Eco-friendly vehicles represent growth opportunities for coolant suppliers

It seems to be an ideal time for Korean companies to expand beyond South Korea and leverage the core capabilities they have developed alongside Hyundai and Kia. Many onshoring policies are favoring friendly nations like Korea, creating significant opportunities. Do you believe this is a great time for Korean companies to expand abroad and capitalize on these opportunities? What challenges and opportunities have you encountered?

It really depends on the industry. In sectors like ours, where the product itself is relatively low-cost compared to other goods, onshoring becomes a necessity. Even before these recent policy shifts, we were already prioritizing local production, with our products for the U.S. and EU markets in Alabama and Slovakia. This kind of localization was required for us because, given the low cost of our products, logistics expenses make up a significant portion of overall costs.

Expanding into advanced markets like the United States came with unique challenges, particularly in adapting to different labor environments and cost structures. Labor costs in the U.S. are considerably higher than in Korea. So we had to rethink our operational models to ensure long-term sustainability. Each region brings its own cultural and structural work dynamics. In Korea, for instance, employees often demonstrate a strong sense of ownership and consistency, which has been a key factor in supporting high-quality production. Rather than applying a one-size-fits-all approach, we invested time and resources to understand each market and adjust our workforce strategies accordingly. These efforts have helped us maintain consistent product standards across global sites.

As a chemical manufacturer, selecting plant locations requires careful consideration of both logistical advantages and workforce availability. In the U.S., for instance, we established operations in Alabama, a state that offers competitive industrial infrastructure but presents some challenges in terms of technical labor availability, particularly in rural areas.

To maintain our high standards of quality while producing products on-site, we’ve invested heavily in automation and long-term employee training programs. Building a stable, capable workforce has been essential, and we place great trust in our local teams to meet global performance expectations.

The U.S. presented unique operational challenges that required adjustments in workforce strategy and automation. In contrast, our experience in other regions has highlighted the importance of adapting to different labor environments. In India, we’ve seen strong employee engagement and a high level of motivation, which has contributed significantly to our operational stability there. In Europe, our facility in Slovakia benefits from its central geographic location and access to a skilled industrial workforce. The region’s established automotive supply base has been instrumental in supporting our business across EU markets.

There were three major challenges we faced in global expansion. First, language barriers. Communication was a critical factor in managing operations across multiple countries. Second, workforce management. Finding skilled and reliable employees in different regions posed significant challenges. Third, ensuring consistent product quality. Maintaining uniform standards across facilities in India, Slovakia, and the U.S. was crucial.

Quality management is our top priority because, in our industry, even a minor defect in coolant can result in costly recalls, potentially 10 times the product’s sales price, not just its profit margin. We cannot afford such risks, so we place a strong emphasis on maintaining the highest standards across all our production sites.

You`ll produce most of your products outside Korea, yet your major customers remain Hyundai and Kia. When transitioning from supplying Hyundai and Kia at their overseas sites to expanding to new international OEMs, what were the key factors that helped you diversify your client base and reach American and European automakers?

The first major hurdle we had to overcome was the language barrier. Fortunately, I was lucky enough to be born into a well-off family, which allowed me to study in the United States from seventh grade. When I started working at KD Finechem, I kept asking myself: What can I do to benefit this company? The first thing that came to mind was leveraging my English skills.

I made it a priority to visit our overseas sites and engage directly with potential clients. This approach proved invaluable because, while many Korean companies emphasize the importance of English, there are limited opportunities in Korea to interact with native English speakers in business settings. As a result, many Korean companies struggle with international outreach. We actively worked to change that.

For example, in 2017 and 2018, I attended major auto shows like the Geneva Motor Show, sometimes just on my own initiative. I would approach booths, express interest in their new EV models, and naturally initiate a conversation. I would ask about their coolant, hand them a packet, and introduce our company, explaining how we specialized in certain products and already had a strong track record with Hyundai and Kia.

