Workplace360 Issue 24. December 2025

business supplies and beyond

business supplies and beyond

THANK YOU...

First and foremost, huge congratulations to everyone who took home a 2025 BOSS Award – thoroughly well deserved (the full list of winners is on page 48). And while we’re on the subject of celebrating excellence, a heartfelt thank you to all of you who took the time to respond to the Workplace360 2025 Reader Survey – your input is genuinely valued and continues to shape how the magazine evolves.

On that note, I’m delighted to share a few highlights. The standout stat is that 100% of respondents consider Workplace360 a trusted source of industry news and

Workplace360 CEO Steve Hilleard (left) with Durable Head of Marketing Sam Rylands (right) having fun during the photoshoot for this issue’s In conversation with... Durable Managing Director James Day (background)

EDITORIAL

Workplace360 Editor

Michelle Sturman 020 7841 2950

News Editor

Andy Braithwaite +33 4 32 62 71 07

Assistant Editor

Kate Davies

OPI Editor

Heike Dieckmann

EVENTS

Events Manager

Lisa Haywood

It’s always encouraging to speak to leaders who see opportunity where others see decline

intelligence. We have worked incredibly hard to earn that trust, so to say we’re ecstatic is an understatement. We were equally thrilled to learn that 82% of readers name us as their preferred industry publication and an impressive 95% believe we cover the topics that matter. We certainly try –and your feedback helps steer our direction.

Of course, none of this would be possible without our contributors, who so generously share their insight to help push the sector forward. And I’d be remiss not to thank our advertisers, whose support keeps the magazine running and enables us to continue delivering the coverage you rely on.

Speaking of what’s possible, it’s always encouraging to speak to leaders who see opportunity where others see decline. One such voice is Matthew Phauré, CEO of OO Group and this issue’s Dealer Spotlight (page 10).

That sense of possibility runs through much of this issue. As we were preparing to go to press, COP30 was unfolding in Belém, Brazil. Despite the predictable roadblocks from petrostates, there were glimmers of progress – and for anyone feeling the weight of eco-anxiety, OneGreenThing may offer the perfect antidote. You can read more on this starting on page 36.

Finally, I’d like to wish everyone a very happy holiday. I’m already excited to see what 2026 brings. And to get you into the festive spirit, don’t miss Carl Verlander’s story of Mother Christmas on page 52.

Michelle Sturman, Editor

SALES & MARKETING

Head of Media Sales

Chris Turness 07872 684746

Chief Commercial Officer Jade Wilson 07369 232590

Digital Marketing Manager

Aurora Enghis

PRODUCTION & FINANCE

Head of Creative

Joel Mitchell

Finance & Operations

Kelly Hilleard

DECEMBER 2025

OO Group’s journey shows how graft, discipline and genuine service can build a modern, multi-brand dealer

In his follow-up, Ross Jones delves deeper into the cleaning and catering categories and how dealers can sharpen their edge

24 Talking point

A Google misfire is pushing ‘Paperstone’ searches to ‘Pepperstone’ – and the dealer is feeling the effects 26 Event review

Inside the OPI European Forum – two days of insight on AI, collaboration and the future of work 30 Thought leadership

Marcus Eden-Ellis explains the art and engineering of winning bids

How Lyreco UK & Ireland and OneGreenThing are turning eco-anxiety into practical action

46 Heart of the industry

Climb of Life hikers braved Storm Claudia, while Clive Myrie captivated guests at the Society of Old Friends Autumn Dinner

48 Heart of the industry

All the winners from this year’s BOSS Awards

50 Heart of the industry LOTF 2025 served up sharp insights on leadership and future-ready thinking

54 Exposed!

Harry Taylor, Townley Office Supplies

Carl Verlander of Dynamic Office Solutions shares how supporting Mother Christmas brings joy to families and unites his team

West McDonald launches the first article in a series exploring how AI is reshaping the workplace supplies industry and helping dealers work smarter

Warehousing growth opportunities for dealers –from automation to everyday essentials How hybrid working, security and AI are reshaping the print and imaging sector

Exertis sale closes

DCC has confirmed the closing of the sale of its Exertis UK & Ireland unit to private equity firm Aurelius. The transaction was announced in July as DCC continues its strategic initiatives to focus on the energy sector.

Aurelius – a former owner of Office Depot Europe – is paying around £100 million for Exertis. The distributor, which generates approximately £2 billion in annual revenue, includes business products wholesaling division Exertis Supplies. In a stock market announcement, DCC confirmed the sale had been finalised following the receipt of the customary regulatory approvals.

Aurelius has also agreed to acquire Cromwell, the MRO reseller owned by US distribution giant Grainger. Grainger acquired Leicester-based Cromwell in 2015 but has struggled to make the business profitable.

The decision to sell Cromwell follows Grainger’s September announcement to close its Zoro UK online business. Financial terms of the transaction – expected to close in the coming months – were not disclosed. It will be interesting to see whether Aurelius has identified any potential synergies between Exertis Supplies and Cromwell.

Banner recognised by HP

Reseller Banner UK has been given Amplify Impact 5-Star Partner status by HP Inc for the fourth consecutive year. This is the highest level of sustainability and social responsibility attainable within the programme.

To earn this status, partners must go beyond the basic requirements by completing extensive training on sustainability, implementing climate action and human rights initiatives and demonstrating a commitment to digital equity.

“We’re proud to be awarded for our ongoing commitment to sustainability,” the evo subsidiary stated. “This accreditation reflects our expertise in employee training and innovative, sustainable workplace solutions that help our customers achieve their environmental goals.”

Leadership change at Nemo Office Club

Tim Beaumont (left), Managing Director of UK dealer group Nemo Office Club, is to retire at the end of the year. Beaumont, who joined the group as Commercial Director in 2011 and became Managing Director the following year, will be succeeded by current General Manager Graeme Hargreaves on 1 January 2026. The transition has been planned for more than a year to ensure continuity in leadership.

During his 14 years at the helm, Beaumont oversaw a period of growth and modernisation while maintaining Nemo Office Club’s cooperative structure. Among his key achievements was the 2019 acquisition of fellow dealer group Office Club, which expanded Nemo’s membership base and diversified its mix of commercial, retail and online dealers.

Reflecting on the merger, Beaumont said: “Dealer groups are all about collaboration and strength in numbers.

When I reviewed what Office Club offered and the profile of its members, it felt like a natural fit. The merger broadened our mix of dealers – an important advantage as the market demands new ideas and diversification.”

The integration coincided with the onset of the pandemic, a period Beaumont described as both challenging and rewarding. Under his leadership, Nemo Office Club unified its purchasing and marketing capabilities and continued to support dealers through rapid market change. His efforts were recognised at the 2024 BOSS Awards, where he received the Business Leader of the Year accolade.

Chairman Michael Morgan said Beaumont had “helped transform Nemo Office Club into one of the industry’s most innovative dealer groups”, adding: “On behalf of all our members, we wish Tim every happiness in his retirement.”

Beaumont leaves the business in what he called “a strong position”, citing the multiple nominations at this year’s BOSS Awards as evidence of its ongoing momentum. He plans to spend more time on the golf course and contributing to his church community.

Environmental recognition for Paperstone

Paperstone has earned Gold status from social sustainability programme Weaver, which helps businesses measure and improve their environmental and social impact across areas such as carbon footprint, waste management, single-use packaging, sustainable products and community responsibility.

Paperstone achieved the Gold rating across all categories of the programme and said the recognition reflects the work it has been doing behind the scenes over the past two years. Steps it has taken include implmenting an internal ‘reduce, reuse and recycle’ programme, promoting sustainable products on its website and supporting local businesses and charities.

According to its website, the Tunbridge Wells-based dealer is aiming to reduce its carbon footprint by 5% every year, plant 5,000 trees annually and become net zero by the end of 2050.

Slingsby set to delist

MRO and business equipment reseller Slingsby will likely leave the FTSE AIM index before the end of the year. The company’s board has proposed the cancellation of its ordinary shares trading on AIM and the adoption of new articles of association.

A shareholder vote on the proposals will take place on 15 December. The resolutions require approval from 75% of the voting rights and Slingsby said it had already received irrevocable undertakings from shareholders – including the directors – representing just over 73%.

Assuming the cancellation is approved, it is anticipated the last day of dealings in the ordinary shares on AIM will be 22 December.

