Cosentino’s U.S. expansion strategy is a case study in how vision, innovation, and values can drive global growth. From its roots as a family-owned quarry in Spain to becoming a global leader in sustainable surfaces, Cosentino has navigated international markets by combining agility, long-term thinking, and a deep understanding of its customers.

Lessons from Cosentino Origins in Macael

1) What key lessons do you consider you learned in Cosentino’s early days as a small family-owned quarry in Macael, and how would you describe that these have shaped the path to becoming the multinational it is today?

• I remember being as young as five or six years old, visiting the quarries every weekend with my father and sister. I worked in the factory in my teen years as well, which shaped my whole perspective of the business.
• I spent a lot of time with my father to understand how a quarry and factory works, and the hard work and dedicated staff you need to keep it running. As a result, this helped me understand and appreciate how important every individual is. Without all the parts working together, you won’t have a strong result.
• As I grew with the company and the business, I learned the advantages of being family owned, which has allowed Cosentino to separate ourselves from the competition and grow at an accelerated rate. These key differences are:
  • The ability to be agile and make quicker decisions. Being a family-owned business allows you to move fast and respond to opportunities as they arise. The world is moving at a rapid pace – what you put in the market today, you might have to change tomorrow. You have to listen to the market and uncover what the challenges are that you can solve. If you react fast, you can be successful.
  • As a family-owned business we are not only thinking of results in the short term, we’re in it for the long term. This helps us make decisions that will have a long-term impact, which is a key advantage from other companies who are tied to delivering short term profits.
  • Therefore, when you think long term, you think of people. This is reflected in our investments in our employees as well as sustainability, as we are considering the longevity of our business and how it impacts both people and the planet.

Agility, Long-Term Vision, and the Family-Owned Advantage

Innovation and Sustainability as Core Drivers

2) Cosentino has pioneered the use of stone waste to create innovative products such as Silestone and Dekton. What challenges did you face in developing these solutions and how do you balance innovation and sustainability in your business model?

• In fact, at Cosentino, innovation is key to our business model. We foster innovation across all areas of the business and brand. At the same time, sustainability is a part of our DNA. Our commitment to both ensures we stay ahead in delivering eco-friendly, cutting-edge solutions.
• From sourcing to production, we aim to minimize environmental impact while maximizing product durability and aesthetic appeal. On its own, Silestone is one of the most sustainable surfacing solutions on the market due to our Hybriq® technology. This technology includes a high-performance blend of premium minerals and recycled materials, using 99% recycled water and 100% renewable energy, with zero water waste.

Hybriq® and Silestone® XM: A New Era in Sustainable Surfaces 

• The success of Hybriq® contributed immensely to the reduction of crystalline silica in Silestone offerings, paving the way for the introduction of Silestone® XM earlier this year. Silestone® XM contains 10% or less silica, marking a significant step forward, and marking a significant milestone in our commitment to both safety and sustainability.
• However, developing new technologies like Silestone® XM requires substantial R&D investment and overcoming complex scientific and manufacturing hurdles. Sourcing recycled and raw materials involves a meticulous process, supported by a dedicated global team.
• Unlike anything else on the market, Dekton is the result of a cutting-edge proprietary process that combines sinterization, compaction, and precision drying. This intensive system allows us to create an ultra-compact surface that meets the most complex technical requirements, offering unmatched durability.
• Achieving innovations like Dekton is no small feat—it’s a testament to the challenges of pushing material science to its limits.

From Silestone® to Dekton: Turning Waste into Opportunity

Cosentino U.S. Expansion Strategy in Action

3) What was it like to take over the management of the U.S. subsidiary at the age of 27 and what strategies do you consider key to positioning Cosentino as a leader in such competitive international markets?

• When I moved from Spain to the U.S. to take ownership of the business, I first moved to Houston – a new city, without family, and I was still learning English.
• My strategy was to listen, listen, listen. I visited hundreds of customers across the country and always asked them – what can we do differently? What can we be doing better? My philosophy is – if you think you are doing everything perfectly, you are doing it wrong.
• I also met with each of our key leaders to understand their unique situations and challenges, which led me to implement a completely different business model over the next 14 years. We opened up the market by focusing on distribution versus just fabricators. As a result, we went from around 100–150 customers to more than 15,000 customers. With that, we increased the possibility to grow the business and diversify risk. Changing the business model was a critical part of Cosentino’s U.S. expansion strategy, allowing the company to scale rapidly and diversify risk.

From Houston to a National Network of 15,000+ Customers

Leading Global Teams with Shared Values

4) Leading teams in different countries with diverse cultures and work dynamics can be a challenge. What approach do you use to foster collaboration and cohesion in a global environment like Cosentino’s?

• I feel very connected to our Cosentino DNA. Our brand pillars represent our culture and serve to connect everyone that works at the company no matter where they are. A few of them are:
  • Be Humble, be Human: Our people are our most important asset. I am a people-oriented person and believe wholeheartedly if you have the right people around you, you will be successful.
  • Vestir la camiseta or wear the t-shirt: Everyone who works at Cosentino takes personal pride in the work they are doing. It’s not a Cosentino project, it’s their project. This fosters team members feeling committed and proud that they are making a difference as a part of the greater team.
  • Take control of the risk: If you want to be different, you have to be the first. We inspire our employees to have the courage to take risks and give our team the space to put new proposals on the table. We have to dream, and constantly think about what we can do better and what we can offer society.

Culture, Risk-Taking, and the Power of “Vestir la Camiseta”

Preparing for the Next Phase of Global Growth

5) With a strategy focused on consolidating global presence and exploring emerging markets, what factors do you consider essential to maintain profitable and sustainable growth in the coming years?

• During the last five to six years we have had significant growth. However, when you are growing fast, you may not be growing in the most efficient way. It is important to take a step back now and analyze what happened during those strong periods.

• Looking ahead, 2025 will be a year where we consolidate, laying the foundation for the next phase of Cosentino’s U.S. expansion strategy and long-term global growth. This will ensure our future is both sustainable and profitable.

• Cosentino’s future is being the leader in the high-end residential channel – that channel can help us to be more profitable, to diversify in different applications and among different products and continue to elevate our brand.
• To grow more sustainably we need to be near our customers. Last year we announced plans to expand with a new Cosentino manufacturing facility in Jacksonville, FL – the first outside of Spain, which will help us deliver on that, as well as provide a better service to our customers.

U.S. Manufacturing and Customer Proximity as Key Pillars

Final Thoughts: Building a Profitable and Sustainable Future

Cosentino expansion strategy in the United States reinforces its commitment to sustainable growth, bringing production closer to the customer and focusing on innovation, profitability and long-term vision.