One of our key breakthroughs happened at the Frankfurt Motor Show, where we had the opportunity to engage with the head of a major German automaker`s division. That conversation led to deeper discussions with them and opened the door for us. My takeaway from this experience is that Korean companies need to actively participate in international industry events, engage in conversations, and network aggressively. Doing so increases their chances of securing new opportunities, just as we did.

We were also fortunate to establish direct connections with top-tier European automakers. The landscape of automotive coolants changed dramatically with the rise of Tesla. Initially, EVs relied on air cooling systems and did not use liquid coolant, which initially caused concern in our industry. With projections that EVs would account for over 50% of new cars, we faced a critical question: What do we do now?

Fortunately, automakers soon realized that to optimize battery performance, they needed a liquid coolant to distribute heat evenly and cool the battery more efficiently. In fact, EVs require more coolant than internal combustion engine vehicles (ICEVs), and hydrogen fuel cell vehicles need even more.

As the industry shifted toward greener vehicles, demand for specialized coolants increased. This change created new opportunities for us because traditional ICE vehicle coolants were a long-established market dominated by legacy suppliers. For example, when we first approached several major European OEMs  about conventional coolants, they would say they already had five certified suppliers and saw no reason to add a sixth. However, with the rise of EVs and FCEVs, they became more open to exploring new suppliers with expertise in specialized cooling solutions.

Hyundai was the first automaker to use an EV-specific coolant, and we had both the track record and real-world data to back up our claims. That credibility made us more attractive to other OEMs. Before we reached out to them, these companies weren’t particularly interested in who manufactured their coolant. But by attending global auto shows, industry events, and even cold-emailing potential clients, we managed to get in front of key decision-makers. Once they saw our proven experience, they became genuinely interested in working with us.

While timing and persistence played a role, our continued preparation and proactive engagement helped us seize these global opportunities. Approaching booths and introducing ourselves at auto shows was intimidating at first, but we persisted, and in the end, it paid off, especially when we connected with leading fuel cell initiatives at a major German OEM.

With this shift in the automotive coolant industry, what will be the key factors for small and medium-sized enterprises (SMEs) to compete against global petrochemical giants? Can you elaborate on your strategy and approach to gaining a competitive edge?

Our first key strategy is personal engagement. As CEO, I make it a point to meet with every single customer myself. Initially, I did this simply because I was fluent in English, but I soon realized how powerful this move was. When a CEO personally engages with potential clients, it sends a strong message that we are deeply invested in product development.

For example, we are currently in discussions with global top electric vehicle brand. We already supply one of our chemical products to their operations in  Europe, and we are working on expanding our product offerings in the U.S. market. As a smaller, more agile company, we’re able to engage directly at the executive level, something that is often difficult for large multinational corporations. By meeting with them personally, I’m able to demonstrate our genuine commitment to their needs, which is what truly sets us apart.

The second advantage we have is agility. While the EV market is growing, it is still relatively small from the perspective of major petrochemical companies. For an SME like ours, a market worth $100 million is a significant opportunity. However, for a global petrochemical company, such a market might be too small to justify investment.

Large corporations must justify their investments to shareholders. Imagine trying to convince them: We’re going to invest $10 million in a market that’s only worth $5 million today, but it might grow in 20-30 years. That kind of proposal would never be approved. However, as an SME, we have the flexibility to invest in emerging markets early, giving us a first-mover advantage.

This is why we can dedicate more resources to R&D, particularly in areas like EV batteries and even data centers. For example, one of our testing methods involves connecting cables to a battery, placing large copper plates inside, and submerging the entire setup in our coolant. Most large corporations would never conduct such expensive and unconventional tests because they are focused on maximizing immediate profits.

Even within the petrochemical industry, many large players are now shifting their focus to data center cooling solutions because of the higher volume potential. Initially, data centers were an attractive market, but with the shift toward direct cooling technology, the market volume has decreased. Many petrochemical giants have lost interest, while we see it as an opportunity.

