Arjun Bansal : From Timber Roots To Laminates Innovation In Every Layer
Arjun Bansal
Managing Director
One of the latest innovations in ensuring this longevity is laminates, which are durable, synthetic decorative surface materials used extensively in modern interiors, including countertops, furniture, walls, and flooring.
Revolutionizing the interior design industry with its unique laminate solutions that enhance longevity and aesthetics alike is Eurolam, the latest brand from the house of Bansal Sales Corporation Pvt Ltd (established in 1963) and the brain baby of Arjun Bansal, the Managing Director of the company.
Hailing from a family of timber merchants, Arjun transformed the family business into a futuristic international brand, writing an amazing success anecdote. Today, Eurolam is a leading manufacturer of premium -quality acrylic laminates that are light weight, waterproof, scratch-resistant, and high-gloss. Arjun, an alumnus of the Indian School of Business(ISB), joins us today for an exclusive conversation.
As an entrepreneur, what keeps you motivated on a daily basis?
I've been part of the building materials industry since 2012, right after graduating from college. Coming from a family back ground in the timber business, I’ve always been passionate about exploring innovative surface solutions for interiors. Over the years, I’ve helped evolve our companies, collaborated closely with international brands, and successfully launched a variety of new products in partnership with them.
In addition to that, I founded my own brand, Eurolam, a line dedicated to interior building materials. What truly keeps me motivated is our brand promise, to introduce some thing new
every 90 days. This constant drive to innovate, paired with the excitement and anticipation from our customers, fuels my energy and keeps me moving forward.
Our dealer network and several well-known architects now expect fresh offerings from us every quarter. Their enthusiasm reinforces our commitment and motivates us to continue doing what we do, which is both valued and appreciated.
Could you share some of the valuable lessons you have acquired from the Indian School of Business, both in and out of the classroom?
The Indian School of Business has signifi - cantly shaped how I approach business, especially through its strategic decision-making programs. One of the most valuable insights I gained was that speed and strategy coexist. In a model where we launch something new every 90 days, agility is vital, but ISB taught me to pair that speed with structured thinking. I also learned that continuous learning matters more than perfection. Excellence follows when you commit to evolving.
A particularly impactful skill I developed was data management, understanding how to interpret and leverage data for market analysis, product launches, and pricing strategy. This has driven real results in my business.
Beyond academics, ISB’s diverse peer group helped me build a strong, national network, fostering local connections across India. It also helped me strengthen my interpersonal skills, leading teams of 30–40 people and communicating across language barriers with our dealer network. These soft skills have been as essential as any technical knowledge I gained.
Could you share some details about the accessibility to faculty and the alumni network?
At ISB, the faculty are more than just teachers, they often feel like mentors or even older siblings. I still run into them at various networking events, and what truly touched me was when one of my professors recognized me after all these years and even brought up a business idea I had shared with him long ago. He remembered the details and asked if I had pursued it. That moment really stayed with me, it showed how deeply the faculty care about their students and the lasting impact they leave behind.
Our dealer network and several well-known architects now expect fresh offerings from us every quarter. Their enthusiasm reinforces our commitment and motivates us to continue doing what we do, which is both valued and appreciated.
Excellence follows when you commit to evolving
Could you share some of the valuable lessons you have acquired from the Indian School of Business, both in and out of the classroom?
The Indian School of Business has signifi - cantly shaped how I approach business, especially through its strategic decision-making programs. One of the most valuable insights I gained was that speed and strategy coexist. In a model where we launch something new every 90 days, agility is vital, but ISB taught me to pair that speed with structured thinking. I also learned that continuous learning matters more than perfection. Excellence follows when you commit to evolving.
A particularly impactful skill I developed was data management, understanding how to interpret and leverage data for market analysis, product launches, and pricing strategy. This has driven real results in my business.
