Build the deepest partnerships, expand the widest markets — A heartfelt insight from the CEO of a British company

04/14/2026

Keith Wiggins, CEO of Econic Technologies

As CEO of Econic Technologies, I describe myself as a commercial industrialist. I am driven by growth, and my role is to industrialize a brilliant technology, taking the company from its R&D origins and helping turn it into a valuable business.

I have been immensely fortunate in my career, spanning operational, exec, and Board leadership roles around the world, with the largest multinationals through to SMEs and the entrepreneurial environment of early businesses. I believe in lifelong learning, and each role taught me something different. Multinationals excel at building processes to manage diverse, complex organizations. They optimize and drive efficiency, defining what “good and well run” looks like, not necessarily the environment for innovation. Importantly, over the years, I have learned that what matters most to me is having the latitude to grow and improve businesses, not simply operating within them. I am motivated by growth and making things better. I like to get stuff done, not write reports!

Transitioning from Corporate to Entrepreneurship

Coming out of the corporate world was a pivotal point and required deep self-reflection. I realized that my career was not defined by the roles that I had, but by what I delivered in each one. That conviction pushed me towards a more entrepreneurial environment, where I could bring experience, network, and best-in-class practices into early-stage companies and help them get up and running and to grow in a practical way.

Global Perspectives on Industrial Development

My thinking has been shaped by opportunities to live and do business globally, through a period of profound changes over several decades. My world is manufacturing, where I have witnessed the decline in industrialization of the West and the ascendancy of the East. Diverse international roles gave me real insight into how different regions operate, and nowhere has that been more important than in China.

Discovering China's Transformation in Renewable Materials

My first visit to China was in 1989, when I travelled through mainland China as a student. I went back again in 2000 in a business capacity. Living in the USA at the time, I saw the profound growth in demand for low-cost goods, it seemed daily. Driven by huge consumer demand, supply chains responded, and the chemical industry started to build new plants. It gave me a front-row seat, and a bit part, to see the building of the country’s huge industrial manufacturing base.

Today, the quality, scale, speed, and efficiency of business coming from China are at another level. The country has moved from being a follower to the global leader in many sectors. I consider myself very lucky to witness the transformation, and a real highlight for me, both professionally and personally.

Over the years, I have led diverse projects and built businesses all over the world. I take the experiences gained and I apply the learning selectively and appropriately to help early-stage companies. Renewable materials and the circular economy are the next sustainable frontier (after energy), as consumer demand for good products grows across the world. I feel as if I am in the right place at the right time.

Building a Science-Led Business at Econic

At Econic, we are running a science-led business, so deep understanding and leadership in our chemistry are essential and at our heart. As we grow, engineering disciplines come in, and commercial competencies become even more important to implement and drive the business. Supporting processes and functions increase in importance, and costs tend to increase. All business is fluid, and change is probably the only real certainty. This is amplified in early-stage businesses as the organization rallies around a strategy and objectives that drive growth. It is important to see ahead and understand what is likely to come. Not everything goes as planned, and timelines are often extended, so it is a judgement call to know when the timing is right to act, when to move, push, or pull the trigger on major changes. That judgement comes with experience and is often dependent on customers. Commercial logic is intrinsic to all industrialization.

Partnership in Action: Econic and Changhua Chemical's New Plant

Leading Through Uncertainty with Judgment and Trust

The framework I come back to in decision-making is the 80/20 rule. The more senior the role, the more impactful the decisions. Coupled with complexity, it sometimes feels like you never really have enough information. I try to build on what is important and the key facts, working with great people. Layer in trusted network and expert opinion, leaving judgement and experience to get you to the right decision point. Originally trained as a scientist, earlier in my career, I was probably too analytical. I wanted the assurance of full data sets, but in early-stage business, the clock ticks fast and you must decide. If you get it wrong, you adjust and move on with your Plan B. My decision-making is much quicker now because I have become more comfortable with uncertainty.

That same realism shapes how I build trust with investors and customers. I have two rules of thumb:

1.Every day is an interview: you should approach every interaction with consistency and the highest standards.

2.No surprises: in early-stage businesses, things go wrong. The important thing is to signal risks early, communicate clearly, and show that you have thought through what Plan B looks like.

Staying Grounded Beyond Work and Leadership

Outside work, family and friends are a given priority. Personally, I need to stay active and ‘in touch’. I love most sports, and I cycle and ski whenever there is the opportunity. Sports are far more enjoyable when you are physically fit, and as you get older, you realize that ‘good health is your real wealth’. I also value the arts, music, theatre, galleries, anything that gives me perspective. My interests help me recalibrate, step away from work, and come back with more clarity and energy.

Defining the Next Generation of Leaders

For young professionals who want to become leaders, my advice is simple: look ahead and aim high. Get time with senior people, ask questions, understand their experiences, how they think, their values, drivers, and decision-making criteria. Well-founded, thoughtful questions, at the right time, will normally always be well received. Listen intently and make your own call on what you retain to help shape your career. When it comes to interviews, outside of the content of the role, I always look for three things: energy, intellect, and fit. Fit for early-stage businesses is normally about attitude, tenacity, and resilience.

Final Reflections: CEO‘s Insights

Last word, and above all, enjoy what you do and try to see opportunity in everything. Remember to celebrate the moments when things goes well, and however difficult a situation may seem, there is normally always something to learn or build from.