At a recent data center event in Singapore, I was shocked to learn that a single AI server rack costs $20 million. When I asked how much coolant they use, the answer was just 20 liters. Even if they bought the most expensive coolant on the market, it would only cost around $3 per liter. In such a scenario, large petrochemical companies are unlikely to invest heavily, as the sales potential per data center is relatively low. But for customers in this field, volume isn’t the priority, what truly matters is reliability, safety, and customized compatibility with their high-value infrastructure. That’s where we come in. Our ability to develop highly specialized solutions, even for low-volume applications, gives us a unique edge in markets that large players tend to overlook. For an SME like us, this is an area where we can thrive.

The third key factor in our strategy is forming strategic partnerships. We are open to joint ventures and collaborations with other SMEs. For example, we have built a strong relationship with a Japanese coolant company. While they also specialize in coolant solutions, we are working together to share infrastructure and eventually co-develop products.

Because we are privately owned, we don’t have to seek shareholder approval or go through bureaucratic board meetings to make decisions. This allows us to act quickly and capitalize on emerging opportunities, another key advantage over large petrochemical companies.

Ultimately, our ability to engage directly with customers, target niche markets that larger players overlook, and form agile partnerships gives us a unique competitive edge in the industry.

The EV and FCEV markets, especially in 2024, didn’t grow as rapidly as expected five years ago. However, projections for the U.S. market in 2025 still indicate a 10% growth in EVs and a 15% growth in FCEVs. In the short term, are you fully committed to these new vehicle segments and emerging markets like data centers, or are you maintaining a balance between automotive, traditional ICEVs, and other sectors?

We have a relatively large research team for a company of our size, and we’ve structured our R&D center into three specialized teams. The first team focuses on traditional ICE coolants. While this is an older technology, ongoing advancements in fuel economy and engine performance demand higher temperature tolerance, so we continue to develop and improve our formulations. In fact, we are in the final stages of launching a new coolant version for Hyundai and Kia.

Our second team is dedicated to environmentally friendly vehicle coolants, not just for EVs and FCEVs, but also for batteries and other applications. For instance, we supply coolants for high-speed charging cables, such as those used by LS. Our products are now being used across a variety of industries, and given the unpredictable nature of market trends, we must continuously innovate to be ready for the next breakthrough.

This approach allows us to maintain profitability while keeping development costs low. Unlike some companies that need to make large capital investments, we can adapt quickly without major infrastructure expansion. If we were to secure an account with Volkswagen, for example, we wouldn’t need to build new factories, we could simply increase production shifts at our existing facilities. Since all coolants use monoethylene glycol as a base material, transitioning between different product lines is relatively seamless for us. This flexibility gives us a competitive advantage, allowing us to scale production efficiently without incurring excessive costs.

In recent years, we’ve seen significant fluctuations in raw material prices. Unlike large conglomerates with vertically integrated supply chains, you rely on external suppliers. How do you manage these fluctuations?

We take a conservative approach to raw material management. Unlike large corporations with massive storage facilities to buffer against price volatility, we don’t have the luxury of stockpiling vast amounts of ethylene glycol. Instead, we focus on financial prudence and reinvest profits directly into sustaining and growing the company.

Another key strategy is our pricing model. We renegotiate contracts with customers every six months, which helps us manage cost fluctuations. If raw material prices rise, we absorb the impact for six months, but after that, we can adjust our pricing accordingly. This approach has its pros and cons, it prevents us from capitalizing on sudden price drops, but it also ensures transparency with our customers. They understand the market forces at play, which fosters trust and stability in our business relationships.

KD’s permeable fuel-cell coolant dye

Established in 1973, KD Finechem is Korea’s leading specialist in automotive and fine chemicals, including antifreeze, brake fluid, and washer fluid. The company has captured 80% of the coolant market in South Korea and recently received the Prime Minister’s Award for National Quality Innovation. Can you walk us through the key steps that brought the company to where it is today?

