David Sevillano: "Perfumery does not need to diversify, it needs to specialize"

In an ecosystem and also in a sector where mergers and acquisitions seem to be on the rise, CPL Aromas remains firm as a 100% independent and family-owned house. What is the real competitive advantage of this model when it comes to earning the trust of global brands?It is true: there are fewer and fewer 100% independent and family-owned companies, especially of our size. This, by itself, already differentiates us and clearly positions us as "the alternative" within our clients' core lists, providing diversity of approach compared to more homogeneous groups.But beyond differentiation, the true competitive advantage lies in the ability to think and act long-term. As a family business, we can decisively commit to projects, technologies, or strategic relationships without being conditioned by short-term results. If we believe in a direction, we sustain it over time.Furthermore, in markets like Spain, where many of our clients are also family businesses, there is a natural affinity in the way we work: we share values such as closeness, flexibility, and a vision of continuity. This translates into stronger relationships and a higher level of trust. CPL Aromas is the largest independent fragrance house in the world dedicated exclusively to this sector. Looking at the horizon of the next 5 or 10 years, is the company's goal to maintain this specialized niche positioning or do they aspire to diversify their business portfolio by entering adjacent sectors such as food flavors, as many of their competitors have done?Our positioning is very clear: we will continue to be a house 100% dedicated to fragrances.In a context where many competitors have chosen to diversify into other categories, we firmly believe in the value of specialization. Our ambition is not to cover more, but to do better what we know how to do.This approach allows us to concentrate all our resources—creative, technological, and human—on the development of fragrances, deepening innovation, consumer knowledge, and technical excellence. In fact, entering categories such as food flavors is not part of our current strategic plan, nor was it considered a priority option.In the future, therefore, our strategy involves strengthening our leadership as experts in perfumery, offering a level of specialization and service that is difficult to replicate in more diversified models. Managing 22 global locations implies serving consumers with completely different and even opposing cultural identities. How do you manage to balance the consistency of your international value proposition with the hyper-localization demanded by the fragrance market?CPL Aromas has an unconventional, but very effective organizational model. We do not operate with a single "headquarters," but through a network of divisions that cover the world in a coordinated manner and on equal terms.Each division has all the necessary services locally to develop projects from start to finish —from marketing to perfumery—, which ensures real proximity to the market and a deep understanding of the local consumer.At the same time, this structure is supported by global collaboration. When a client needs to develop a proposal in another market, we work transversally with the corresponding division, providing specific knowledge and ensuring consistency in execution.This model allows us to combine the best of both worlds:a highly localized execution with an integrated global capability, key in a sector as conditioned by cultural nuances as perfumery. The success of a B2B provider depends on its alignment with its clients' marketing and development departments. How has the co-creation process with brands changed? Do clients arrive today with a closed brief or do they expect CPL Aromas to act proactively by proposing next year's successful concepts?The co-creation process has evolved significantly in recent years, and today it is much more collaborative and dynamic.Although the degree of definition of the briefings can vary depending on the category —fine perfumery is not the same as home care—, in general we are seeing a model in which briefings are increasingly built together.At CPL Aromas, we adopt a very proactive role, especially from marketing, providing trend analysis, consumer insights, and concept proposals that help our clients define their launches. This contribution integrates with their own market and brand knowledge, leading to richer briefings oriented towards real opportunities.In this sense, we speak of an authentic co-creation circle, where information flows in both directions. When we see that our contribution directly influences the construction of the briefing, it not only generates great satisfaction but also reinforces our position as a strategic partner and not simply as a supplier. Neuroscience has consolidated itself as the new territory to explore in cosmetics. Through your Aromawellness range, how are you translating the consumer's demand for emotional well-being into tangible and monetizable solutions for mass-market and premium brands?Undoubtedly, emotional well-being has become one of the great growth territories in perfumery and cosmetics. At CPL Aromas, we are addressing it very specifically through our AromaWellness platform, which goes far beyond a trend or a simple claim.What we do is transform that consumer demand into tangible and actionable proposals for our clients, always relying on a key element: scientific evidence. Our AromaWellness fragrances are designed with proven benefits—such as relaxation, happiness, positivity, or alertness—and we can provide data that supports these effects at the fragrance level.This allows brands to build much more solid and differential narratives, both in the premium and mass-market segments, where it is increasingly important to justify the added