Today, we are delighted to welcome Mr. Diego Cavalieri, Vice President at Maxepoxy, to OnestopNDT. With more than three decades of experience across industrial sales, business development, and executive leadership, Mr. Diego has built a distinguished career spanning global companies such as A.W. Chesterton, Equitec, Sponge-Jet, and BMF Capital Investments. His journey reflects a unique blend of technical expertise, commercial acumen, and a deep commitment to sustainability and knowledge-sharing. In this conversation, he shares valuable insights on leadership, innovation, and the evolving future of coatings and NDT.
Mr. Diego, welcome to OnestopNDT. It’s a pleasure to have you with us today. Could you begin by sharing your professional journey—from your early days at A.W. Chesterton and Equitec to your leadership roles at Sponge-Jet, BMF Capital Investments, and now as Vice President at Maxepoxy?
Thank you for having me. My career in industrial sales began much like many of my generation: coming out of university with a technical degree but realizing that technical sales could give me the opportunity to work across diverse industrial verticals. I wanted the challenge—and the chance to travel, expand my knowledge, and meet people in different cultures.
At Chesterton, I was part of an experimental “A-Team” group, trained to become future regional and territory managers. That exposure to distributors in different countries helped me develop both leadership and technical skills—not only on products but also on the industries we served. I worked early on with oil and gas, mining, manufacturing, marine, nuclear, and power generation, which broadened my perspective tremendously.
I later moved into managerial and supervisory roles in sales and industrial segments, and eventually joined Sponge-Jet, which was seeking global expansion. I was part of the initial team that successfully established the company worldwide, gaining first-hand knowledge of local markets, cultures, and distributor management.
A few years ago, Maxepoxy approached me with the vision of going global after building a strong base in Brazil. Since then, I’ve been leading our international growth. Today, we have exclusive distributors in over a dozen countries, and it’s been very rewarding to be back in the coatings business—where ultimately, we are not just selling products but delivering solutions.
You have had a remarkable career spanning over three decades across sales, business development, and executive leadership. Looking back, what inspired you to pursue a path in surface preparation, coatings, and industrial solutions, and how has your vision evolved over time?
My father was my biggest inspiration. He was also a salesman managing large territories, and I admired that life of travel, meeting people, and connecting across cultures. I had the chance to start early in industrial sealing and coatings, working with global companies in mining, oil and gas, energy, and marine. Over time, I developed a passion for these industries.
My vision has always been centered on two things: sharing knowledge with teams, and continuously learning from the industries we serve. By combining those, I could provide real solutions. That’s what excites me—bringing new, better technologies to the market and helping customers solve their toughest challenges.
During your long tenure at Sponge-Jet, you led international sales across multiple regions and industries. What were some of the key strategies that helped you expand into new markets and achieve consistent growth?
At a high level, industries around the world share similar needs—but the specifics of each market define your approach. Cultural, economic, and political differences shape how solutions can be implemented.
The real key is people skills: listening carefully to customers and teams, and finding honest solutions, even if they don’t come from your own product line. That builds trust. Once a customer sees you not just as a supplier but as a consultant who brings value, you have truly achieved something.
This philosophy of openness and persistence is what I always try to pass on to sales teams—because trust and consistency are the foundation for penetrating new markets.
Your leadership has often focused on turning complex challenges into opportunities. Could you share an example of a particularly difficult project or market entry where your persistence and strategy made the difference?
Challenges usually fall into categories: technical, logistical, or cultural. Technically, you’re limited by the versatility of your solutions. Logistically and culturally, however, there’s more room to create opportunity—by making implementation easier for the customer. Many competitors fail at this stage.
Persistence is the magic word in sales. Most people give up too quickly, but persistence—combined with truly taking the customer’s perspective—turns obstacles into opportunities. When you consistently help simplify complexity for the client, you differentiate yourself from the competition.
Beyond business growth, you have also driven major environmental and sustainability outcomes—such as reducing blasting waste and water consumption in industrial applications. How important has sustainability been in shaping your career and business decisions?
We all share the same planet, and stewardship is a responsibility. But my perspective on sustainability was largely shaped by heavy industry itself. Large corporations, especially in oil and gas, marine, and chemicals, are often at the forefront of developing sustainable solutions.
In my experience, industries have not only complied with regulations but have also self-regulated, investing in ways to reduce accidents, lower waste, and cut water consumption—because sustainability brings both environmental and economic benefits. I remain optimistic about the role of industry as a driver of positive change.
