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Mr. Zumaque, you’re leading the charge into new high-potential growth markets. How can you tell that something is going to be big – in particular for LANXESS?
By systematically analyzing trends at a very early stage and distinguishing short-term fads from substantive developments. We ask questions like: Will this market create a new area of business that is large enough to support growth? Are there customers for whom this is relevant and who are willing to pay for it? And do we have what it takes to succeed in this field? Another important factor for us is striking the right balance between leveraging short-term sales opportunities within our existing product range on the one hand and on the potential to build a sustainable growth platform over the long term on the other.

How long does it actually take to successfully develop a new area of business like this? And where do we stand right now?
The entire process usually takes about two years: finding the right customers, testing samples, and finally obtaining approval from the relevant customers. At the moment, however, the market is particularly dynamic. Issues such as risk mitigation and the desire to reduce dependence on individual suppliers are driving the process forward much more quickly. Many Western companies are currently actively seeking alternatives to suppliers in China. If we succeed in positioning ourselves as a reliable partner in such cases, we can integrate into their value chains within a few months rather than having to wait years. When it comes to the specific high-potential growth markets we’ve set our sights on, we’re long past the initial stages. Our pipeline is filling up nicely, and we are already engaged in some very concrete discussions.

Does the use of artificial intelligence also play a role in this?
Yes, a huge role. Analyses that used to take us weeks to complete can now be done in a matter of hours – whether regional breakdowns, product-fit analyses, or generating lists of potential customers. In my view, however, what matters most is the approach: dare to try new things, quickly toss what doesn’t work, and systematically scale what does. AI doesn’t just speed up processes – it enables a single person to achieve the results of an entire team.

How are you working with the business units?
We work side by side on every issue. For each growth market, we have designated contacts in the BUs who ensure that information flows in both directions. In addition, we’ve also launched formats such as the Semicon Circle, the Battery Expert Group, and the Defense Group. As soon as a specific business opportunity presents itself, we work closely with our colleagues in the business units. This close integration is exactly what makes our approach possible in the first place.

The defense sector is viewed by some members of the public with skepticism. What’s your take on our activities in this area?
This issue is important to me personally. I’m a reserve soldier – and I view our involvement as a values-based decision. Unfortunately, the geopolitical situation has fundamentally shifted. Russia’s war of aggression against Ukraine has shown that peace requires credible deterrence. This isn’t something industrial companies can ignore.We operate here according to clear principles: We deliver exclusively to NATO countries, strictly adhere to all international conventions, and maintain a clear focus on democratic societies’ defense capabilities. It’s not about maximizing profits, but about taking responsibility.

Where do you see LANXESS in five years’ time?
We have clear roadmaps for our key growth areas. Our motto is “Win now to win later” – first, we capitalize on opportunities within our existing portfolio, build credibility, and then develop innovative products that deepen our footprint in these markets. In five years, I see LANXESS as a strong, respected partner in these industries. Not as a minor player, but with strong foundations that truly support our business.