hand, we are establishing a separation between the roles of the Chairman and CEO. At the same time, we continue to combine the experience accumulated over decades with a more youthful management team.
Personally, I face the challenge with great enthusiasm, and even greater responsibility. I’m clear that we must continue with the philosophy of continuous improvement, which is what has enabled us to evolve in recent decades, and which can continue to make us more competitive in the future.
I am proud to serve as Cosentino’s first female CEO, but above all, I see my role as a responsibility to continue building on the company’s strong foundation. My focus has always been on preparation, strategy, and surrounding myself with talented people who share the same vision for growth. At Cosentino, we have developed a management structure that emphasizes collaboration, agility, and anticipation, qualities that help us adapt to change and lead with confidence. For me, leadership is ultimately about bringing out the best in people and ensuring the business is positioned for long-term success.
In this top-level team, I have my brother Eduardo by my side. Beyond the personal relationship, he is a professional whom I truly admire for his leadership, his decision-making ability, and his extensive knowledge of our industry at a global level.
JQ: Are there ideas you’ve long held for Cosentino that you’re excited to put into action? Can you share some plans we can expect to see initiated in the near future?
PC: As a business model vision, my main goal is to advance in our purpose, which is to create meaningful design that inspires and improves people’s lives. The goal is to further connect us with creativity and design in order to combine functionality and technical quality, along with an inspiring aesthetic. This extends beyond the kitchen to other sectors such as bathrooms, facades, cladding, or high-end construction projects.
To achieve this, the main leverage for us remains innovation. To develop differentiating and value-added surfaces that would allow us to compete in the current globalized context. This is what we did with Silestone, with Dekton and now with the development of our new brand, ÉCLOS (pictured above), which is a new example of a commitment to leadership.
JQ: What do you see driving your sector of business globally? Where is the stone and surfaces category headed?
PC: There are many factors that will determine the future of our sector. In my opinion, the most relevant will be, firstly, innovation and R&D. In an increasingly globalized sector, with new and numerous competitors, quality will prevail. To achieve this, we must advance in new designs, textures or formats. We have, for example, the progression in printing systems on sintered stones. Better designs, advancing trends, that also go hand-in-hand with quality in performance and capabilities. We mustn’t forget that our products are quite different from other pure consumer sectors, where the current discussion is about ultra-fast consumerism or the culture of disposability. Our products are sustainable in terms of longevity and durability. Because of this, they must be of the highest quality, craftsmanship, and real added value.
Sustainability will be another key driver, but mainly in terms of circularity: waste management, use of recycled raw materials or reduction of carbon footprint. Whether in the actual surfaces manufacturing process, their nature and composition, or their final use, the future is determined by this tangible sustainability. Both consumers and end users, as well as professionals in interior design, architecture, and building and construction sectors, will demand products with this sustainable traceability.
JQ: From a design perspective, how does Cosentino keep up with a global and changing marketplace without chasing or following trends?
PC: By moving forward and being a leading company in our industry. For a long time and with our extensive global presence in nearly 40 countries, we have an inherent culture of being attentive to and capturing new trends in ideas, colors, and other sectors… but the key is anticipation and trying to set the trend yourself. This is what we did with Silestone, leading what was the quartz surface category, now converted into mineral surfaces, with Dekton, and now with our brand new ÉCLOS surfaces.
Within each product category, we’re constantly researching new designs and formats, and also focusing on diversifying our applications. It’s important to be a pioneer in addressing and conquering other market niches.
JQ: When you look ahead 10 years, where do you expect Cosentino to be?
PC: I see Cosentino as a sustainable and sustained growth leader, committed to people, its customers, and the global value chain. As a family business, our vision is long-term, so we will continue investing in innovation, digitalization, and sustainability, establishing new production centers, and an ambitious expansion plan with our showrooms — Cosentino Cities and Cosentino Studios. But above all, we will continue working to build a team committed to and excited about our mission. It’s about creating a future that we can all be proud of.
Read on for aspire’s conversation with Cosentino Global EVP Eduardo Cosentino.
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