In Korea, the automotive landscape once included more players such as Daewoo and Samsung, alongside Hyundai and Kia, which operated as separate companies at the time. Over the years, the industry consolidated, and Hyundai Motor Group emerged as the dominant force.

Our first major OEM supply contract was with Kia in 1975. We began supplying Hyundai Motor Company in 1982, well before Kia became part of the Hyundai Motor Group during the Asian Financial Crisis.

Following the integration of the two companies, we were able to streamline our supply networks and enhance our technical alignment to meet the evolving needs of both brands across global markets.

I wasn’t with the company at the time, so I can’t say for certain why Hyundai chose to switch from its previous supplier, but my understanding is that we were able to produce coolant at a significantly lower cost, which helped us secure the deal. As Hyundai grew its market share in Korea and expanded its manufacturing operations overseas, we faced a difficult decision. Following Hyundai into every new market was a major risk for us because production volumes weren’t initially high enough to guarantee profitability. But we prioritized loyalty to our customers and committed to supporting Hyundai wherever they expanded, even at the cost of short-term financial losses. We also continued to invest in R&D during this time, ensuring that we could meet Hyundai’s evolving technical requirements in every market.

When Chairman Chung took over at Hyundai, the company underwent significant changes in design, R&D, and leadership. Hyundai also ramped up its global expansion efforts, which allowed us to finally turn a profit in overseas markets. Today, we are increasingly focused on the aftermarket service sector. We focused on our production in the world, which resulted to assist our customers to implement genuine after service products around the world. By focusing on this segment, we not only strengthened our relationship with Hyundai but also gained access to the broader aftermarket industry, driving further growth. This shift also motivated us to increase our investment in long-term product innovation to better serve the aftermarket segment.

With the rise of EVs and hydrogen fuel cells, we expanded into these sectors as well. We supplied Hyundai Motor Group with hydrogen fuel cell coolant, This experience also led to ongoing collaboration on fuel cell development with the largest automotive manufacturer in Germany. It has also opened doors to collaborations with another German premium automaker and companies working on fuel cells for yachts and other applications, further strengthening our position in the hydrogen sector. These partnerships are supported by our continuous investment in hydrogen coolant technologies and system compatibility.

In the EV space, Hyundai’s early adoption of a specialized EV coolant helped us expand our presence across the electric mobility ecosystem, including with Kia, SK, and LG. Being based in Korea has been a strategic advantage, as the world’s three leading battery manufacturers, LG Energy Solution, Samsung SDI, and SK On, are all headquartered here. This proximity enables smoother communication and allows us to stay aligned with industry developments as we continuously refine our thermal management solutions.

That said, each battery manufacturer has its own unique approach to how coolants should function within their batteries and energy storage systems(ESS). As a result, we’re actively working to tailor our formulations to meet the distinct technical demands of major cell manufacturers, and we continue to explore opportunities to ensure full compatibility with their evolving platforms.

You mentioned earlier that your R&D is divided into three teams. What is the focus of the third team?

The third team is responsible for exploring new markets and business opportunities. Their first priority is identifying industries where we can apply our existing coolants or develop new formulations. Their second focus is entirely on emerging technologies and systems.

For example, they have been investigating coolant applications in data centers. Through joint research with Hyundai and Kia, we developed a coolant incorporating nanoparticles, which led to the creation of a high-efficiency nano coolant. When I attended a data center convention, I noticed that a major industry priority was improving heat dissipation to enhance energy efficiency. Our nano coolant provides 10–20% greater heat efficiency than standard coolants, making it an ideal solution for this sector.

Right now, data centers are heavily investing in AI infrastructure, but with rising operational costs, companies are beginning to focus on cost-effective solutions. At the convention, I was surprised to see that nearly all data centers were using stainless steel piping for cooling systems. Coming from the automotive industry, that struck me as highly inefficient. When I asked about the expected lifespan of their pipes and servers, they said it was at most five years, as AI servers are frequently upgraded. I pointed out that switching to different piping materials could significantly reduce costs without sacrificing performance.