With experience spanning Latin America, Europe, Africa, and the Middle East, you have managed diverse teams and distributors. What leadership lessons have you learned about motivating global teams and creating high-performance cultures?
Managing global teams means balancing flexibility with structure. Every team has different personalities, but technical sales teams must be trained and structured like high-performance sports teams.
First, knowledge transfer is essential. Teams need to see that leadership cares enough to educate them—not only on products, but also on how industries work. Routine training and development broaden their horizons. Second, proven models must be repeated consistently across the organization.
Ultimately, you want each individual to feel that working with you is the best possible future for themselves and their families. When team members feel valued as consultants and solution-providers—not just sellers—they are motivated, loyal, and high-performing.
Innovation has been a recurring theme in your work, particularly in bringing new technologies into conservative industries like oil and gas. How do you see innovation influencing the future of NDT and integrity management?
I wouldn’t describe oil and gas as inherently conservative—these industries are in fact engines of innovation. What they require is careful risk management.
In recent decades, integrity management has become central, because equipment replacement and downtime are enormously costly. Innovation in NDT and integrity management extends time between failures, improves reliability, and directly impacts the bottom line. That’s why I see technology adoption in this area continuing to accelerate.
At Maxepoxy, you are now leading initiatives in advanced coatings and solutions. How do you see the company positioning itself in the global market, and what opportunities excite you most in your current role?
Maxepoxy is an exciting company with a young, specialized team. In coatings, everything begins with formulation, and unlike many competitors who reverse-engineer existing products, our lab develops unique solutions from scratch.
We actively implement new technologies—both in materials and in manufacturing processes—to provide more modern, effective solutions. Our focus in recent years has been the GCC and North Africa, where opportunities are growing quickly. With our strong distributors and product portfolio, I believe Maxepoxy will position itself among the top three brands recognized globally for advanced solutions.
You have often been invited as a keynote speaker at international conferences and trade shows. From your perspective, how important are industry events in driving collaboration, knowledge exchange, and the adoption of new technologies?
Industry events allow us to step out of our commercial roles and focus purely on solutions and technology. These frank, non-commercial exchanges are invaluable. Not only do we share our own innovations, but we also learn from peers about how they are addressing today’s challenges. That honest knowledge exchange benefits the entire industry.
As a speaker at OMCORR25, what key themes or insights do you plan to highlight, and what message do you hope the audience will take away from your session?
At OMCORR25, my primary message will be that Maxepoxy is here to stay. We are building a global team of exclusive, well-trained distributors, backed by strong technical support and high-performing products.
In terms of themes, I want to highlight how technologies—some existing, some newly developed—can be applied in innovative ways to solve today’s challenges. The focus will be on practical, solution-driven insights.
Over your career, you have balanced commercial success with technical application knowledge. How do you think professionals can strike the right balance between business leadership and technical credibility in today’s competitive environment?
I believe sales is part of daily life—every interaction, every negotiation is a form of sales. At the same time, technical knowledge is indispensable.
Professionals must understand that commercial skills and technical expertise are not separate; they must develop together. Broader technical knowledge across industries, combined with strong communication and negotiation skills, creates professionals who are both credible and effective.
Outside of your professional commitments, what activities or passions energize you? Are there hobbies or personal interests that perhaps give you a fresh perspective on leadership and problem-solving?
My professional life shaped many of my hobbies. I enjoy learning about cultures and how people live in different parts of the world. Family time is also essential—I believe balance is key.
Over the years, I’ve tried different activities—skydiving, martial arts, golf—all of which gave me focus and discipline. But what I especially value now is microlearning. With just 10–15 minutes a day, we can explore new subjects, broaden our skills, and stay engaged with the world. Microlearning makes us more knowledgeable, more adaptable, and ultimately, happier.
Finally, Mr. Diego, as an NDT Application Professional and industry leader, how do you view platforms like OnestopNDT? Do you find them valuable in fostering industry-wide collaboration, sharing knowledge, and shaping the future of NDT?
Absolutely. As I’ve emphasized throughout this interview, I am deeply committed to education and knowledge-sharing. Platforms like OnestopNDT play a vital role by amplifying voices across the industry, sharing both knowledge and opinions from seasoned professionals. Any avenue that brings knowledge to people is invaluable to the future of our industry.
Mr. Diego’s career demonstrates the power of persistence, innovation, and global collaboration in shaping industrial solutions. His passion for knowledge-sharing, sustainability, and team development continues to inspire the next generation of professionals. We thank him for sharing his journey and insights with us on OnestopNDT.