value of the product. We are not just talking about "smelling good," but about feeling better, and that opens up a completely new conversation with the consumer.Furthermore, we are working on how to make these solutions truly monetizable. For example, we adapt technologies to different levels of development: from immediate solutions with already proven benefits, to more advanced developments that allow introducing new benefits in the future. This gives brands a lot of flexibility to innovate without compromising time or costs.Recently, we launched Vitality, a new proposal within AromaWellness focused on boosting energy and mood, which directly responds to this need for active and functional well-being. And the most important thing is that this is not an endpoint: we have new launches planned in the short term, which will continue to expand the platform towards new emotions and consumer needs.In short, our ambition is clear: to convert emotion into a tangible, measurable, and commercial value, helping brands differentiate themselves in an increasingly saturated and wellness-oriented market. Digitalization and the use of predictive tools are transforming the way a supplier interacts with brands. What objectives have you set for the integration of artificial intelligence into your creation and supply processes, and how does this technological objective coexist with your commitment to maintaining the human and artisanal factor that characterizes you?The integration of artificial intelligence is, for us, a natural evolution within a broader innovation strategy. Our goal is not to replace the creative process, but rather to enhance it and make it more agile, more precise, and more relevant for our clients.We are incorporating digital tools and predictive capabilities to improve different aspects of the creation cycle: from trend analysis to identifying opportunities or optimizing proposals. This allows us to better anticipate market needs and offer solutions more aligned with what brands and consumers are truly looking for.However, there is something that is absolutely fundamental for us: creativity remains profoundly human.The perfumer, their intuition, their sensitivity, and their ability to translate an emotion into a fragrance remain the heart of everything we do.In fact, our model is based precisely on this combination: On the one hand, we use technology to inform, inspire, and accelerate On the other, we maintain the human factor as the central axis of creation and customer relationshipsThis balance is part of our DNA as an independent house. We also see it reflected in our global approach to creation, where marketing, perfumers, and technical teams work very closely, integrating insights and creativity throughout the entire process.Ultimately, artificial intelligence does not replace creativity, but amplifies it.And we believe that this balance between technology and artisanal savoir-faire is precisely what allows us to offer differential value in a market undergoing a complete transformation. The gourmand category is experiencing incredible maturation. We have moved from extreme sweetness to complex compositions that include notes of tea, jasmine lactones, dried fruits, and even salty or vegetal nuances. What is behind this sophistication of the consumer's olfactory palate?Today, consumers are much more exposed to complex culinary ingredients, techniques, and narratives, which naturally raises their level of demand on the olfactory plane.This sophistication also coexists with the democratization of gastronomic culture: from haute cuisine to viral and accessible recipes on platforms like TikTok, where the aspirational and the everyday mix and amplify the interest in discovering, experimenting, and reinterpreting flavors. In parallel, something similar happens in perfumery: overexposure to launches, trends, and content, such as fragrance layering or the concept of smellmaxxing, has accelerated olfactory education and consumer curiosity.In the context of constant stimuli and continuous sensory exploration, a greater search for contrast and surprise emerges. The predictable is rejected, and a certain exhaustion appears in the face of the linear and intensely sweet sweetness that has dominated the gourmand territory for years. Today, consumers have high expectations and not only want to recognize a smell but interpret it and be surprised by it.Interest shifts towards compositions with greater balance, depth, and contrast. This approach connects directly with the evolution of contemporary gastronomy, where monotony is broken, and more sophisticated experiences are built.Furthermore, thanks to the rise of niche perfumery, the role of social media, and the power of storytelling, consumers have learned to recognize notes, accords, and ingredients. This has allowed the clear transition from the immediate gratification gourmand, focused on the sweet and comforting, to a more conceptual, experiential, and sensorially intriguing neo-gourmand. The neo-gourmand is closely linked to gastronomic culture, and what for one country is a 'comfort' aroma, for another can be strange. With CPL Aromas present in 22 locations, how do you manage this map of the olfactory palate? Are you detecting drastic differences between what the Asian market demands (perhaps notes of tea, rice, or sesame) versus the West (which leans more towards pistachio, cereals, or toasted accords)?Managing the map of the olfactory palate involves deeply listening to local culture without losing sight of global trends. In an international network like CPL Aromas, the work is based on a constant balance between regional insights and a globalized creative vision.Although macro-trends impact globally, they are interpreted differently in each market. In this context, we detect clear differences: in Asian markets, for example, there is a greater affinity