We have extensive expertise in cost reduction, thanks to our experience with Hyundai and Kia. From the early days of FCEV development to today, our role has been to help them lower costs by designing coolants that work with more affordable materials. We are now applying that same expertise to customers like BMW, Audi, and Volkswagen, helping them optimize their cooling solutions while minimizing expenses.

Can you walk us through the developments you’ve made to expand into international markets and where you see opportunities for your technology?

For EVs, our core concept is safety and reliability. If you were to pour a conventional internal combustion (IC) engine coolant into a fully charged EV battery, it would cause a short circuit, sparking and potentially leading to a fire. However, we have already developed a coolant that, even in the event of an accident or leakage, will not ignite when in contact with the battery. At the same time, our coolant meets ASTM standards for ICE conductivity, meaning it has a longer lifecycle and is a safer product for use in EV batteries.

On the fuel cell coolant side, the key difference between Hyundai and other automakers is material choice. Most manufacturers use titanium in their hydrogen fuel cell systems, which is highly resistant to corrosion but also expensive. Since titanium doesn’t corrode, these systems don’t require corrosion-resistant coolants. However, Hyundai has taken a different approach, avoiding titanium in favor of more cost-effective materials. This was made possible because we developed a specialized coolant in collaboration with Hyundai and Kia, providing the necessary corrosion protection even for non-titanium fuel cell systems.

Our expertise extends beyond coolant formulation, it’s also about optimizing the entire system. For example, while some manufacturers use expensive materials, one fuel cell manufacturer has switched to more affordable components. We were able to contribute as a supplier to reduce cost for the fuel cell manufacturer To support this transition, we developed a coolant specifically engineered to be compatible with more affordable components, maintaining durability while lowering overall system costs.We take this approach with every component that comes into contact with the coolant, whether in fuel cell systems, internal combustion engines, or EVs. Many people assume coolant only flows through the radiator, but in reality, it touches critical components like the engine in ICE vehicles or the entire battery structure in EVs. In EVs, because the battery pack is located in the vehicle’s base, coolant must circulate through a loop from the radiator across the entire underbody, meaning EVs actually require more coolant than traditional vehicles.

You develop battery coolants in collaboration with Samsung and LG and have partnered with Hyundai on green technology. In these cases, your customers are battery and fuel cell manufacturers. At the same time, you also sell directly to OEMs and the aftermarket, where consumers use your products in their cars. Do you take a different approach when working with each type of customer?

Right now, our focus with EVs and fuel cells is on educating customers, both OEMs and end users, about why these coolants are necessary. A few years ago, we were educating OEMs on the risks of using conventional coolants in hydrogen vehicles and why adopting safer alternatives was critical. Today, while OEMs are generally aware of those risks, many consumers still lack access to that information. For example, using regular coolants in EV systems may pose serious safety concerns, which highlights the importance of proper education.

Because of this, much of our current effort is dedicated to educational content. We are creating videos to share on LinkedIn and our website, and we are attending conventions to showcase our research. We’ve also learned that the public responds better to visual demonstrations with dramatic impact. For example, we conducted an experiment where we submerged a large copper plate with an attached electrical wire into our coolant to test its conductivity and longevity. These large-scale tests attract much more attention compared to smaller experiments using beakers, which people tend to glance at and walk past. When we realized that bigger, more striking experiments were more effective in capturing interest, we adjusted our approach accordingly.

Your strategy is unique, you’re working closely with component manufacturers to develop specialized coolants for fuel cells and batteries while also educating OEMs and the general public. Since some of your products are sold directly to consumers, do you see this as part of a larger branding effort?

Yes, branding is an area where we still have room for improvement compared to some of our competitors. For example, Prestone presents itself as a high-tech company and is highly effective at marketing its R&D activities to the public, which has helped strengthen its consumer brand image.In contrast, our R&D efforts have been centered around direct collaboration with global OEMs and real-world applications in electric vehicles and energy storage systems. While Prestone has built strong brand awareness in the retail segment, our focus on meeting the stringent requirements of EV and ESS platforms highlights a fundamental difference in technological orientation and market depth.