Dams buys Morgan assets

Workplace furniture manufacturer and supplier Dams has acquired assets of Morgan Furniture. Hampshire-based Morgan – which had annual sales of around £3.5 million –went into liquidation in September after more than 30 years in business, citing “global and financial issues” for what became an “inevitable decision”.

Under the terms of the deal, Dams has acquired all intellectual property, branding, product design rights and marketing assets. The Morgan brand will be integrated into Dams’ Social Spaces portfolio, with selected collections set to relaunch to the market in the coming months.

Dams Managing Director Chris Scott commented: “This acquisition aligns perfectly with our strategic vision to expand Social Spaces and strengthen our position in the UK furniture market.”

He added: “Morgan Furniture has an outstanding reputation for premium British furniture design and manufacturing across hospitality, workplace, cruise and healthcare sectors. The Morgan name and its acclaimed furniture collections will continue to thrive under the Social Spaces brand.”

MOVERS & SHAKERS

New Buying Director for evo

Evo has named an experienced retail procurement specialist to succeed Simon McLoughlin as Buying Director. Taking on the role is John White, who has spent his entire career in purchasing and trading and was most recently Grocery and FMCG Controller at stock market-listed group B&M Retail.

Promotion for Lewis

Rachael Lewis has been promoted to Operations Director at Paragon Business Essentials. The Workplace360 ‘40 under 40’ and ‘Influential Women’ member moved over to Paragon in 2024 following the demise of the OT Group, where she had spent more than four years.

In her new role, she will continue to lead the marketing, customer care, digital support, customer implementation and customer reporting teams.

Lloyd moves to ExaClair

Long-time CEP Office Solutions International Account Manager Alun Lloyd has joined ExaClair as Key Account Manager. He is a familiar face on the workplace supplies circuit, having worked with CEP – which has been in administration since the start of 2025 – for the past 17 years and with Stabilo prior to that.

Robert Scott names Head of Sales

Cleaning products manufacturer

Robert Scott has appointed Gareth David as Head of Sales. David brings more than 28 years of experience in the cleaning industry, having held senior sales and marketing roles at both Scot Young Research and IG Group.

Quocirca report highlights rising sustainability focus in IT

Market research firm Quocirca has released its Sustainability Trends Report 2025, highlighting that eight in ten organisations are accelerating their environmental plans and increasingly factoring green goals into IT and print supplier decisions.

The study found that 77% of companies now have a company-wide sustainability practice, up from 68% in 2024, and 82% are set to speed up their green initiatives in the year ahead. 69% said sustainability will be “extremely important” to their business performance by 2026, and 49% added their sustainability goals strongly influence their choice of print supplier.

“Despite political changes affecting broader focus on government sustainability programmes and regulation, the drive to improve corporate sustainability continues to accelerate,” Quocirca CEO Louella Fernandes commented. “However, decision-makers are growing more sceptical about unproven green claims, citing greenwashing and a lack of data as major challenges to improving print sustainability. This is a clear call to action for manufacturers to better communicate and build trust about the performance of their products and services.”

Key findings from the research include:

• Corporate reputation has become a top driver for sustainability strategies, rising from ninth to third place year on year.

• Greenwashing concerns and a lack of environmental data now rank among the top challenges for improving print sustainability, growing in importance for the second consecutive year.

• Energy efficiency, sustainable consumables and device longevity remain key selection factors for print investments, with decision-makers favouring new devices over remanufactured or refurbished ones.

• Paper reduction and digital workflow adoption are the most common sustainability measures, with over half of organisations adopting digital processes, using ink and toner recycling programmes and putting sustainable print policies in place.

Fernandes referred to a sharp rise in print sustainability measures this year, with print management tool adoption increasing from 32% to 45% and rulesbased printing (a system that uses software to automatically enforce printing policies) from 26% to 40%. 36% of organisations now use refurbished and 31% remanufactured print hardware, up from 27% and 26% respectively in 2024.

MOVERS & SHAKERS

Synaxon expands UK team

Synaxon UK has announced a further expansion of its team with the appointment of Markella Corbetta as Category Manager. In this newly created role, Corbetta’s focus will be on growing new business with partners while continuing to build and develop key vendor partnerships. She joins Synaxon from Ingram Micro, where she spent more than seven years working as Business Development Manager for Dell and in product management.

ECI launches AI Agent

ECI Software Solutions has launched a tool called AI Agent that is built into its EvolutionX e-commerce platform. AI Agent is designed to simplify daily operations for merchants by combining real-time business insights, automated content generation and fraud detection in a single interface.

The purpose-built plug-in provides users with instant access to sales and customer data, a chat function for trend analysis and automated product listing features designed to enhance visibility and conversion rates.

“E-commerce businesses today are managing more digital complexity than ever, from maintaining e-commerce catalogues and product data to keeping pace with evolving customer expectations,” said Chris Fisher, ECI’s VP of Global E-commerce.

He added: “Most don’t have the time, budget or in-house expertise to implement advanced AI tools that typically only large companies can afford. By building AI directly into our e-commerce platform, we’re eliminating those barriers and giving users a practical, simple and secure way to streamline everyday tasks and uncover insights in real time.”

Workplace360’s

Jade Wilson has been appointed as a Trustee of the BOSS Business Supplies Charity. The organisation said Wilson’s wealth of experience within the industry, along with strong connections across the workplace supplies community, will be a great asset.

Kyocera Document Solutions UK has welcomed back Pete Lunn as Head Sales Lead. Lunn has rejoined the company to support its UK channel strategy and strengthen dealer engagement. Kyocera said he brings updated market insight into evolving customer expectations, with partners increasingly seeking stability, clear value and genuine collaboration.

Wilson named charity Trustee

Lunn rejoins Kyocera

REWRITING THE RULES

OO Group ignored convention, challenged the norm and built a business that runs on focus, detail and discipline

OO Group CEO Matthew Phauré

Some careers begin with a plan; others begin with a shock. For OO Group CEO Matthew Phauré, redundancy from a secure London private equity role in the 2008 financial crash became a turning point. “I was last in, first out,” he recalls. What followed wasn’t a neat pivot but the start of a journey that would lay the foundations for one of the most distinctive service-led dealers in the market today.

His first step into workplace supplies came via a client who ran a small local office supplies firm nearby and suggested he join. Eventually, he agreed. “I’d make calls in the morning and day trade in the afternoon,” he remembers. What started as a sidestep soon became a defining chapter.

Bringing a finance mindset to a traditional dealer environment, Phauré approached sales with intensity.

“I used to make 500 calls a day. I was probably only speaking to 200 people, but that was 500 attempts. My strategy was just to plant seeds: ‘Hi, my name is Matt. If your supplier lets you down, please call me’.” CRM, call discipline and a professional front became his trademarks.

When he asked for equity in the dealership, the answer was no. “In hindsight, I was extremely young, about 20,” he admits. That refusal pushed him to chart his own path. Leaving to build his own business not only cemented the graft-first philosophy that still drives OO Group but also marked the beginning of Office Oracle.

FOUNDATIONS LAID

“Those first four years were what I’d call adolescent. I was learning everything on the job – credit control, procurement, logistics,” he says. Even the name was literal, he laughs: “Evodo – short for evolution and do.”

Despite the humble beginnings, the business expanded rapidly across London, Essex, Kent and Milton Keynes, driven by pace, determination and a willingness to master every function from the ground up.

By 2015, growth exposed a deeper issue. Evodo had amassed around 2,500 customers, yet many were, as Phauré puts it, “noisy, transactional and not really profitable”. The decision that would define the company’s next era was bold: a rebrand to Office Oracle and a deliberate cull of more than 90% of its client base. “Family and friends thought we were mad,” he says. “But when we focused on the customers that genuinely valued what we did, the business nearly doubled.”

Now, the model has evolved into a set of defined specialist arms: Office Oracle as the core workplace supplies division; Brand Partner for branded collateral; Smart Office Solutions for print; Phorm for interiors and furniture; OO FM for commercial cleaning; and

the newest addition, Cooffee, specialising in office coffee services.

The multi-brand structure is designed to deliver specialist expertise without diluting service. The result is agility and the ability to launch new offerings quickly and meet customers where they are, without losing the operational strength that binds the group together.

When we focused on the customers that genuinely valued what we did, the business nearly doubled

Some clients use OO Group for a single service, while others rely on multiple areas. “When we’re doing a customer audit, it’s a 360° approach –assessing performance in each division, reviewing outstanding actions and continually identifying opportunities across the wider business,” Phauré explains. The platform is flexible, too: if a new service becomes a focus, OO Group can spin up a dedicated brand by leveraging the same finance, operations, marketing and sales infrastructure.

