This as-told-to essay originates from an in-depth conversation with Eduardo Cosentino, the Executive Vice President of Cosentino Group. The piece has undergone careful editing to ensure clarity and conciseness while retaining the depth of his reflections.
From the earliest moments of my life, I have been immersed in the rhythm and purpose of our family business. My professional relationship with my father essentially began at birth; as a child, some of my fondest and most vivid memories involve sitting beside him in a dusty truck, traversing the quarries our family owned in the sun‑baked regions of Spain. Those car rides were more than mere excursions—they were informal lessons in entrepreneurship, geology, and the value of hard work. Later, as I grew older, my father and his brothers made the bold decision to transition our enterprise from traditional natural stone to innovative man‑made materials designed for countertops. During that pivotal transformation, I found myself not in a classroom but amid the hum of machinery and the scent of polished stone, observing and assisting wherever I could in the factories that formed the beating heart of our livelihood.
I always possessed a strong inner conviction that my destiny lay within the family business. Yet at the time, I could not have imagined the extent to which this path would shape the very fabric of my existence—determining not only my career trajectory but also the languages I would speak, the cities I would call home, and the global perspective that would ultimately define me. Cosentino’s story began humbly: my grandparents founded the company in 1945 as a small local manufacturer, driven by craftsmanship and perseverance. Three decades later, in the 1970s, my father and his three brothers inherited this modest operation, which then employed only fourteen people. Their vision, ambition, and collaborative spirit set off an extraordinary period of growth, transforming what was once a small family workshop into an international enterprise employing more than six thousand individuals across continents. This dramatic expansion is not merely part of the company’s history—it is woven into the narrative of my own life.
Roughly fifteen years ago, my father approached me with a proposition that would alter my personal and professional horizons. “Are you ready for a challenge?” he asked. At that time, Cosentino had just acquired another company in the United States, and it became evident that someone from our family needed to relocate to oversee and accelerate our growth in the North American market. As the middle child, balancing naturally between my older and younger siblings—both of whom were already engaged in the family operation—the choice fell logically upon me. I was single, leading global sales, and eager to prove myself. Thus, I accepted the challenge and prepared to move across the Atlantic.
My greatest anxiety, however, was not tied to business strategy or leadership responsibility—it stemmed from the formidable language barrier I was about to confront. My English at that point was, frankly, abysmal. I can laugh about it now, though I admit that even today, I still find areas for improvement. When I first arrived in Houston, I adopted a rigorous routine: each morning at six o’clock sharp, I met with a private tutor who drilled me in the fundamentals of grammar and pronunciation. Yet I soon discovered that linguistic fluency came less from theory and more from continuous, fearless practice. Conversing with colleagues, customers, and neighbors became my most valuable classroom. I chose not to let embarrassment hinder me; I accepted that misunderstandings would occur, and I simply kept speaking. Within a year, my persistence bore fruit—I was able to carry on full professional conversations in English, connect meaningfully with clients, and navigate the complexities of cross‑cultural communication with growing confidence.
One of the most striking observations I made upon settling into American business culture was the directness with which people approach work. In the United States, straightforwardness is not merely appreciated—it is expected. The efficiency of this pragmatic communication style appealed deeply to me. In Spain, discussions sometimes unfold more indirectly, circling around an issue before addressing it head‑on. Americans, by contrast, tend to confront problems and decisions openly and decisively, allowing them to save time—a precious resource in any enterprise. I found this approach refreshing and highly effective.
Additionally, I noticed that American professionals often possess an inherently entrepreneurial mindset. In nearly every conversation, there exists an undercurrent of ambition, an awareness of how a business can evolve, scale, and capture new opportunities. Although this mindset certainly exists in Spain, it is not quite as pervasive. At the same time, I have observed that Americans sometimes hold oversimplified perceptions of Spanish culture. They imagine Spain as a land of perpetual leisure, sun, and celebration—a place where people are endlessly relaxed and carefree. The reality, however, is strikingly different. Spaniards are incredibly dedicated and hard‑working, consistently investing long hours into their craft or profession. Yet, they also cherish family connections and time shared with loved ones, recognizing these as the cornerstones of a fulfilling life. I have come to believe that the fusion of American business pragmatism with Spanish family values creates an extraordinary equilibrium—one that fosters both professional success and personal well‑being.
Running a family business brings with it a unique perspective on time. Every decision we make must be weighed not only for its immediate profitability but also for its implications on the company’s future—ten, twenty, even fifty years down the road. Longevity and legacy are always at the forefront of our thinking. My father, now seventy‑four years old, continues to serve as the chairman of Cosentino, embodying a lifelong dedication to the enterprise he helped build. Until recently, he also held the role of CEO, a position my sister has since assumed with great capability and vision. Although my siblings and I essentially grew up within this company, our parents never allowed our familial connection to exempt us from the same rigorous expectations placed upon every other employee. We were taught that respect must be earned through merit, diligence, and contribution—not inherited through a last name.
As for my personal life, I am currently preparing to enter a new chapter—I will be marrying this fall. My fiancée, who is also Spanish, came into my life through mutual friends in Madrid, and together we have embraced the challenge of living between two continents. Our schedule reflects the dual nature of our existence: three weeks each month are spent in Miami, where Cosentino Americas is headquartered, and one week is devoted to returning to Madrid to reconnect with our roots, family, and the culture that defines us. Looking ahead, when we eventually start a family of our own, we will face the question of where to establish our permanent home base. Whether our future children choose to become the fourth generation in the family business or to pursue their own paths, one principle will guide us above all: that they find happiness and purpose in whatever they do. For me, that balance—between ambition and affection, between business success and personal fulfillment—remains the essence of what it means to be part of the Cosentino legacy.
Sourse: https://www.businessinsider.com/moving-us-from-spain-taught-me-about-work-culture-family-2025-10