Beyond academics, ISB’s diverse peer group helped me build a strong, national network, fostering local connections across India. It also helped me strengthen my interpersonal skills, leading teams of 30–40 people and communicating across language barriers with our dealer network. These soft skills have been as essential as any technical knowledge I gained.
Could you share some details about the accessibility to faculty and the alumni network?
At ISB, the faculty are more than just teachers, they often feel like mentors or even older siblings. I still run into them at various networking events, and what truly touched me was when one of my professors recognized me after all these years and even brought up a business idea I had shared with him long ago. He remembered the details and asked if I had pursued it. That moment really stayed with me, it showed how deeply the faculty care about their students and the lasting impact they leave behind.
The ISB alumni network continues to be incredibly valuable to me, even more than five years after graduation. It's very accessible, I can easily log into the portal to search alumni by industry, job role, or company, and access their contact details. Beyond that, there are numerous active WhatsApp groups focused on topics like manufacturing, retail, and artificial intelligence. For me, the alumni network functions like a resource hub. Whether I’m looking for vendor leads, partnership opportunities, or potential recruits for my company, I can always count on the network to provide useful connections and support.
How do you stay current with evolving industry trends, and where do you see your organization in the next five years?
Our industry is highly trend-driven, much like the fashion industry. The trends evolve every year or two. To stay ahead, I regularly travel to different parts of the world to attend international exhibitions focused on interior building materials. These events help me stay informed about the latest innovations. Whenever I discover a new surface material that I believe has strong potential in the Indian market, my company makes it a priority to be the first to introduce it in the country.
Currently, my brand, Eurolam and our sales operations have strong visibility in the country, especially northern India. Over the next few years, I aim to establish it as a pan-India brand. While our presence in the southern region is still limited, I’m actively building a dedicated team there to scale our reach. In the long term, I aim to expand beyond India and position Eurolam as a recognized brand across South Asia, targeting markets like Sri Lanka, Nepal, and potentially the Middle East. I envision full-scale national expansion within five years and regional presence across South Asia in ten.
Arjun Bansal, Managing Director, Bansal Sales Corporation
Hailing from a family of timber merchants and an alumnus of Boston University and the Indian School of Business, Arjun improvised the family business into an international building materials brand, Eurolam.
•Hobbies: Sports(Playing Pickle ball, Swimming, and Tennis)
•Favorite Cuisine: Asian (Japanese, Chinese, Malaysian, Indonesian)
•Favorite Book: Seven Habits of Highly Effective People.
•Favorite Travel Destination: Cruise to Antarctica
How do you stay current with evolving industry trends, and where do you see your organization in the next five years?
Our industry is highly trend-driven, much like the fashion industry. The trends evolve every year or two. To stay ahead, I regularly travel to different parts of the world to attend international exhibitions focused on interior building materials. These events help me stay informed about the latest innovations. Whenever I discover a new surface material that I believe has strong potential in the Indian market, my company makes it a priority to be the first to introduce it in the country.
Currently, my brand, Eurolam and our sales operations have strong visibility in the country, especially northern India. Over the next few years, I aim to establish it as a pan-India brand. While our presence in the southern region is still limited, I’m actively building a dedicated team there to scale our reach. In the long term, I aim to expand beyond India and position Eurolam as a recognized brand across South Asia, targeting markets like Sri Lanka, Nepal, and potentially the Middle East. I envision full-scale national expansion within five years and regional presence across South Asia in ten.
Arjun Bansal, Managing Director, Bansal Sales Corporation
Hailing from a family of timber merchants and an alumnus of Boston University and the Indian School of Business, Arjun improvised the family business into an international building materials brand, Eurolam.
•Hobbies: Sports(Playing Pickle ball, Swimming, and Tennis)
•Favorite Cuisine: Asian (Japanese, Chinese, Malaysian, Indonesian)
•Favorite Book: Seven Habits of Highly Effective People.
•Favorite Travel Destination: Cruise to Antarctica