Yuri Semenchuk Technical Director, Asiacolor
Our journey in the powder coatings industry began in 2003 — at a time when Kazakhstan hadn’t yet developed a fully formed industry. There were isolated workshops, early experiments, many questions, and an almost complete lack of ready-made answers. We learned alongside the market, often ahead of it, sometimes making mistakes, going back and starting over. Back then, we weren’t charting career paths — we were laying the foundations of a profession. Over the years, my journey has evolved from a technologist immersed in the application and behavior of materials to a role where responsibility extends beyond a single section to the entire production and quality system. And the higher the level of decision-making, the clearer one simple truth becomes: a coating cannot be considered in isolation from the product and the environment in which it will operate. It is always part of a complex system where metal, geometry, application modes, climate, and human factors are interconnected. Ignoring even one element renders even the most ideal laboratory parameters meaningless. Working in Kazakhstan became a key engineering school for me. Our climate leaves no room for complacency. Here, it quickly becomes apparent where decisions were superficial and where they were truly thoughtful and sustainable. This experience shaped my approach to management: stability is not a fluke, but the result of discipline, consistency, and accountability for the process. Today, I understand that long-term success is determined not by individual technological breakthroughs, but by the ability to structure processes so that they operate with equal reliability one year, five years, and ten years from now. This is precisely what I see as the essence of mature production — and the benchmark toward which we consistently lead the entire group.
Perihan Karaalioglu Head of R&D, Qemtex
Innovation in the powder coatings industry today requires more than just technical expertise — it requires vision, speed, and the ability to translate science into sustainable, long-term value. Over fourteen years of working in a highly competitive industrial environment, including Turkey, I have learned that sustainable innovation is built on discipline, adaptability, and a deep understanding of real-world applications. These principles guide our work in the UAE today. At Qemtex, this approach is at the core of our R&D management. Working in a rapidly changing market only confirms a simple truth: there are no universal or set solutions. Products must be developed taking into account harsh climate conditions, new applications, and increasingly complex customer expectations. Therefore, R&D becomes the core of strategic decisions, not the final stage of the process. The laboratory must function as an open and dynamic system where science, field data, and professional judgment converge. True innovation is born when developments are initially aligned with production capabilities and long-term operational requirements, rather than being limited to short-term specifications. As head of R&D, my focus is on building teams and systems that think one step ahead of the market. We innovate not for the sake of novelty, but to create reliable and scalable solutions that earn trust over time. At this level, powder coatings development goes beyond chemistry — it becomes responsible for the progress and future of the human-made environment. Looking ahead, Qemtex’s future lies in shaping the next generation of powder coatings, where intelligent design, technology leadership, and strong teams set new benchmarks for efficiency, reliability, and innovation in global markets.
Alexander Selyutsky Head of Production, Asiacolor
I started in production as a line operator. I worked with my hands, witnessing every operation, every error, every failure. This experience cannot be replaced by any management course. When you’ve been on the line yourself, you perceive decisions differently. You understand where a process truly works and where it’s held together by the efforts of specific individuals. This is precisely what helps me today build production so that it’s sustainable, not heroic. I’m convinced that good production is where problems are immediately apparent, not in reports a month later. And the sooner you spot them, the more confident the entire team will be.
Askar Jumabaev Head of Business Development, 1Thirty Holding
It’s been over a year since I joined our team, and it’s been perhaps the most in-tense and productive period of my professional career. We maintain a high level of dynamism at the company, which I would call a “rhythm of conscious speed.” This isn’t just a desire to do everything quickly, but an ability to make informed decisions in the shortest possible time. Every step we take is preceded by in-depth analysis, allowing us to maintain a leading pace without sacrificing quality or precision. Today, our ambitions extend beyond local markets. The system we successfully implemented first in Kazakhstan and then in the UAE has proven its effectiveness and is ready for global scaling. It is founded on three key pillars: responsibility, flexibility, and long-term sustainability. We have created a universal mechanism that seamlessly integrates into various business cultures while maintaining its inherent logic and reliability. The modern business world dictates new rules: today, it’s not the largest and most unwieldy corporations that succeed, but the boldest, most systematic, and most adaptive. Our ability to quickly transform challenges into opportunities is what sets us apart from our competitors. We’re not afraid of complexity because we believe in the power of a systems approach that transforms the chaos of the global marketplace into a clear roadmap for development. At the same time, we understand that people are behind any system. For us, human capital is our highest value and our most important asset. We don’t just hire employees; we bring together talented individuals, creating an environment where everyone’s potential is unlocked through ambitious challenges. Investing in the professional growth and well-being of our team is the most reliable investment in our shared future. I look forward with great interest, determination, and inspiration. I’m confident that our ability to combine prudence with decisiveness will help us not just integrate into the global marketplace, but become a force that shapes it.
Hend Sayed Head of Production, Qemtex
While working as a production manager at Qemtex, I came to the conclusion that equipment standardization is only the basis for efficiency, while human capital always remains the key factor for success. In the UAE, I work with a multinational team and focus on harmonizing processes to integrate diverse approaches and perspectives into a unified production rhythm. By implementing clear role standards and increasing accountability, we’ve improved operational efficiency and ensured sustainable growth. I believe that operational excellence is built on a precise rhythm: when it’s disrupted, problems become apparent immediately; when it’s synchronized, high performance is achieved. This approach allowed Qemtex to scale up production quickly while maintaining safety, efficiency, and quality.
Varun Ambre Head of Quality Control Department, Qemtex
I’ve always believed that quality control isn’t the final stage, but the core of an organization. It’s where raw material quality, manufacturing precision, R&D innovation, and customer expectations come together. Quality can’t be “added” at the end of a process — it must be built and developed from the very beginning. A strong quality system discreetly prevents problems, while a weak one often reveals its shortcomings only when the cost of correction becomes too high. In the Quality Control Department, our vision is to make quality a company-wide philosophy, transforming control into confidence. Every test, every parameter, and every standard are part of a larger goal: trust in what we deliver. My role goes beyond meeting requirements. It’s about creating an environment where excellence becomes a natural state, where quality is born from teamwork, transparency, and consistency. True organizational maturity lies in the ability to grow without compromising standards. This is the essence of our QC vision and the foundation of our success.
Yulia Utenova Head of Sales, Asiacolor
I’ve been in sales for over seventeen years, and almost my entire professional life has been spent in the coatings industry. I remember the days when we’d start a conversation by explaining what powder coatings were. Today, the conversations are completely different — about systems, service life, standards, and risks. Sales in our industry are always about trust. Clients rarely make decisions right away. They observe, compare, come back, and test things out. And if you let them down once, you might not get a second chance. I love seeing clients grow. I love seeing small companies become serious players and start asking more complex questions. It’s moments like these that make you realize you’re not just selling a product — you’re participating in the development of a market. And that’s perhaps the most valuable part of my job.