Even though our primary business is B2B, consumer perception still matters because OEMs and industry professionals interact with the general public. If we can increase awareness and trust in our brand among everyday consumers, it will enhance our reputation in the industry as well. Strengthening our connection with the public will ultimately help us build stronger relationships with OEMs and expand our market presence.

In addition to safety and longer lifespan technology, sustainability is a major focus in today's industry. Can you elaborate on your efforts in this area? Where are you focusing your R&D, and what products have you developed?

In internal combustion engine vehicles (ICEVs), all OEMs currently use coolants with a 10-year or 200,000-kilometer warranty. Extending the lifespan of coolants reduces the overall consumption of chemicals, making it a more eco-friendly approach.

For EVs and fuel cell electric vehicles (FCEVs), our primary goal is also to extend the coolant's lifespan. Developing a non-conductive coolant(Low conductive Coolant) for EVs presents a significant challenge because we cannot use as many chemical additives as we do in traditional ICE coolants. This limitation affects the coolant’s corrosion protection capabilities, which is a key challenge we are working to overcome. Even Hyundai's current EV-specific coolant has a relatively short lifespan, but we are in discussions with them to implement our advanced formula. Our target is to develop a coolant that remains effective for 10 years or 200,000 kilometers while maintaining battery safety.

For FCEVs, we are applying the same approach. We are collaborating with DuPont, a leader in ion exchange technology, which plays a crucial role in fuel cell systems. DuPont is customizing its ion exchangers to match our coolant, while we are designing our coolant to optimize their ion exchange systems. This synergy will help extend the lifespan of fuel cell coolants.

Our second major initiative is sourcing ethylene glycol from eco-friendly sources. Currently, ethylene glycol is derived from petrochemicals, but we are working with a company that produces ethylene glycol from trees. While they have successfully developed tree-based ethylene glycol, mass production remains a challenge. However, growing industry-wide commitment to sustainability has driven strong interest in exploring this solution. Initial test results show no significant issues with using bio-based ethylene glycol, so we see great potential for future adoption.

Ultimately, our long-term goal is to replace ethylene glycol with a less toxic, more environmentally friendly alternative. Ethylene glycol has been widely used as a coolant for over 60 years because of its effectiveness, but it is highly toxic, if ingested, it tastes sweet but can be fatal. Finding a safer substitute will take time, but our roadmap prioritizes three key steps. First, extending coolant lifespan to minimize chemical consumption. Second, transitioning to bio-based ethylene glycol for a more sustainable supply chain. Third, developing a non-toxic alternative to ethylene glycol for future generations.

Global Network

Sometimes you describe it as a coolant manufacturer, but at other times, as a thermal solutions provider. Looking ahead, how would you like customers to perceive your company?

Our customers include any industry that deals with heat management. While we don’t supply coolants for smartphones due to size constraints, we are already seeing demand in areas like laptops and personal computers, where liquid cooling is becoming more common. We also supply coolants for laser engraving machinery, and theoretically, our products could be used in aerospace applications as well.

In an ideal system, no heat would be generated because all energy would be perfectly utilized. But until that becomes reality, thermal management will remain essential. Our goal is to be a solutions provider for any heat-related challenge.

Take batteries, for example. Initially, people assumed that batteries wouldn’t generate enough heat to require cooling, much like how laptops use fans instead of liquid cooling. But when I was in high school, I used an Apple laptop that would get so hot it could burn your skin when placed on your lap. That’s why we believe high-performance computing will eventually require liquid cooling.

We define ourselves as a coolant company, not an antifreeze manufacturer. Some companies use terms like “heat transfer fluid” or “thermal management fluid,” but in the end, they all serve the same purpose. "Coolant" clearly communicates our core mission, managing heat wherever it is generated.

