‘The unity regarding the vision for KSB is absolutely transformative’
As Regional Executive Officer of KSB North America, Luis Maturana is responsible for the United States, Canada and Mexico – a region that is the world’s economic powerhouse and is also culturally very diverse. In this interview with ‘Stream of Stories’, he discusses how his migration history has become an advantage when working with customers in the region and how KSB’s values make the company unique.
Stream of Stories: As Regional Executive Officer of KSB North America, you have a unique perspective on the region. After all, you came to the United States as an immigrant from South America. What were your first impressions back then?
Luis Maturana: My first impression was the magnitude of the country and its cities. I came from Venezuela, a country that had 28 million people, and suddenly I was in Los Angeles, a city of 40 million. It was exciting to see all the things that until then I had only seen in my dreams and in movies. Before I knew it, this became my life.
Were the United States similar to what you’d seen in the movies?
Not quite. In films, you often see neighbours warmly welcoming newcomers with a cake. When we moved to Los Angeles, no one showed up. But when we relocated to Dayton, Ohio, in the Midwest, the experience was different. Just 15 minutes after the moving truck left, a neighbour arrived with a cake, followed by another 20 minutes later, and then another. These moments taught me that large countries such as the US, Canada and Mexico are incredibly diverse, almost like multiple countries within one. While my Region includes only a few countries, it’s culturally extremely diverse.
Today, you oversee the markets in Canada, the United States and Mexico for KSB. Could you give us an overview of these countries within your area of responsibility?
The beauty of the three countries is their sheer economic power. You’re talking about the US, which is the number one economy in the world; Canada, the ninth largest economy globally; and Mexico, which is number 14. The size of the region and its contribution to global GDP are second to none. All the industries are present: oil and gas, mining, power, building services, steel and metals manufacturing, pharmaceuticals and microelectronics. The challenge is that the competition in all three countries is very tough. Customers want their products immediately. You need to have the right price and the right messaging and deliver right away. Instant fulfilment!
Driving KSB’s growth in the world’s economic powerhouse: Luis Maturana
Luis Maturana is the Regional Executive Officer for KSB’s Region Americas North, and Managing Director and President at KSB, Inc. based in Richmond, Virginia. He oversees operations across the United States, Canada and Mexico. With more than 20 years of leadership experience in general management, sales and operations in the industrial and municipal water sectors, he brings a wealth of expertise to his role. Born in Chile, Luis Maturana lived in Mexico and Venezuela before settling in the United States, giving him deep insights into diverse cultures. Prior to joining KSB in 2018, he held significant roles at Veolia and Danaher.
You said that the three countries have diverse cultures. What are the differences between working with customers in the United States, Canada and Mexico?
You have to be aware of the differences between the cultures of the three countries. A common misconception is that Canada is like the US because it looks like the US and most Canadians speak English. But if you try to embody the US culture in Toronto, it can trigger opposition among a culture that is super nice, cordial and respectful, but very self-confident and strong as well.
One should also not assume that Mexico is only a country that is dependent on the US. Mexicans have a strong culture and identity and protect them. Being an immigrant was an advantage for me here, because it made me hyper-sensitive to cultural differences. For a company such as KSB that has a global footprint, it’s the same everywhere; you have to respect the country, be aware of the differences, accept them and embrace them.
Talking about cultural differences – what was it like to join a German company as an American?
Before joining KSB, I had already worked for German companies and was familiar with the culture. Adapting to the level of detail and planning that Germans like was a learning curve for me. They are also very direct and don’t hesitate to voice their opinions or suggest improvements. This can lead to long and intense discussions, in which you can only succeed with facts. German culture is highly fact-oriented – mere opinions don’t cut it.
But from my perspective, KSB has evolved from a German company that operates globally to a global company headquartered in Germany – a crucial distinction. The current board grants significant autonomy to the Regions, which is evident from China to North America. This does not mean that KSB has lost its roots by adopting a global mindset. We preserve our corporate identity, shaped by ingenuity, a passion for quality and efficiency – qualities that are distinctly German. These values are protected while we approach other cultures openly and respectfully, operating as a truly global company.
If you could swap roles with one of your customers for a day, what experience or task would you be most eager to try?
It’s difficult to choose just one, as I’ve had the privilege of visiting companies in many fascinating industries. For instance, I’ve been to nuclear power plants, where the level of security and precision is truly remarkable. I’ve also seen pharmaceutical facilities, where the stringent sanitation and hygiene standards are impressive in their own right, much like in microelectronics. Steel mills, with their sheer scale, are awe-inspiring. My curiosity makes it tough to settle on one role.
The beauty of my work is the variety; one moment I’m discussing an application in one industry, and a few hours later, I’m diving into a completely different one. It’s incredibly motivating. But if you forced me to pick one, I’d likely step into the role of an environmental manager at a company focused on protecting natural resources around a large plant. Growing up, I dreamt of being a marine biologist, and my love for the outdoors and the environment would make that experience particularly meaningful.
‘KSB has evolved from a German company that operates globally to a global company headquartered in Germany – a crucial distinction.’
Luis Maturana
What are the key trends and developments in your Region that KSB must respond to?
There is a pressing need for investment in the Region, driven by ageing infrastructure in the US and Canada and a lack of infrastructure in Mexico. Additionally, the localisation of production has become a priority in the US as part of efforts to rebalance trade deficits. This shift will require investment in energy and mining to supply increased domestic production. These dynamics predate the current Trump administration and reflect broader goals of transforming the US from a consumer to a producer of essential goods and decoupling the economy from China.
Product localisation is also a core component of KSB’s strategic mission. It’s still in the early stages, but over the next few years, we plan to transition from assembling overseas-sourced products in the US to identifying which parts of our portfolio should be manufactured locally. It’s a question of cost efficiency, economies of scale, time to market and customer orientation. You simply cannot adapt European factories to the needs of the whole world.
What has motivated you to stay with KSB and contribute to the company’s future?
The consistency of the culture and the vision that top management has for KSB has been fundamental to my desire to work with the company and shape its future. In large companies, you often have internal conflicts and political disputes that destroy the culture of the organisation. But in international management meetings at KSB, there is a consistent message about what we want to achieve, what we need to do and what we need to communicate to our employees. That unity from top management regarding the mission and vision of KSB has been absolutely transformative for me.
Management also consistently dedicates time to engaging with employees at all levels – from factory workers to salespeople and engineers – fostering open communication and learning from their insights. I think KSB has a really refreshing and inspiring, transformative approach. We’ll never be perfect, but we work hard to make it as perfect as possible.
Where do you see KSB North America in five years?
Despite KSB’s exceptional portfolio and unmatched global references, we have yet to fully capitalise on the Region’s potential. In several market segments, our presence and activity are limited. Therefore, our focus must be on diversifying our sales strategies and customer engagement approaches. A breakthrough happened when we shaped the group strategy called Mission TEN30. We started elaborating a detailed strategy for North America and in particular the US and setting clear targets across all markets, which we are actively pursuing.
I am confident that within five years, KSB will rank among the top three companies in every segment in which we operate, not only in sales but also in product availability, technical support and customer trust and appreciation. We aim to set a benchmark for competitors by exemplifying what a good company looks like.
KSB has set itself ambitious targets to achieve by 2030. Stefan Reutter, Head of Group Strategy, explains in an interview how the Group intends to achieve these.
