How an advanced materials player successfully enters new markets

Much of the group’s early success was founded on the production of metallic compounds called getters. Getters were used to improve the cathode-ray tubes (vacuum systems) in analog television sets. Later, SAES began manufacturing backlighting devices for flat screens. The group now has a broad product portfolio, spanning four main divisions: chemicals, high vacuum technology supporting scientific research, industrial materials, and packaging. SAES has also begun to innovate heavily in beauty and personal care by introducing new advanced materials (called engineered zeolites) characterized by high purity, classified as non-nanomaterials*, and developed through a solvent-free production process. The common theme in the group’s portfolio is a focus on bringing valuable, state-of-the-art technology to the market and creating new demand by developing advanced technologies where little to no competition exists. SAES wants to own the intellectual property and supply chain for its technologies. If this is no longer possible, if its technologies become obsolete, or if competition intensifies, the company exits those businesses. Notably, the group plans 10 years ahead to estimate when its existing technologies are likely to become obsolete.

“The capacity to innovate is about more than just R&D,” says Massimo della Porta, Paolo’s son and the group’s chief executive officer. “It is about a company’s ability to transform a product and enter new markets.”

A good example of innovation at SAES is the recent transformation of its high vacuum division. The group wanted to completely rethink how the division operated so that it could seize new opportunities and generate higher profits. To achieve this objective, the company turned to EY professionals for strategic advice. EY S.p.A.’s Maria Giuseppina Civardi and Diego Medicina, who have a longstanding relationship with Massimo, have supported the transformation of the high vacuum division and other strategic transformation initiatives since 2017.

The transformation of SAES’ high vacuum division represents a milestone in the company’s journey of innovation and growth. By providing cutting-edge solutions for clean vacuum environments, the division is now contributing to a variety of applications, from electron microscopy and particle accelerators to nuclear fusion research — a cleaner, safer energy source.

This transformation began in 2010, as SAES leadership set out to expand the division’s offerings beyond non-evaporable getter pumps. The vision was to develop comprehensive, end-to-end vacuum solutions, including advanced chambers and turnkey systems. “Our success lies in the synergy between technical innovation and strategic execution,” says Massimo della Porta, CEO of SAES.

To support this ambitious vision, EY professionals validated the business plan and provided strategic insights from 2017 to 2020. "Our role was to bring an external perspective and reinforce the strong foundation already in place within SAES,” explains Maria Giuseppina Civardi, Senior Manager with EY-Parthenon. While EY offered valuable input, the execution and direction were driven by SAES’ internal management and expertise.

Key to the transformation was the integration of three strategic acquisitions in Italy and Germany, which enhanced SAES’ technological portfolio and enabled closer collaboration with clients. By rethinking its pricing strategy and fostering co-creation with customers, SAES developed bespoke solutions tailored to the needs of leading research institutes.

The results are clear: pumps revenues have grown from US$5 million to US$20 million with more than $20 million additional sales for vacuum systems and beam instrumentations solutions, solidifying SAES high vacuum’s position as a leader in its field. This transformation underscores the division’s ability to merge technical excellence with a customer-focused approach, paving the way for sustainable innovation and continued success.

The transformation of their high vacuum business enabled SAES to enter a new market and grow its customer base. Before 2017, the division had focused on selling non-evaporable getter pumps. Following its transformation, the division now offers a range of products and solutions including advanced vacuum chambers and turn-key systems. 

“SAES is a great example of a family business that has consistently transformed itself over time,” says Diego Medicina, EY Parthenon Strategy and Transactions Leader for Advanced Manufacturing and Mobility. “It became a market leader in the production of getters for cathode-ray tubes, but when that market disappeared, it entered the markets for other electronics and materials. And throughout its journey, it has preserved its culture of innovation.” 

Following the transformation of the high vacuum division, SAES plans to keep reinventing itself. Further reinvention is being driven by the next generation of family members, who are already actively engaged with the business and bringing fresh insights into potential areas of growth. Della Porta’s daughter, Ginevra, is SAES’ Chief Innovation Officer and spearheading the move into the clean cosmetics industry. His son, Lorenzo, manages the packaging division while his niece and nephew, Livia and Giulio, also work for the company in finance and M&A roles. “The benefit of engaging the new generation with the business is very simple,” says della Porta. “They bring a new philosophy and a new mentality. They bring innovation.”

Certainly, the group’s intrapreneurial culture has underpinned its success to date. "It's not easy to transform a company from being a purely metallurgical company dealing with vacuums to a chemical company developing innovative ingredients for the cosmetics and personal care market," della Porta says. “But it’s made possible because of the people around me. I foster a culture of intrapreneurship within the group.” 

His advice to other family businesses is that you should think big and keep finding ways to grow, scale and develop valuable intellectual property through innovation. You should also trust in the next generation “because they are the future of your company.”