When IMI acquired Remosa in 2012, it recognised the company's specialist expertise in FCC valve and actuator technology and its potential for future growth. More than a decade later, IMI Remosa has expanded its technology portfolio, international footprint and aftermarket capabilities while continuing to build on the engineering expertise that made it successful. Giuseppe Buscemi reflects on the journey so far.
IMI has provided the financial strength to invest in a new manufacturing facility, expand internationally and access a global network of customers, engineering expertise and sales capabilities.
How has IMI Remosa evolved since becoming part of IMI?
When IMI acquired Remosa, it was already a highly respected specialist business with deep expertise in FCC valve and actuator technology. What I have seen over the years is the evolution from a successful entrepreneurial business into a global engineering business with significantly greater scale, capabilities and ambition.
We've expanded our technology portfolio, strengthened our engineering depth, invested in a world-class manufacturing facility in Sardinia and developed a much more international outlook. Financially, the growth has been remarkable, but equally important has been the evolution of our processes, leadership capability, safety culture and customer engagement.
Today, we continue to combine the entrepreneurial spirit that made us successful with the resources, expertise and global reach of IMI. This transformation is reflected in our growth from around £28 million of revenue in 2012 to more than £100 million in 2025.
What has becoming part of IMI enabled the business to achieve?
The biggest difference has been access to capabilities and opportunities that simply would not have been possible independently.
IMI has provided the financial strength to invest in a new manufacturing facility, expand internationally and access a global network of customers, engineering expertise and sales capabilities. It has also enabled us to think beyond our traditional markets. A good example is the development of IMI VIVO for hydrogen applications. The project emerged through IMI's Growth Hub, bringing together expertise from across the business to create an entirely new avenue for growth.
Beyond investment, IMI has brought structure, best practice, strategic planning and access to talent from across IMI. In my experience, the combination of entrepreneurial speed and the resources of a global engineering company creates a very powerful platform for growth. The launch of IMI VIVO and the move to our new production facility are good examples of what has been possible as part of IMI.
How has IMI supported the growth of IMI Remosa's aftermarket business?
One of the most significant changes has been helping us shift from a project-focused business to a lifecycle-focused business.
IMI introduced new methodologies, commercial discipline, digital tools and a stronger focus on installed-base management. We've become much more proactive in identifying upgrade opportunities, service interventions and long-term customer partnerships.
The result has been a more resilient business model, with stronger recurring revenues and deeper customer relationships. Today, our aftermarket business is viewed as a strategic growth engine rather than simply a support function, improving both customer satisfaction and long-term profitability.
What opportunities has being part of IMI created for you and your colleagues?
For our colleagues, the biggest opportunity has been exposure. People who previously worked mainly within one business are now collaborating every day with colleagues, customers and experts from around the world. They have access to broader career opportunities, international projects, leadership development and technical communities that simply didn't exist before.
For me personally, IMI has provided the opportunity to operate on a much larger international stage, leading strategic growth initiatives, participating in M&A activities and collaborating with teams across multiple geographies and industries. It has given me the opportunity to contribute not only to the growth of IMI Remosa, but also to the wider development of the Process Automation sector across IMI. Having joined as Managing Director of Remosa, I’m now the President of Gas & Petrochemical globally within IMI’s Process Automation sector.
What I value most is the combination of entrepreneurial freedom and global scale. We've been encouraged to think bigger, invest in new technologies such as hydrogen, expand our aftermarket capabilities and pursue opportunities that were previously out of reach.
What would you say to another management team considering becoming part of IMI?
I would say that the success of any acquisition depends on both sides, but our experience with IMI has been very positive.
IMI doesn't acquire businesses to fundamentally change who they are. Instead, it invests in their strengths and helps them reach their full potential. Entrepreneurial thinking is encouraged, and there is genuine respect for the knowledge and culture that made the business successful in the first place.
At the same time, you gain access to resources, expertise, customers and growth opportunities that would be very difficult to build independently.
Looking back, becoming part of IMI has not changed what made us successful - it has amplified it. We've remained true to our engineering strengths while gaining the scale, capabilities and confidence to pursue opportunities that would have been difficult to achieve alone. For me, that is the real value of being part of IMI.
