Innovations at the Surface Level
Interview with Martin Andersson, Head of Industrial Wood Central Europe of Sherwin-Williams Sweden AB
For nearly 160 years, The Sherwin-Williams Company headquartered in Cleveland, Ohio, USA, has been a global leader in supplying advanced paints and coatings to customers around the world. As performance expectations rise and sustainability becomes more crucial than ever, innovation is taking on even greater importance. In his interview with European Business, Martin Andersson, who leads the Company’s industrial wood division in Central Europe, discussed key technological developments, evolving customer expectations, and recent shifts in market strategy.
European Business: Mr. Andersson, Sherwin-Williams is known worldwide for its paints and coatings. You oversee the industrial wood division in France, the Benelux countries, and the DACH region. How do you collaborate with customers on a day-to-day basis?
Martin Andersson: Our division works with a wide range of customers across the woodworking industry. Some focus on furniture or kitchen manufacturing, while others produce doors, windows, flooring, or a variety of wood and wood-based products on an industrial scale. On a day-to-day basis, collaboration with our customers is essential. Our sales and technical teams work directly with customers to support their growth and enhance their production processes through our expertise.
European Business: Are there particular challenges when working with paints and coatings on wood?
Martin Andersson: Wood is a living material, which introduces a number of technical challenges. The use of mixed substrates can add further complexity. Despite these factors, we are able to ensure that the final product consistently delivers the desired appearance and performance, regardless of the type of wood or composite used. Many of our customers are highly design-driven, so achieving the right look, color, and overall cost balance can be demanding. That work is supported by our R&D teams, technical service specialists, and dedicated color and design experts.
European Business: Are there specific trends in the industrial wood market right now that Sherwin-Williams is responding to?
Martin Andersson: Historically, high-gloss finishes were in strong demand. More recently, however, we have seen a shift toward non-gloss surfaces with a uniform appearance and enhanced resistance to scratches and stains. End users now expect surfaces to withstand everyday wear – for example, a little bit of liquid at the bottom of a coffee cup or a glass of wine should not leave permanent marks. That expectation is clearly influencing our customers’ requirements.
European Business: Does that suggest that end consumers are becoming more demanding?
Martin Andersson: We do not work directly with end consumers, so we rely on feedback from our customers. What we see is a growing emphasis on performance and durability. This is driven not only by consumer expectations but also by regulatory requirements. For example, furniture used in public spaces often needs to meet strict standards for stain resistance and long-term wear.
European Business: What role does sustainability play for Sherwin-Williams and your customers?
Martin Andersson: Sustainability is a central focus across our operations. We are continuously working to reduce the use of hazardous substances and lower energy consumption – both in our own manufacturing processes and in those of our customers. We also conduct ongoing life cycle assessments to better understand how our products interact with customer materials and to identify opportunities to further reduce carbon emissions.
European Business: What does Sherwin-Williams do differently from competitors in this market?
Martin Andersson: One of our key strengths is our extensive service network, which allows us to support customers locally – in their own language and with local inventory – ensuring fast and effective service. We have also expanded significantly in Europe organically and through acquisitions, which has broadened our product portfolio. Importantly, when we integrate new companies, we do not simply absorb them into the Sherwin- Williams fold – we actively look to learn from their expertise and market presence. Our goal is to combine the best of both worlds while maintaining the core identity of Sherwin-Williams. This approach strengthens our teams, products, and brands, enabling us to deliver tailored solutions for our customers.
European Business: You yourself joined Sherwin-Williams more than 16 years ago through such an acquisition.
Martin Andersson: That’s correct. I joined the Company in 2010. It was actually Sherwin-Williams’ first acquisition in the industrial wood segment. Since then, I have had the opportunity to grow through a wide range of cross-functional roles. I began in 2004 with Becker Acroma as a development engineer , then moved into broader development responsibilities and team leadership. Later, after the acquisition, I transitioned into product marketing and key account management, and today I am responsible for sales management. Those continuous opportunities for growth are a major reason I have stayed with the Company – along with the ongoing challenge of identifying and capturing new opportunities across different markets.