From the data foundation to the application of AI: At Brenntag, the world’s leading chemical distributor, digitalization is consistently measured by its operational impact – with the goal of accelerating processes, unlocking efficiency potential, and responding more quickly to market changes. CIO and Executive Committee member Markus Sontheimer explains how this transformation is being managed, where technology makes the biggest difference, and how digital initiatives can be embedded within the company on a sustainable basis.
What strategic issues is Brenntag’s top management currently focusing on? :
SONTHEIMER / At the moment, we’re primarily focusing on three areas: growth combined with building a true “sales machine,” optimizing our cross-border supply chains further, and determining how to effectively harness the potential of AI within the organization. We view AI not as an isolated technological issue, but as an integral part of our business processes and decision-making mechanisms. It is precisely in the interplay of these topics that it becomes clear how important it is to closely integrate sales, the supply chain, and technological innovation.
As a CIO, you are at the intersection of business and technology. What is particularly important in this role today? :
SONTHEIMER / It is crucial to develop a clear IT and digitalization strategy that outlines how IT should be organized within the company to deliver the “right” IT for the respective business model. For instance, this could involve supporting a cost leadership, innovation leadership or digital product provider model. Building on that, the goal is to develop an IT operating model that’s optimal for the company and to find the right balance between insourcing and outsourcing, as well as between building and buying. Another key skill is building successful, integrated teams that incorporate technological capabilities into the company’s processes and structures.
From your perspective, how can a global and decentralized company like Brenntag achieve sufficient standardization while retaining the necessary business flexibility? :
SONTHEIMER / In my view, standardization and agility are not mutually exclusive. Especially in core IT areas such as infrastructure – that is, cloud, telephony, networking, and the workplace – as well as in cybersecurity and ERP, individual countries are often too small to handle the necessary developments independently. That’s why consistent global standardization is essential here. At the same time, we create flexibility by relying more heavily on modular components and digital tools. This approach allows us to increase speed while maintaining the balance between global efficiency and local adaptability.
In which areas of Brenntag does digitalization create measurable business value, and how is this value quantified? :
SONTHEIMER / Measurable business value is created wherever digitalization directly contributes to revenue, efficiency, or manageability. A good example is our AI-based “Pricing Engine,” which enables us to price quotes – such as in response to RFPs [Requests for Proposal] – much more quickly and comprehensively. In addition, online sales through our customer sales portal clearly contribute to revenue growth. Complementing this, data analytics applications allow us to manage the business much more effectively with regard to factors such as margins and inventory.
How do you think data, automation and AI are changing the quality of management-level decisions? :
SONTHEIMER / Data, automation, and AI are taking management decisions to a new level by enabling faster, more informed and more consistent decision-making. This is particularly important for a global company like Brenntag: the more complex supply chains, price trends, and customer requirements become, the greater the need for a robust, real-time data foundation. We are increasingly becoming a true “data-driven enterprise,” which improves our response speed.
Which technological capabilities will be crucial for the competitiveness of companies like Brenntag in the coming years? :
SONTHEIMER / Above all, the ability to combine deep specialized knowledge with digital excellence will be crucial to competitiveness in the coming years. For Brenntag specifically, technological expertise, strong data proficiency and an in-depth understanding of chemistry, sourcing and the supply chain must converge. Added to this are cloud-based, scalable architectures that enable efficient management of global processes and roll out new applications more quickly. However, it is not just the technology itself that is crucial, but the ability to effectively translate it into operational workflows, customer interactions, and decision-making processes. Only then can a sustainable competitive advantage be achieved.
About Markus Sontheimer
Markus Sontheimer has been CIO and a member of the Executive Committee at Brenntag SE, the global market leader in chemical distribution, headquartered in Essen, Germany, since February 2026. After earning a degree in Industrial Engineering from Esslingen University of Applied Sciences, he held various leadership positions in the IT sector at major companies such as Deutsche Bank AG, Daimler AG, and DB Schenker AG. Prior to joining Brenntag, he served as CIO at the ISS Group, where he was responsible for the global IT and digital strategy. He also serves as honorary chairman of the University Council at Esslingen University of Applied Sciences.
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