Engineering with conviction.
A conversation with Erwin Spichtig, entrepreneur and co-owner of Sandmaster.
The entrepreneur story – an interview about engineering, conviction, and the joy of taking on challenges. Even—and especially—in difficult economic times.
Erwin Spichtig, what prompted you to join what was then Wülsag Apparatebau AG?
I had always wanted to build and run a smaller SME where I have direct scope to act. And I wanted to be a solution provider in a niche market.
After years in international corporations, it was clear to me: I do not want to be a cog in the machine—I want to create my own drive.
I was not specifically looking for blasting technology. That was a coincidence. Based on the tender issued by what was then Wülsag Apparatebau AG, I took over the company and rebranded it. That was in 2007—at a time of upheaval.
Surface technology fascinates me because it is demanding, precise, and solution-oriented. Here, it is not only the price that matters, but the quality of the solution. For me, that was the ideal foundation for building a company that thinks and acts internationally and is focused on the long term.
“I wanted to take over an SME where we can realize our technical ambitions.”
“For demanding challenges, there are usually no simple solutions. That makes me all the more proud of my long-standing employees. They embody Sandmaster’s pioneering spirit.”
Why Sandmaster—beyond business?
I wanted to create a company where personality and engineering have room.
At Sandmaster, we can realize our technical ambitions, try new things, and be bold. We are doers.
We really come alive when customers come to us with a demanding challenge that others cannot solve. That is exactly what drives us.
I often say to my employees: “What would you do if this were your company?”
Most of the time, they know better than I do how to solve a problem. And that is a good thing. I do not want to push through my own solutions—I want to find the best solution.
What sets Sandmaster apart from other providers in this industry?
Many sell machines. We sell solutions.
When someone comes to us, it is not about a product, but about a surface issue that needs to be solved. We listen, analyze, test, and develop the right process together with the customer.
Our systems are never “over- or under-engineered.” They are precisely tailored to their purpose. Our goal is always the same: a long-term partnership with our customers.
“We do not sell machines. We solve surface problems. And we ensure reliable processes.”
“We seek challenges because they help us grow.”
You positioned Sandmaster internationally. Why was that important to you?
Early on, I worked in America and Asia and learned how important engineering know-how, trust, and a network in other cultures are. My goal was for Sandmaster to succeed worldwide—with Swiss quality, but international openness.
We have customers in Asia, Europe, and America whom we have been working with for years. That long-term continuity is a compliment. It shows that we have understood what engineering is really about: relationships and trust.
What does success mean to you personally?
To me, success is when our customers say: “Now the system and the process are running the way we envision.” When the operator in production is grateful because the process runs stably.
We must not forget that we have systems that have been in operation for over 20 years and that we continue to maintain. We are still in contact with systems that are therefore 25 years old. That means they are still relevant today—and will remain so in the future.
That is real success. I believe that is also the difference: we want our customers to be successful. Then we are, too.
Thank you very much, Erwin, for this exciting behind-the-scenes insight into Sandmaster! The interview shows you as an entrepreneur with pioneering spirit, as an engineer who thinks ahead, and as an international entrepreneur. You prefer finding solutions rather than making quick deals.
That is why the readers would also be interested in the following: What would be missing if Sandmaster no longer existed one day?
In the short term, service, maintenance, and spare parts would be a problem. That would become noticeable within a few hours.
In the medium term, our customers would no longer have any way to place repeat orders or make modifications to their systems.
In the long term, two things in particular would be missing: further development and pioneering spirit. By combining robotics, process expertise, and surface technology, we secure and improve our customers’ production workflows today. Because they do not expect only quality in the moment. They expect consistency, progress, and reliability that lasts.
“We are not only expected to deliver quality in the moment, but also consistency, progress, and reliability that lasts.”
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