KNOW YOUR AUDIENCE

If there’s a single thread running through OO Group, it’s customer service – not as a slogan, but as a genuine discipline. “We know customers’ kids’ names, pets’ names, birthdays… we send handwritten thank-yous,” Phauré says. “None of it feels like a task. It’s just how we do business.”

The principle is simple: if a client is spending thousands a year, a thank you card or a meaningful gesture isn’t strategy – it’s common sense. It also reflects a broader philosophy: “We focus 100% on the whole journey, not just products or one part of the service,” he adds.

That same ethos extends inside OO Group, shaping how the business operates as much as how it serves clients. Phauré believes service falters when employees feel stressed or disconnected. “When people enjoy coming to work, customers feel it,” he observes, describing a workplace where staff “feel calm, supported and trusted”.

This focus ensures every interaction adds value – whether celebrating a new baby, acknowledging a bereavement or spotting when a client may need extra support.

To make this possible, the firm keeps staffing lean but purposeful, with just over 30 employees.

According to Phauré, frontline roles continue to receive the greatest investment, while AI is assessed for back-office functions – because human interaction still underpins call handling and relationship building.

By combining a supportive culture with the right use of technology, OO Group ensures its people – and the service they provide – remain the heart of the dealership. However, Phauré is modest about what sets the dealer apart: “The truth is, I don’t think we’re doing anything amazing. I think we’re doing the basics really well – and the competition just isn’t.” And if the business can’t genuinely add value, then he will happily terminate a customer contract if he doesn’t think they’re helping.

Technology quietly supports this human-first model. Since 2017, the business has shifted away from internal email to workflow-led communication, supported by a CRM that records every detail – from where a client’s loading bay is and who operates it to the personal details that enable genuinely thoughtful follow-ups. “Every interaction is an opportunity to learn something new,” Phauré remarks. And in OO Group’s world, those small touches aren’t add-ons; they’re the core of the experience.

Following the client cull, OO Group remains intentionally concentrated around the capital, with operations split both geographically and functionally. A central London office hosts sales and all client-facing activity; Dartford manages operational support; while Maidstone serves as the company’s main warehouse and storage hub.

In fact, storage has become a reliable revenue stream, driven largely by commercial furniture. “If a client relocates and doesn’t know what to do with their furniture yet, it’s easy to give it to us,” Phauré explains. Unlike domestic storage providers, OO Group offers a specialist, fully managed service. Every piece is logged through an app that tracks monitor arms, chairs, pedestals and more, complete with condition surveys and a full photographic library. Everything is data-tagged, so clients can see whether an item is in inventory, in transit to the office or returning from site.

In terms of sales, OO Group is sitting at around £7 million, with the year likely to close nearer £8 million. Phauré says while the dealer has had great organic

growth, it is now at a stage where the customer journey is no longer linear. “It used to be: new business becomes existing business. Now, with the different brands, it’s more of a ‘recycling machine for data’.”

It’s a phrase that captures mature thinking: growth is now a function of how well the company uses its data, relationships and layered offers to serve the same client in multiple ways.

A SMARTER PATH

With that more sophisticated engine in place, consolidation becomes part of the wider strategy rather than a shortcut to scale. Phauré is clear-eyed about it: M&A can accelerate growth, but only when culture, process and people are handled with care.

“Buying companies doesn’t make you better,” he states. “You still need to run them properly.”

In a room full of Eeyores, I’m Christopher Robin

That pragmatism stems in part from the 2022 purchase of Graphic Office Supplies, which highlighted where real value sits. “Most people assume the client base is the most valuable, but for me it was the team that came across,” he explains. Future acquisitions will follow the same logic – not deal-hunting for its own sake, but strengthening the business with complementary expertise and trusted staff.

And that speaks to the phase OO Group is now entering. Rather than chasing flashy expansion, the focus is on underpinning: sharper systems, clearer brand architecture and the right people in the right roles to support that multi-brand, data-led model.

“We’ve a long way to go,” Phauré concedes. “But I’m not of the opinion that the ‘glory days’ are over; when I look at the market, I see opportunity everywhere. In a room full of Eeyores, I’m Christopher Robin.”

Ultimately, OO Group’s value proposition is disarmingly simple: answer the phone, remember the details and be unfailingly reliable. “Service is central,” states Phauré, adding: “If you respect people, if you’re honest with them and if you show up when it matters – that’s what wins. Always.”

A durable future

Workplace360 CEO Steve Hilleard took a trip to Dorset to meet Durable UK Managing Director James Day and discovered a leader determined to prove that heritage doesn’t have to mean habit. The conversation was less about legacy and more about momentum, modern leadership, culture and the changing shape of the workplace supplies channel

Workplace360: Let’s start with your background. James Day: I graduated in 2011 with a degree in Business Management with Marketing and, after university, spent a year in recruitment.

I then joined a company called Kondor – one of the largest tech accessory distributors in the country –where I managed major retail accounts selling consumer electronics such as headphones, mobile phone cases and screen protectors. I looked after some sizeable clients, including Argos, Carphone Warehouse and HMV, and spent just over six years there. It was a fantastic experience and where I really learned how to manage accounts effectively.

W360: A good grounding.

JD: Completely. It was a real change selling to people who actually wanted to buy what you were offering. We were in a strong position in the market at the time, working with major brands such as Beats, Skullcandy, Sony and Philips – big household names supplying major retailers.

W360: You were working on some sexy tech and consumer brands. What on earth made you move into the workplace supplies business?

JD: I wasn’t really fussed about the ‘sexiness’ of the industry I was entering. I was more interested in the project itself: the team and the impact I could have. Then Durable came along. What I saw was a work in progress. Sam [Rylands, Head of Marketing] and I have talked about this a lot – what we saw, and still see, is huge potential. It had a solid, traditional foundation, but there was a real opportunity to shape what it could become.

W360: What was your first role at Durable?

JD: Senior National Account Manager. I was looking after the major wholesalers and supporting a couple of team members so we could deliver a higher standard of account management within those key channels.

W360: How did you get to where you are now?

JD: I then became Head of Commercial – essentially head of sales. I started applying the account management principles I’d learned from my tech background to our wholesale customers here, which seemed to work really well. From there, they asked me to roll it out across the entire sales team, to new business and to some emerging channels.

I did that for a couple of years until COVID hit and we had to realign the business quickly. We did some interesting things – repurposing products and producing face visors – but it also accelerated trends that were already happening: a shift online, more B2C activity and traditional categories such as files and folders were starting to suffer.

When Sean Starkey left in 2022, I took on the role of Sales and Marketing Director, reporting to Durable’s Managing Director in Germany, Rolf Schifferens, who’s just retired. I stepped up to Managing Director of the UK business in May last year.

W360: Post-COVID, what do you think has changed at Durable and specifically under your leadership?

JD: It would be far too flippant to say everything, because Durable already had a lot going for it – it’s a traditional brand with real heritage, which doesn’t happen by accident. But since COVID, pretty much everything has evolved.

We stabilised the business post-pandemic, putting in place a robust, multi-departmental strategy document and building strong foundations in e-commerce and new channels. Industrial has also grown into a really successful area for us over the last few years. This was based on projects we had running for some time to diversify our channel base.

The way we work has completely changed. For example, everyone now follows the same personal development plan template and individual staff are targeted on each other’s performance as well as their own. It’s reduced the siloed working that existed before and 360º feedback has become the norm to create a healthy, challenging and progressive culture.

Previously, a lot of time was being wasted on internal comms due to a lack of structure and accountability. That doesn’t happen any more – we all support each other and the rhythm of the business has shifted.

360o feedback has become the norm to create a healthy, challenging and progressive culture

There’s now a clear structure. The first Tuesday of the month is a sales meeting – key account presentations happen internally and with our German colleagues at the end of each quarter, marketing strategy meetings, campaign brainstorms, conversion optimisation workshop etc are scheduled. Weekly one-to-ones with staff, which either didn’t exist or happened ad hoc, are now standard. Town halls are also commonplace as we look to increase the transparency around key business metrics. These changes have helped create a stronger, more collaborative and supportive culture.

Pre-COVID, only certain people really knew how different areas of the business were performing. Now, anyone you ask can provide a clear picture of how we’re doing at any given moment.

W360: What was your inspiration for this change?