for a subtle aesthetic, linked to watery or traditional ingredients such as tea, rice, or sesame, which evoke comfort, cultural identity, and heritage.In Japan, especially, delicate and natural formulations, deeply rooted in local aesthetics, predominate. In China, on the other hand, we are seeing strong growth in interest in premium and niche fragrances, with consumers increasingly open to exploring sophisticated olfactory signatures. South Korea stands out for its dynamism and its role as a trend driver, promoting innovative proposals and more experimental concepts.In the West, meanwhile, more indulgent profiles predominate, such as nuts, toasted accords, cereals, or creamy notes like pistachio. This is a search for sensory pleasure more linked to nostalgia and the evocation of moments associated with gastronomic enjoyment, as well as personal memories and experiences.Some examples illustrate these differences well: in Asia, brands like Dear Botanicals (black sesame soap) and The Scent Library (red bean bun candle) integrate local ingredients and narratives very directly. In the West, collaborations such as Glossier's banana pudding balm with Magnolia Bakery, or proposals like Jo Malone's raspberry ice cream-inspired edition, stand out.However, the interesting thing is that these borders are blurring. Gastronomic globalization has generated greater curiosity and openness: the Western consumer is increasingly interested in accords such as matcha or umami, while in Asia there is growing interest in creamier or pastry-inspired gourmands.In line with this evolution, at CPL Aromas we have developed projects such as Désire Nomade, which proposes a journey through different neo-gourmand olfactory landscapes, exploring five regions based on locally sourced ingredients that define their cultural and culinary identity. This approach allows us to reinterpret the richness and complexity of global traditions from the perspective of contemporary perfumery. The project was presented at Barcelona Perfumery Day, within Barcelona Olfaction Week, as a way of translating these cultural codes into olfactory language.In this sense, what is a comfort scent for one market can be exotic or even unexpected for another. At CPL Aromas, we manage this olfactory map through our local divisions and co-creation with perfumers, adapting the storytelling and collaborations to ensure authenticity and cultural relevance, and thus emotionally connect with consumers in each market. For decades, the traditional gourmand has been the safe and commercial bet for mass-market brands. The neo-gourmand, with its notes of popcorn, sea salt, or exotic nuts, flirts heavily with the niche sector. As creative partners seeking reliability for their clients, how do you convince commercial brands that taking a risk with a salty or botanical gourmand is a successful investment and not a danger on the shelf?In the current context of constant stimuli and sensory exploration, consumers are increasingly looking for contrast and new experiences. There is a greater interest in more sophisticated, complex, and unexpected proposals.Furthermore, especially among younger generations like Gen Z or Gen Alpha, the concept of a fragrance wardrobe is very present. Consumers are no longer loyal to a single fragrance but enjoy building a collection that they adapt to different moments, moods, or contexts.This, once again, is constantly shared on social media and opens the door to more daring proposals, as they do not have to function as a "unique perfume," but rather as part of a more diverse, flexible use adapted to daily life.In this way, taking risks ceases to be a risk factor to become a strategic opportunity. From this perspective, neo-gourmand positions itself as a clear path to differentiation in a highly saturated market.Creatively, the approach is based on a balance between familiarity and innovation: we start from references known to the consumer and take them to more unexpected territories. Thus, it is possible to introduce notes such as salty, marine accords or vegetal nuances without losing comfort, within a recognizable structure.Furthermore, these proposals are supported by data and trends. The rise of experiential gastronomy, the interest in flavors like umami, or the growing popularity of ingredients like pistachio or sesame in food indicate that consumers are already prepared to encounter these codes in the world of perfumery.Another key factor is the construction of the concept. When a fragrance is built around a clear narrative, linked to consumption moments, memories, or culinary references, it becomes easier to understand and desire. In this context, a salty or botanical gourmand ceases to be perceived as risky to become a sophisticated and contemporary proposal.In short, it is about transforming the perception of risk into added value: offering distinctive proposals that not only stand out on the shelf but also contribute to building brand identity and generating long-term loyalty.Furthermore, these proposals are supported by data and trends. The rise of experiential gastronomy, the interest in flavors like umami, or the growing popularity of ingredients like pistachio or sesame in food indicate that consumers are already prepared to encounter these codes in the world of perfumery.Another key factor is the construction of the concept. When a fragrance is built around a clear narrative, linked to consumption moments, memories, or culinary references, it becomes easier to understand and desire. In this context, a salty or botanical gourmand ceases to be perceived as risky to become a sophisticated and contemporary proposal.Ultimately, it's about transforming risk perception into added value: offering distinctive proposals that not only stand out on the shelf, but also contribute to building brand identity and generating long-term loyalty.