By Business & Finance 
Kevin Quinn is the Chief Executive Officer of CSG, a family-owned chemical solutions provider operating across Ireland and the UK, and specialising in chemical solutions within water, environment and hygiene sectors. He joined the business in 2023 and has since led a significant organisational and operational transformation to support long-term growth.
By Héloïse Chaudot
What are your main priorities and goals in your role?
My primary focus is building a business that can scale sustainably. That means strengthening leadership capability, investing in operational excellence, and ensuring the organisation has the structure, governance, and culture required to deliver sustainable growth.
We are also committed to customer outcomes – so that means guaranteed supply of product, deep application expertise, and exemplary customer service.
What are your biggest challenges as CEO?
Delivering growth and development while protecting our core business.
While growth brings opportunity, without the right foundations, it can also introduce risk. My role is to ensure we are aligned, resilient, and that we focus our efforts on what truly creates value for our stakeholders.
How do you keep your team and staff motivated?
Clear, open communication and trust are crucial to this. Our people want, and also need to understand where the business is going and how their role contributes to that journey. Keeping those lines of communication open, investing in leadership development, and creating an environment where accountability and support go hand in hand all contribute to workforce motivation and morale.
What are the challenges facing the industry going forward?
Security of supply, regulatory complexity, and cost uncertainty are major challenges in our industry. With an increasingly volatile geopolitical landscape, our customers expect us to balance flexibility with competitiveness.
What new trends are emerging in your industry?
We’re seeing greater emphasis on resilience, sustainability, and local supply chains. Technology is also playing a growing role, particularly in monitoring, logistics, and process optimisation. Customers are looking for partners, not just suppliers.
Are there any major changes you would like to see in your sector?
More collaboration across the value chain. We are particularly strong in supplying chemicals for water and wastewater treatment. I would welcome more joined-up thinking rather than siloed approaches in the delivery of sustainable solutions and services to support population growth in communities.
As an employer, are you finding any skill gaps in the market?
Leadership capability and technical expertise are always in demand. In particular, generalists who can combine operational understanding, commercial thinking, and financial acumen are hard to find. That’s why developing talent internally is such a priority for us.
How did your strategy develop in the context of the banking crisis and economic crisis?
Those periods reinforced the importance of resilience, cash discipline, and operational fundamentals. Growth must be underpinned by strong balance sheets, robust processes, and realistic assumptions.
How do you define success, and what drives you to succeed?
Success is building something that lasts – an organisation that performs well financially, develops its people, and delivers real value to customers. What drives me is seeing my colleagues grow in confidence and capability as the business progresses.
What’s the best advice you’ve been given in business?
I think it has to be that Jim Collins idea – “Get the right people on the bus and in the right seats.” Business strategy matters, of course, but without the right people, the execution will always fall short.
What advice would you give to others starting in business?
Focus on fundamentals, listen carefully to customers, and don’t underestimate the importance of culture. Be known as a person who gets things done. There are a lot of ‘experts’ who talk at length about what needs to be done, but those who are successful have a reputation for consistently delivering results.
What have been your highlights in business over the past year?
Building a strong executive team at CSG and setting a clear growth direction has been very rewarding. Launching our UK operation and the recent acquisition of Celtic Water Care Solutions are other important milestones in our journey.
What’s next for your company?
Continued investment in our core operations, further expansion in the UK, and selective acquisitions to accelerate our strategy.
Where do you want your business/brand to be this time next year?
Stronger, more scalable, and firmly positioned as a trusted partner in the water, environmental, and hygiene sectors across Ireland and the UK.
What is the best book you’ve ever read (non-business) and why?
Hannibal by Ernle Bradford. I love Roman history, and I am intrigued by their ability to remain a political and military force for 800 years. Hannibal was one of the few people during that period to rattle that dominance. From his escapades in the Iberian Peninsula as a Carthaginian general, to leading his army across the Alps during the height of winter, to applying revolutionary strategies during the battle of Cannae, he was a fascinating individual who combined a brilliant mind with purpose and vision. Yet, he was loved and revered by his people.
What is your favourite hobby and why?
Spending time outdoors. It helps clear the head and keeps things in perspective.
What is your mantra for life?
You only get to live it once. Make it count!
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