JD: I came from an industry where much of this was standard practice and experienced what a highperforming team feels like: how they interact, how they fight for each other. I wanted to replicate that here. We have a really strong team now and that’s what I’m proudest of. Other changes came from a mix of influences, including listening to the really talented people already at Durable and taking a bit of autonomy away from head office when needed. European head office practices didn’t always fit our context here, yet we were still expected to follow them, so we adjusted where it made sense.

W360: How much autonomy do you have to operate differently from your European counterparts?

JD: Luckily, they’re very supportive and give me plenty of autonomy to do things our way. They trust us. We’re not perfect, but we’re in a good place.

W360: How would you describe the culture?

JD: It is super collaborative and we challenge each other every day in a really healthy way. If I say something silly, Sam, for one, will pull me up on it.

W360: How easy was it to bring existing team members along on this journey?

JD: Some people aren’t here anymore, but others adapted really well. Part of what drew me to the role was that the company knew it needed to evolve – and quickly. COVID accelerated a lot of that, but the appetite to try new approaches in a short space of time was high. We had some tough discussions; but for the most part, people have been open and adaptable and we’ve seen some great results off the back of that. Previously, it was a very traditional, hierarchical business – you wouldn’t normally ask the boss how we’re performing this month or what the plan was. We tried to really scrap that. We hold town halls where staff can ask questions and discuss challenges; we run

Since COVID, we’ve averaged around 13% growth each year

anonymous feedback forms; and I try to communicate as transparently as possible about what’s happening across the business.

W360: What does Durable UK look like today in terms of employees, operations, sales channels etc?

JD: Since COVID, we’ve averaged around 13% growth each year – so really nice, aggressive growth. We currently employ 17 people, although that’ll reduce slightly as our warehouse function moves.

The wholesale channel, which many see as more static or under pressure in the traditional OP space, has actually grown well for us, just by managing those accounts better. We’ve launched a lot of new products within the industrial sectors and what we call ‘new work’ – things like laptop stands and other tech accessories. Those ranges have performed really well.

In terms of genuine new markets rather than existing customers, e-commerce has been massive for us. In 2020, we introduced options so we could go direct to consumer more with our extended range. Our dealer customer base has also taken advantage of this by trading really effectively on our extended range offering. This is one area that is continuously expanding with our key dealer partners.

W360: I imagine there must be a European strategy for Durable. How much wiggle room do you have to adapt for local nuances?

JD: The only business function that doesn’t sit here is product management. The products that come through are our official launches for the year, so we work within those target areas. One key focus, quite rightly, is the industrial and warehouse sector, where we’ve seen strong growth both here and across Europe, so that aligns well.

Where we have freedom is in the how – how we take those products to market, which customers we target, the marketing campaigns we run and how we execute locally. That’s all managed by us.

From left: Sam Rylands and James Day

W360: Durable is a German business, so how important is the UK market compared with other European markets?

JD: We’re typically one of the top three biggest markets in the group and account for around 10-12% of the overall business.

W360: How would you describe Durable’s USP?

JD: For me, it all comes down to our people. While our account management isn’t unique, it’s exceptionally strong compared with other markets and competitors. The team genuinely wants to build mutual business success – not just sell you products and disappear or pester you to buy more.

We have a traditional, solid brand, underpinned by a hardworking, brilliant set of people who bring both existing and new products to market in a really interesting way.

W360: Let’s talk about some of that new stuff.

JD: We have around 1,800 SKUs and break them down to new work – anything from monitor mounts and desk mats to laptop stands. Then there’s industrial, which does well for us, covering bins, floor markings, edge protectors and aisle markings and products for warehouses. Traditional lines – such as files, folders and name badges – remain the heartland of our business.

The team genuinely wants to build mutual business success – not just sell you products

We also have an education range – still featuring files and folders, but also some more interesting products such as desk dividers, pen pots and other accessories. It’s a market where we can definitely grow further in the coming years. It’s actually quite hard to categorise our products because they’re multi-purpose and can be used in so many different workspaces.

W360: That’s quite a big product range.

JD: It’s far too many, really; but we now have clear strategies for where we want to play. Going forward, you’ll see optimisation of our ranges and clear product journeys. One reason we moved to a 3PL model is that, after three years of data and considerable pressure on our warehouse team, we recognised the need to be more selective.

We’ve now rationalised the range to just under 400 core products. The rest are still available on extended lead times, but those 400 are the proven performers –the ones we’re concentrating on for the UK market and offering next-day delivery on.

From left: James Day and Steve Hilleard

W360: You’ve spoken a lot about the industrial sector – that sounds like a completely new channel of distribution for Durable?

JD: Completely. It didn’t exist for us three or four years ago. It involves major industrial wholesalers as well as smaller warehouse fit-out dealers. The setup is a bit like our own industry, with buying groups and dealer networks, but it operates very differently. Our USP is that these firms, used to selling drills and hardware on slim margins, can make quite a nice margin proposition on a slightly different array of products through us.

W360: Is it an area where OP dealers could play?

JD: Definitely. There are a few different avenues. If you look at the appetite for warehousing space in the UK, it’s at an exponential level. There’s a real opportunity – if dealers are willing to explore products that are a little riskier and less traditional.

W360: If you had to pick one product launch from recent years that’s been a standout commercial success, what would it be?

JD: Probably snap frames. They’re a great example of how we’re evolving some of our more traditional products. Rather than launching another Duraframe – which already has a strong market presence and performs well for our customers – we’ve extended the range to position ourselves as a one-stop shop for non-digital signage. That message has really resonated and the snap frames, along with a few complementary additions, have been a strong success story.

W360: Looking at the traditional OP side, how important are those longstanding customers now compared to Amazon and other emerging players?

JD: Traditional customers are still super important to us. There’s an awful lot of potential in simply doing what we do a bit better – bringing them new products and innovations – and they remain a significant part of our business. But the newer channels, including Amazon, are equally crucial. I’d say it’s about a 50/50 split between the established partners we’ve worked with for years and the emerging routes to market that are growing quickly.

W360: What’s your message to dealers about the kind of partnership that’s possible; and how are you supporting them with training, marketing and seizing new opportunities?

JD: Talk to us about our extended range – there are some great case studies of dealers working with us on this that are now, without exception, among our fastest-growing customers. Speak to our team about what we can offer beyond wholesale; those who do are seeing real results. We can help supplement their wholesale spend by giving access to our marketing and sales resources, including A+ content across the range. We also offer tailored sales training and can build specific growth plans.

If there’s appetite to do something a bit different –explore new areas or make traditional categories work harder – get in touch. There’s so much potential that isn’t being fully tapped into yet.

There’s so much potential that isn’t being fully tapped into yet

W360: Talking of wholesalers, how do you see that landscape evolving?

JD: Our relationship with the wholesale channel is really strong. It has been the quickest route for us to scale revenue in recent years and we’ve worked really closely with them over the past few years on extending ranges and rationalising others to maximise performance. That said, the wholesalers tend to be slower to move into new markets because they’re bigger ships to turn.

I think there’s a harmonious relationship between traditional and new. Wholesalers are excellent at what they do and we rely on them heavily for our core product lines. Would I back them to sell the most new products next year? Probably not. Would I back them to sell more of those new products in 3-5 years? Yes, probably.

W360: How important is it to have more than just VOW Wholesale?

JD: Dealers want choice for a start, and it’s vital for manufacturers to have an alternative wholesaler in the market to create a competitive, healthy environment.

W360: We’ve seen some recent consolidation in the UK, notably with the formation of BLOC Group. What’s your take on that deal and do you expect to see more mergers ahead?

JD: Further market realignment is inevitable. With BLOC, you’ve got two very different companies, each strong in its own areas, coming together. If they maintain those strengths, it should work really well.

From a manufacturer’s perspective, we’d rather have a few high-quality relationships than lots of lowerquality ones. Consolidation also creates an opportunity to back the right horses and focus on fewer companies that are genuinely committed to mutual growth.

W360: What’s the conversation you’re having most frequently with dealers and resellers at the moment?

JD: It’s a boring answer, really – we tell them they should be looking at some of our newer products. We pitch into VOW, Lyreco, Exertis Supplies and others in June or July, but the dealer community often doesn’t see anything until January, when the new catalogue drops. They should be talking to us about these extended ranges, which we know perform well and come with strong case studies to back them up.

W360: What about sustainability, which I know is a huge priority for the Durable mothership?