How do you foresee KD Finechem’s growth, both domestically and internationally?

Our primary focus is overseas expansion, particularly in the United States, which is the largest market outside of China. While China has a huge automotive industry, doing business there as a small-to-medium enterprise presents significant challenges due to local regulations and competition from domestic companies.

Although it is not our immediate strategic focus, we remain open to exploring the Chinese market if the right opportunity arises. For now, our efforts are concentrated on the U.S. and European markets, where we see strong alignment with our growth strategy.

Our strength lies in eco-friendly vehicle solutions, and based on my experience, more developed countries are leading the transition to green technologies. For instance, India is unlikely to adopt fuel cell vehicles before Europe or the U.S. because the necessary infrastructure investments are cost-prohibitive. That’s why we are targeting regions that are actively investing in EV and fuel cell technology.

It’s true that EV sales growth is slowing down, but this mainly affects battery manufacturers who need to invest in new factories. In contrast, for us, a 20-30% increase in volume requires no additional investment, we can simply scale up production to meet demand. Additionally, EVs require more coolant than ICE vehicles due to the need to cool the entire battery pack, meaning that even if EV adoption grows at a moderate pace, our market will continue expanding.

Our strategy is to capitalize on the increasing demand for coolant in EVs and fuel cells without requiring major capital investment. By focusing on the U.S. and EU, where environmental regulations and green vehicle adoption are strongest, we can grow efficiently while maintaining our leadership in advanced coolant technology.

Since you don’t need to invest heavily in facilities, are you focusing on sales and partnerships? Are you looking to diversify your partnerships to reach different customers?

Yes, we are actively seeking more partners. While handling everything in-house can lead to higher profits, I believe in leveraging each company’s strengths. Instead of trying to do everything alone, it’s more effective to collaborate with trusted partners who complement our expertise.

For example, we are partnering with a small-to-medium enterprise in Japan, allowing us to divide our core areas of focus. Our company is more invested in eco-friendly and next-generation coolant technologies, while they specialize in traditional ICE coolants and car care products.

Looking ahead, we’re open to forming additional partnerships to expand our market as quickly as possible. In my view, it’s much easier to enter an industry at the development stage rather than trying to break in after it’s already established. Since our products are chemical-based, we must test numerous components, and being involved early in development gives us a significant advantage. I firmly believe that whoever gets in first will maintain that foothold for the next five years, which is why we emphasize strategic partnerships.

Lastly, what key message would you like our readers to take away from this interview?

Our company and our industry have a long history. ICE coolants have been evolving for over 40 years, and at every convention I attend, the average age of industry professionals is around 45 to 50 years old. You don’t see many young talents entering this field or starting their own businesses in it. But in my opinion, this is an industry with significant growth potential.

To advance, we must embrace modern technology such as AI and big data. Achieving high-quality performance across various sectors requires data-driven analysis. AI can also help us manage global operations. We have branches in Slovakia, Turkey, India, the United States, and China, and effective communication across these locations depends on AI-driven tools.

AI is not just a futuristic concept; it’s already transforming industries. I’ve seen a huge shift from my father’s generation, where office work was done without computers, to today, where we can’t imagine a workplace without them. I believe AI will become just as indispensable. Young professionals today must embrace AI, not just in education but across all fields, including market research and R&D.

Even though our industry might seem traditional or old-fashioned, it is directly contributing to the development of eco-friendly technologies. And to push those advancements further, we need young talent with expertise in AI, big data, and emerging technologies. My message to young professionals is this: Don’t overlook industries that seem “boring” at first glance. There is immense potential for innovation, growth, and meaningful contributions to sustainability.

At KD Finechem, we see thermal management as the foundation of future mobility. From EVs and fuel cells to data centers, we focus on developing practical, reliable, and sustainable cooling solutions. Backed by real-world testing and close partnerships with OEMs, we aim to solve the industry’s heat challenges, one system at a time.

For more information please visit: https://www.kdfinechem.com/en/