JD: We take sustainability very seriously and have for quite some time. Perhaps we haven’t told that story as effectively as we should have over the past ten years. We’re currently working on a project that will provide a carbon footprint for each product – a significant piece of

work that adds another USP. Customers will be able to see the environmental impact of each item, which we’re really excited about.

Beyond that, more of our products are transitioning to PET and other recycled materials. Many existing products have gone through what we call soft changes: from the customer’s point of view, nothing changes except they now get a bullet point showing, for example, that an item is 60% or 80% recycled plastic.

We also introduced a mandate four years ago to work only with local charities. Each quarter, our team dedicates time to support these organisations, which we vote on annually.

W360: What would you say are your biggest challenges and opportunities as an organisation at the moment in the UK?

JD: Externally, the biggest challenge is getting people to engage with some of the things we can offer. It’s not for lack of effort from our sales team – everyone is extremely time-poor at the moment and the whole industry is stretched dealing with ongoing issues.

Conversely, there’s more appetite for change now than there ever has been. The battle is helping people invest the time to see the ROI in what we can do –which, ironically, is also our biggest opportunity.

W360: What macro- or micro-economic factors are impacting the business?

JD: A lack of political stability, both globally and nationally, doesn’t help. We’re seeing increased risk aversion, which affects buying patterns, stock levels and people’s appetite to move beyond firefighting and try something new.

W360: Given the current uncertainties, what’s on the horizon for Durable?

JD: We want to continue diversifying the business to make it more resilient. We aim to do it the right way

– as a progressive, objective-led, forward-thinking organisation that works closely with a few select partners. The result should be a company that’s agile and adaptable, and to borrow from my competitive tennis days, that knows how to win.

W360: You tell me now, after we’ve been playing ping pong, that you’re a pro tennis player.

JD: (Laughs) I haven’t played for a few years, but I’m naturally competitive and that comes through in the way I approach things here. I want us to be positioned in this industry as a manufacturer people enjoy dealing with – one that offers solutions and has plenty of interesting things to talk about. We’re on that journey. We’re not at the finish line, but we’re not on the starting blocks either.

W360: I want to end on a topic close to your heart: younger people in the industry and your involvement with Leaders of the Future (LOTF).

JD: I was lucky that Sean pushed me to get involved because he thought it would be good for me, and it has been. It’s really interesting. We’ve had several different iterations of the committee and they’re all great people who want to get ahead and think about how we can improve this industry for the younger generation. The most remarkable thing about LOTF is that it’s unique – I don’t know of any other committee like it in any other industry. Working with the team to put on something genuinely valuable and having those

It’s a privilege to represent this industry’s next generation of leaders

conversations about challenges and pinch points make you realise how much people of that demographic have in common across the industry.

W360: Everyone likes to leave their mark when they chair a group. What do you hope to achieve?

JD: We’re launching a mentorship scheme and a core skills programme, which I hope will still be in place in ten years’ time. They’re people-focused initiatives designed to support anyone coming through this industry.

I’d like to think people gain value from the conversations they have with me, the committee and others at the conferences – and I genuinely believe they do. That’s why I do it. It’s a privilege to represent this industry’s next generation of leaders and to help put these initiatives into action.

W360: You were named Young Executive of the Year at the 2023 European Office Products Awards and featured in the Workplace360 ‘40 Under 40’ list. How likely is it that we’ll see you picking up an even bigger accolade? Is this a sector where you see yourself sticking around?

JD: I’m not the most comfortable being in the spotlight, so those accolades are something I’m really proud of. To answer your question, I think how long I stay in the sector depends a lot on the people who helped me win that award. If they’re still here and performing at that same high level, there’s a fair chance I’ll be here too.

I don’t see them as individual awards – they’re all about the people that you lean on and who prop you up when you’re down or you’ve made a mistake. If anyone in this industry claims to be doing it all alone, I don’t put much stock in that, to be honest.

W360. I agree. Thanks, James.

Photography by Simon Muncer

Ross Jones, founder of RJJones Consulting ross@rjjonesconsulting.com

Building winning foundations

Ross Jones explains why soft factors trump price in cleaning and catering

If you saw my last article (read Dealers that lead succeed, Workplace360 October/November 2025, page 22), you may recall my (shameless) plug for space this month to explore the cleaning and catering sectors in more detail.

As it turns out, fortune really does favour the brave – I’m now able to share deeper insight into what makes these industries so compelling for diversification. The following draws on two decades of experience navigating B2B markets, distilled into actionable intelligence for your business.

Let’s pick up where we left off: how do you build a thriving cleaning category? Getting the foundations right will make a dramatic difference to performance over the coming months and years. Cleaning is, fundamentally, a commodity product – people buy toilet cleaner every month – and this necessity creates the attractive reality of predictable, recurring revenue streams.

However – and this is where many dealers have stumbled – unlike other commodities, the purchasing decision in cleaning rarely comes down to price alone.

Efficacy will always trump price when it comes to cleaning products. Nobody wants to spend more time than necessary choosing which toilet cleaner to buy. Nor does anybody want to go to the toilet and find it dirty. Customers want reliable cleaning products they can set on repeat order without a second thought. If a product doesn’t perform, no matter the price, they simply won’t buy it again.

MARKET MOMENTUM

As covered in the last issue, cleaning and catering remain robust growth engines. Professional cleaning supplies continue to ride a post-pandemic sentiment shift, with forecasts showing 12-15% CAGR through to 2030. Meanwhile, catering (non-food) is expected to grow at a more modest, yet still attractive, 3.76.5% CAGR over the same period.

But here’s the insight that changes everything: According to Cleaning in Motion’s State of the Market Commercial Cleaning Edition 2024, 63% of B2B cleaning clients rank quality and reliability above price, while 71% are willing to pay premiums for specialised services. In other words, nearly two-thirds of your potential customers are explicitly not optimising for lowest cost – they’re prioritising dependability, expertise and results.

This shift reflects a deeper truth in modern B2B procurement. Commercial decision-makers face real pressure – maintaining operational continuity, meeting compliance obligations, supporting workforce satisfaction and delivering on corporate sustainability commitments. A dirty facility reflects poorly on management, while a supplier collapse disrupts workflows. These aren’t academic concerns; they’re board-level risks. Consequently, the purchasing process is markedly more sophisticated.

CLEANING: SECURING YOUR EDGE

Commercial cleaning procurement is no longer decided by a single gatekeeper. Cleaning in Motion’s research shows an average of 3.5 decision-makers are now involved in selecting cleaning products. Dealers must navigate multiple stakeholders: facilities managers concerned with operational efficiency, procurement teams focused on cost controls, safety officers reviewing certifications and protocols, and executive leadership assessing ESG implications.

Current market dynamics reveal what sophisticated B2B buyers truly prioritise:

• Quality assurance and compliance: Customers increasingly demand evidence of quality through recognised certifications (eg Nordic Swan, ISO standards) and verifiable performance metrics.

• Performance-based contracts: These are now favoured by 58% of large corporations, according to Cleaning in Motion and 78% of facilities managers, according to Softbank Robotics’ The Cobotic Evolution in Cleaning research. This means that suppliers aren’t just promising results, they’re guaranteeing them through measurable KPIs.

• Flexibility and adaptability: There’s been a noticeable behavioural shift among customers wanting adjustable cleaning schedules that respond to foot traffic and operational changes. This signals a move from ‘set-it-and-forget-it’ supply to partnership models that require a deeper understanding of a customer’s business rhythms.

Cutomers accept higher prices when suppliers demonstrate expertise, reliabillity and value alignment

It’s a change that tends to favour smaller, local dealers over large national ones, while also highlighting the robustness of supply chains. The need for stock flexibility is now a very real factor when assessing which manufacturers to partner with in this category.

• Sustainability and corporate alignment: Demand for eco-friendly cleaning products is growing at a 14.7% CAGR, states Mobility Foresights’ Europe Green Cleaning Products Market Size and Forecasts 2031 study, with plant-based and biodegradable formulations becoming mainstream rather than premium differentiators. This isn’t virtue signalling – it’s customer expectation and it will continue to impact your business if you don’t offer a solution.

CATERING: DISTINCT DYNAMICS

Catering presents a more complex picture, but, as with cleaning, quality matters. Customers value durable equipment and presentable tableware, favouring reliable purchases over cheap options that require frequent replacement.

Sustainability is also a macrotrend. Cleaning in Motion’s research shows that 61% of B2B buyers now prioritise sustainable sourcing in catering supply chain decisions, elevating it from a ‘would-like’ to a ‘musthave’. However, unlike cleaning, catering procurement combines practical needs, subjective preferences and corporate values. Tableware choices, for example, are as emotive as selecting office furniture, where quality and style matter most.

Ultimately, customers accept higher prices when suppliers demonstrate expertise, reliability and value alignment, as against just proposing a price point.

BUILDING YOUR ADVANTAGE

As you consider or execute cleaning and catering category diversification, anchor your strategy on three key principles:

1. Invest the time to get the right building blocks in place. Get the foundations wrong and these categories will always be a ‘bit part’ of your business.

2. Develop a transparent, outcome-focused service model. Be clear on how you will satisfy core customer needs – whether sustainability, certifications or a robust supply source. These are not box-ticking exercises; they are fundamental to growth in these categories.

3. Compete on trust, not price. Your edge lies in capability and alignment with your customers’ strategic objectives. Adopting this mindset transforms your entire go-to-market approach.

The cleaning and catering sectors are, in many ways, commodities. But commodity markets aren’t won through race-to-the-bottom pricing; they’re won by distributors that understand that today’s B2B buyer values certainty, capability and partnership.

Fighting the Google algorithm

Jim Brown is battling to keep Paperstone’s brand visible online.

By Andy Braithwaite

Local UK dealer Paperstone has been experiencing a significant drop-off in traffic to its website after Google began autocorrecting its brand name to ‘Pepperstone’, the name of a financial services company based in Australia. For a business that has operated successfully online for more than two decades, the development has been both unexpected and unsettling. What initially appeared to be an isolated error quickly escalated into a measurable decline in branded search traffic.

According to CEO and founder Jim Brown, the first warning signs came through anecdotal comments from customers and colleagues. “Someone in the sales team mentioned it, and at first you assume people have just mistyped something,” he says. “But then customers began saying they were getting results for Pepperstone instead of us. As soon as we checked the brand traffic, you could see a sharp decline.”

MISINTERPRETED INTENT

That decline has since proved substantial. Paperstone estimates Google brand traffic was down by around 40% at one stage, with customers resorting to workarounds – for example, adding words such as ‘office’, ‘supplies’ or ‘UK’ to locate the business. Even accounting for a rebound, overall branded traffic remains about 20% lower than before the issue emerged, which Brown describes as “very concerning”.

At the centre of the problem is how Google now interprets the query ‘Paperstone’. Rather than displaying results for the dealer, Google increasingly assumes

the user intended to search for Pepperstone, a forex/ financial services brand. The algorithm delivers results for the Australian firm by default, while offering a small “search instead for Paperstone” link that many users may miss.

Brown finds the situation baffling. “I get it if you’ve misspelled a word and Google corrects it, but we have a brand name that’s been around for 21 years, spend thousands of pounds a month on Google and generate strong traffic in the UK. Why is Google treating it as a typo now? It feels like they’ve taken us off the high street and stuck us down a back alley.”

The underlying behaviour aligns with how Google’s modern search models operate. Rather than relying solely on character matching, the system uses semantic analysis to infer intent. If two terms look similar and one has far higher authority, traffic and backlink strength, Google may conclude that they are interchangeable or that one is a misspelling of the other.

In Paperstone’s case, the algorithm appears to be consistently betting on Pepperstone. SEO specialists say this is more likely to affect brands with names that resemble more prominent global entities.

While Paperstone has strong recognition in the UK office supplies sector, Pepperstone’s international reach and heavier web footprint may be outweighing those signals. It also reflects the increasing use of machine learning models to cluster queries, predict intent and ‘correct’ perceived user mistakes.

KNOCK-ON EFFECTS

The commercial impact goes beyond search visibility. Some customers assumed the worst when they could not find Paperstone online. “We’ve had people tell us they wondered if we’d gone,” reveals Brown. “Most loyal clients eventually work out what’s gone wrong, but new prospects are far more likely to fall through the cracks.”

At the same time, Google has not been contactable, let alone able to provide a remedy. A possible solution may be for Paperstone to bid on its own brand name, but this offers little benefit if Google autocorrects users away from that term in the first place.

It feels like [Google has] taken us off the high street and stuck us down a back alley

Bidding on ‘Pepperstone’ was considered but was dismissed because clicks in the financial services category are extremely expensive, with a low likelihood of conversion and a high risk of attracting irrelevant traffic. “It becomes uneconomical very quickly,” Brown adds. “You end up paying for people looking for a forex service, not office supplies.”

To tackle the issue, Paperstone has shifted its SEO focus. Historically, the company prioritised productrelated search terms – office supplies, workplace products and stationery – rather than its own name. Brown now believes the business should have been more proactive in reinforcing its brand identity online.

“We’re very English about these things,” he admits. “We talk about our service, our products and our customers, but we’ve never been especially selfpromotional. In hindsight, we should have talked more about Paperstone.”

The reseller has since added more brand-led content, increased internal mentions of its name and enhanced its site footer. It is also undertaking additional SEO outreach and contacting industry and technology media to generate more awareness of the issue. In addition, it has contacted other firms experiencing similar problems, including an American company that sells countertop materials under the Paperstone name.

While Paperstone’s situation is unusual, it is not unique. SEO forums include examples of smaller firms whose names are being autocorrected to unrelated brands, sometimes leading to similar visibility issues. There is limited public data, however, because most such impacts go unreported and few businesses disclose detailed analytics regarding the situation.

What is clear is that search is becoming more volatile. As AI and entity-based ranking models continue to evolve, brand signals are increasingly shaped by external references: industry press, authoritative backlinks, directory listings and third-party profiles. SEO specialists note that search engines – and emerging AI assistants – place more weight on independent citations than on what a company says about itself.

Paperstone

In hindsight, we should have talked more about

Customer communication has been another tool. Paperstone emailed its customer base to explain the situation and asked users who encounter Pepperstone results to click “search instead for Paperstone” so Google receives consistent feedback on intent.

This is preferable to customers using additional search terms, something that creates its own difficulty: it diverts traffic away from the exact brand term Google needs to see reinforced.

“That works against us,” Brown affirms. “We actually want people typing ‘Paperstone’ and clicking the corrected link. But as people adapt their search behaviour to avoid the problem, that signal gets weaker.”

For online dealers and workplace supplies resellers, the implications are significant. A brand can operate effectively for years yet still find itself overridden in search results if its name is considered ambiguous or too similar to a better-known entity.

STILL WAITING

Brown remains hopeful that a future Google update will reverse the behaviour, but there is no indication of when – or whether – this will happen. In the meantime, Paperstone is focusing on what it can control: strengthening its brand presence, diversifying traffic sources and raising awareness across the industry.

“We don’t yet know what the outcome will be, but it’s definitely sharpened our focus on brand, visibility and making sure we’re not squeezed by big tech,” he states.

Harness the potential

The recent OPI European Forum served as an outstanding platform for learning

Held in London from 6-8 October, the OPI European Forum brought together senior executives from across the business supplies industry for two days of education and networking. Day one opened with a State of the Industry session hosted by Workplace360 CEO Steve Hilleard. The leaders he interviewed acknowledged the ongoing decline of traditional OP – though signs suggest the rate may be slowing.

The message was clear: adapt or be left behind. Collaboration emerged as another central theme: manufacturers, distributors and resellers need to build trust and align around shared goals in order to thrive in the next phase of transformation.

AI FOR COMPETITIVE SUCCESS

DOUBLE-EDGED SWORD

AI dominated the programme and was at the heart of Katie King’s keynote address. As CEO of AI in Business, King explored how AI can be harnessed for competitive success and urged delegates to “use AI to augment, not replace”. The RoundTable Rethink Podcast that followed demystified AI and encouraged delegates to take a “crawl, walk, run” approach using “tiger teams” to explore practical applications rather than chasing hype.

The takeaway: AI is already reshaping operations, customer service and growth strategies. From agentic AI to governance frameworks, the opportunities are vast but require active engagement. As host Paddy Donnelly put it: “AI isn’t a spectator sport.”

SMEs, far from being disadvantaged, were seen as well placed to lead if they approach AI strategically – with clear plans, cross-functional taskforces and a culture of learning.

Beneath the tech wizardry ran a consistent human message. Success in an AI-driven world depends as much on tools as the people who use them. Attracting, developing and retaining the right talent was highlighted as critical. Alex Atherton, author of The Snowflake Myth, in this context, offered his take on Gen Z – exploring with humour if they are different and why they are. The upshot: businesses must bridge expectations and working styles.

Interactive roundtables drilled deeper into core themes, allowing attendees to explore challenges specific to their organisations. Benjamin Bonarius’ session on the marketing opportunities of YouTube offered food for thought for those yet to see it as a revenue generator. Cédrik Longin from humanAIze zoomed in on the specific AI opportunities for SMEs.

Day two began with a gripping session by Jim Wheeler, Head of Cyber EMEA at Infosys Consulting, on cyber trends, threats and agentic AI. He warned that over 60% of organisations were expected to face ransomware attacks in 2025, with average payouts exceeding £400,000. Despite rising security budgets, many firms remain underprepared due to skill shortages, fragmented systems and low awareness.

His advice: develop a crisis plan, know who to call and collaborate across borders. AI offers huge defensive potential, but it is also being weaponised – a battle that, he warned, “will never truly end”.

AI isn’t a spectator sport

The next keynote from Andrew Mawson, founder of Advanced Workplace Associates, who examined ‘AI’s Impact on Work, Jobs, Organisations and the Workplace’. Mawson contrasted AI’s “superpowers” of scale, speed, prediction and limitless energy with qualities that machines cannot replicate: empathy, creativity and emotional intelligence. His message captured the balance perfectly: “AI handles scale, speed and consistency – for everything else, it’s humans.”

The closing panel, chaired by Highlands’ Gordon Christiansen, brought together leaders from across the sector to reflect on lessons learnt. AI again dominated, with panellists sharing their experiences – ranging from early experimentation to structured deployment and, for some, a fair amount of “random” adoption. Workforce dynamics and hiring strategies had also captured the imagination, with reverse mentoring and intergenerational learning hailed as the way forward.

Timeless foundations

An expanding warehousing market is opening new doors for dealers, as Steph Gentle, Managing Director of UK manufacturer Beaverswood, tells Workplace360

Workplace360: Can you share a general prediction for the warehousing sector over the next 12 months?

Steph Gentle: The warehousing and logistics category is set for solid growth, driven by e-commerce and ongoing investment in modern storage. Construction activity is expected to rise sharply in 2026, translating into stronger demand for reconfigurable products such as adaptable storage and vertical space solutions.

70% UK fulfilment centres using AI-powered automation predicted in 2027

W360: How do your products help address labour shortages and improve operational efficiency?

Simple visual communication can make a meaningful difference every day

Solutions like Modulean shadow boards, racksacks and floor markings, for example, make best practice intuitive.

W360: Are there any new areas related to the category that you’ve ventured into?

SG: We’ve moved into projected floor signs, which complement our safety and ID range. This technology solves durability issues as the projected image never wears out, eliminating the need to replace adhesive signs or repaint markings. They provide high-impact warnings and can be moved instantly, making them ideal for fast-changing warehouse layouts.

SG: Clear, consistent signage speeds up picking and reduces search times for new, temporary and even experienced staff. Our magnetic systems also add flexibility with no downtime during re-labelling.

Our products simplify the environment and make it more visual, accelerating training, improving compliance and reducing errors.

THE WAREHOUSE OF THE FUTURE: PREDICTIONS FROM 2025 TO 2030 – UK WAREHOUSING ASSOCIATION (UKWA)

The warehousing sector is set for transformation over the next two decades. According to the UKWA report, warehouses of the future will be optimised for sustainability, efficiency and long-term productivity. Among the most significant changes dealers should be aware of are:

90% predicted in 2030 Impact Express The UKWA report

W360: What sustainability initiatives have you introduced, and how are customers responding?

SG: Since the UK’s Simpler Recycling legislation came into effect in March 2025, waste separation has become mandatory for all workplaces in England, including

FACILITIES AND WORKFORCE

Future warehouses will be larger and multi-functional, combining industrial operations with offices, training zones and amenities to balance human and automated workflows. As labour shortages persist, high-quality facilities– including gyms, EV charging, efficient public transport links, affordable onsite childcare and secure parking – will become standard.

AUTOMATION

Robotics will be leveraged to improve safety and reduce costs, with semi-automated solutions widely retrofitted in highvolume operations. While Robots as a Service can reduce trial risks, most automation is expected to be purchased or leased. Implementation will also result in infrastructure changes, including robust electrical networks, larger dark stores and smoother mezzanine floors.

warehouses. Our racksack range supports this transition by making segregation easy while saving floor space. Alongside the original racksack designed for aisle ends, the collection includes the racksack mini for desks, nano for pallet trucks and rollcage, as well as trolleys.

Customers value the ability to stay compliant with the new law, avoiding potential fines and improving sustainability without major infrastructural investment.

W360: What role is automation or smart technology playing in your product development?

SG: As automation grows, warehouses still rely on accurate physical identification. Warehouse management systems, barcode scanners and automated mobile robots only work correctly when racking is correctly labelled and safety information is evident and legal.

As a result, automation hasn’t reduced demand for low-tech visual management – it’s increased it. Our role is to refine these essential products while supporting customers with smart tools behind the scenes.

AI-enabled building management systems will monitor heating, ventilation, lighting and security in real time, automatically adjusting conditions and guiding evacuations. AI will also connect legacy and modern systems, helping to streamline operations without costly upgrades. Cybersecurity will therefore be essential to protect against sophisticated, advanced threats.

More complex warehouses are raising new safety concerns and compliance requirements.

Auditors and insurers are scrutinising weight load notices, floor marking and impact protection more closely, meaning many sites are upgrading older systems. We’re also seeing ongoing demand for low-tech tools that safely separate staff and material handling equipment.

W360: How can your products support neurodiversity?

SG: More businesses are prioritising inclusive design and simple visual communication can make a meaningful difference every day. Many of our products naturally support neurodiverse colleagues by adding clarity, consistency and structure to busy environments.

Clear rack labels, colour-coded signage, defined floor markings and tools such as frames4docs, racksacks and other identification solutions all reduce cognitive load and make navigation easier.

W360: What advice would you give dealers looking to strengthen their warehouse offering?

SG: Focus on the essentials. Automated or not, every warehouse needs labelling, safety signage and visual management. It also pays to understand customers’ challenges; label specification or choosing the right fixing adds real value and builds trust quickly.

Average number of robots per UK warehouse in 2025

4.25

Finally, keep product information up to date, with sharp images, accurate data sheets and correct branding – professional presentation gives dealers a clear advantage.

GREEN ENERGY

The UK government aims for 70 GW of solar capacity by 2030 and recognises warehouse rooftops as an untapped resource, offering strong finance options and payback periods of 4-5 years. Warehouse roof space will therefore increasingly host solar panels and electrically powered vehicles will become standard, alongside lighter, recycled packaging to reduce transport costs.

7.52 Impact Express

INVENTORY

Consumers now expect choice, competitive prices and near-perfect availability, with fast delivery and simple returns processes. To maintain these service levels, warehouses need to hold more inventory, putting pressure on space. At the same time, ‘asset-light’ lifestyles mean people will shop more often and in smaller quantities, provided both price and product access remain steady.

Racksacks from Beaverswood

of UK warehouses have solar panels installed

UKWA Solar Toolkit 2025

The ten characteristics of a winning bid writer Drafting victory

Winning bids don’t happen by accident. They’re the outcome of exceptional planning, relentless persistence and the quiet determination of people who spend a potentially unhealthy amount of time obsessing over compliance matrices and word counts. The bid writer – often the unsung hero of the process – turns chaos into coherence and transforms technical detail into persuasive storytelling.

After years of working with bid teams across sectors ranging from transport to telecoms, defence to design, I’ve noticed a consistent pattern. The most successful bid writers share a blend of professional and personal traits that make them unusually effective.

Here, I’ve distilled these characteristics into ten defining professional traits. Few manage to harmonise them all perfectly; but when they do, the results often include trophies, bonuses and the quiet satisfaction of knowing they’ve beaten the competition yet again.

1. Excellent interpersonal skills

If a bid writer’s job title reflected reality, it might read ‘Chief Herding Officer’. Daily life revolves around persuading busy colleagues to hand over crucial information, convincing senior leaders to review drafts on time and occasionally providing light therapy to frazzled project managers.

The winning bid writer accepts this as part of the territory. Acting as the nexus of the bid process, they’re the person everyone calls when something’s missing or misunderstood. To thrive in this role requires clear communication, quick rapport-building and a blend of saintly patience with the persistence of a debt collector.

Interpersonal skill isn’t just about being likeable – it’s about being effective. It’s about knowing how to extract a coherent response from a subject-matter expert who speaks almost entirely in acronyms. It’s about being diplomatic when reminding the finance director that “competitive pricing” doesn’t mean “wishful thinking”.

Strong bid writers bring harmony to what could easily become bedlam. They unite a group of distracted contributors into a functioning and cohesive team – and do it all without raising their voices.

2. A sales mindset

At its core, a bid is a sales pitch – the art of selling without the luxury of a two-way conversation. The buyer can’t interrupt, ask clarifying questions or see the sparkle in your eyes as you describe the benefits of your product or service. The only voice they hear is the one on the page.

Winning bid writers understand this and treat every word as part of a sales process. They know that features describe, benefits persuade and evidence convinces. Empty adjectives are replaced with proof. Nothing is ever called “innovative” without showing what makes it so – and why that matters.

Think of it like selling a car: the losing bid says, “It has temperature-controlled leather seats available in a wide range of colours.” The winning one says, “The temperature-controlled leather seats ensure comfort on long journeys, reducing driver fatigue and improving concentration.” One tells; the other sells.

A true sales mindset isn’t about false enthusiasm or slick jargon; it’s about understanding what motivates the buyer and showing precisely how the proposed solution meets those needs.

Marcus Eden-Ellis is the Founding Director of Bid Perfect

3. Visionary thinking

A great bid isn’t merely a response to a tender –it’s a glimpse into a better world. Exceptional bid writers are part storyteller, part imagineer. They don’t just describe what will be delivered; they paint a picture of transformation.

The reader is taken on a journey: here’s where things stand now, with all the existing challenges and inefficiencies, and here’s where they could be – with the bidder’s help. The most skilled writers make this vision so vivid that the evaluator can imagine the benefits before they’re realised.

Strong bid writers bring harmony to what could easily become bedlam

In many ways, they’re architects of belief – film directors stage-managing scenes in which the customer is the central character and the supplier is the trusted guide. They recognise that emotion has a place even in the driest public sector procurement.

Visionary, however, doesn’t mean vague. A promise of “transformational excellence through synergistic collaboration” is just word salad. The winning bid keeps imagination tethered to evidence, with every bold claim securely anchored by measurable outcomes.

4. The power to predict the future

Some bids read as though the contract will last six months and the world will stop changing afterwards. Winning bid writers know better. They treat each submission as a living promise – one that must survive the shifting tides of technology, politics and economics.

They are part strategist, part fortune-teller – though with fewer crystal balls and far more spreadsheets. By analysing the market, anticipating regulatory changes and exploring how emerging technologies could reshape the service, they write about tomorrow and beyond as confidently as they describe today.

If you’ve ever read a bid that genuinely taught you something about your own industry, it was likely crafted by one of these writers. They don’t just answer questions; they expand the reader’s understanding.

This isn’t mysticism; it’s method. By examining trends through frameworks such as PESTLE (Political, Economic, Social, Technological, Legal and Environmental), they demonstrate foresight – leaving evaluators thinking, “These people get it. They’ll keep us ahead of the curve.”

5. Deep empathy for the customer

The golden rule of bid writing: it’s not about you – it’s about them. Losing bids read like corporate CVs with pages of history, capability and self-congratulation. Winning bids, by contrast, read like letters to the customer, written by someone who truly understands their goals, pressures and dreams.

Empathy allows a bid writer to inhabit the client’s world. They grasp the customer’s strategy, mission, competitive landscape, recent news and public commitments and reference these naturally, not as name-dropping but as genuine proof of alignment.

Imagine two bidders responding to the same question. One says, “We have extensive experience in facilities management.” The other says, “We recognise your priority to maintain safe, energy-efficient environments for staff and visitors. Our facilities management model achieves this by reducing reactive maintenance incidents by 25%.”

Which one inspires more trust? Empathy transforms a bid from a mere corporate broadcast into a meaningful conversation. It’s the difference between shouting and understanding.

6. Knows (and outsmarts) the competition

A bid writer who skips competitor research is like a general planning a battle without knowing who’s on the other side of the hill. Winning writers study their rivals closely, read between the lines of public awards, track who is delivering similar contracts and understand where others shine – and where they stumble. Armed with that intelligence, they craft a narrative that quietly exploits those weaknesses.

They never attack competitors outright – this isn’t a boxing match – but they highlight the strengths others can’t replicate. When rivals are cheap but rigid, agility and responsiveness take centre stage. When competitors boast local roots, the focus shifts to national consistency and resilience.

It’s narrative judo: using the opponent’s weight against them without ever saying their name. The evaluator finishes reading and thinks, “This response just feels stronger,” without quite knowing why.

7. Reads, understands, then reads again

It’s astonishing how many bids fail simply because the questions weren’t properly answered. Somewhere between the RFP and the submission portal, the writer (or SME) skimmed, assumed or misread.

Winning bid writers treat the tender as sacred text, reading it line by line, annotating, dissecting and then reading it again because hidden in those clauses are the keys to the marks.

They pay close attention to command verbs: describe, explain, evidence and demonstrate – each demanding

Losing bids read like corporate CVs with pages of history, capability and self-congratulation

a specific type of answer. Evaluation weightings are studied for clues and responses are structured to match.

To borrow a school analogy: they show all their workings because they know partial credit counts. They also read for nuance. A question about “community engagement” isn’t necessarily about volunteering – it might call for deeper detail on social value, local employment, reinvestment in the local economy or community leadership. Missing that nuance can mean missing points.

Ultimately, the strongest writers craft the answer the evaluator wants to tick every box for and award maximum points to.

8. Never assumes when the facts are available

The phrase “we think” has no place in a winning bid; nor does “approximately”. Skilled bid writers hunt for facts like detectives, tracking down the latest figures, confirming claims with subject-matter experts and ensuring that every statement can withstand any scrutiny. If something sounds uncertain, they either verify it or cut it.

Copy-and-paste is their mortal enemy. Recycled content carries the ghosts of past errors, outdated statistics, irrelevant examples and, occasionally, embarrassing references to a past client. Few things destroy credibility faster than leaving another customer’s name in by mistake.

Accuracy is persuasive. Hard numbers, current references and verifiable evidence give evaluators confidence that the bidder really knows their stuff. As a wise bid writer once said, “If it can be checked, it should be.” It’s a rule worth living by.

9. Exceptional time management (and a calm nerve)

Every bid writer has a war story about a 3 am deadline dash – the printer failing, the corrupted Word file, the frantic search for version ‘final FINAL (2).docx’. But the winning bid writer learns from those nightmares and never repeats them.

Timing is planned like a military campaign, with a clear sense of which sections are critical and which can be polished later. Review cycles, sign-offs and the inevitable delays caused by someone being on annual leave at the worst possible moment are all factored in.

Priorities are set, schedules maintained and, most importantly, deadlines enforced – not out of pedantry, but because last-minute panic is the enemy of quality. The organised bid writer’s calmness becomes contagious. While others run on caffeine and despair, they quietly submit a flawless document with an hour to spare. In the world of bidding, that’s about as close as it gets to serenity.

Time management isn’t glamorous, but it’s the invisible scaffold that holds everything else together.

10.

Learns through experience

The final characteristic separates the merely competent from the genuinely exceptional: reflection. Winning bid

At its best, bid writing is equal parts art and engineering

writers treat every submission as a learning opportunity, studying feedback – especially the uncomfortable parts – to refine their approach. They seek insight from reviewers and evaluators, keeping a record of what worked, what didn’t and why.

They also understand that experience can be a trap. Doing things “the way we’ve always done them” is the fastest route to mediocrity. Every customer is different, each evaluation team has its quirks and yesterday’s formula might fail tomorrow. In other words, they evolve.

Learning is also shared generously. Confident bid writers help others to improve, knowing that collective competence raises everyone’s win rate. To borrow a phrase from aviation: every landing is a lesson. The only mistake is failing to learn from it.

SO THEN…

…There they are: the ten characteristics of a winning bid writer. The diplomat, the salesperson, the storyteller, the futurist, the empath, the strategist, the analyst, the fact-checker, the timekeeper and the lifelong learner. Rarely do all ten traits inhabit one person at once; but when they do, you can often hear the faint drumbeats of victory before the submission portal closes.

At its best, bid writing is equal parts art and engineering – precision wrapped in persuasion. It’s about creating order from chaos, turning data into narrative and convincing a stranger that your version of the future is the one worth buying.

And when it works – when the “We are pleased to inform you…” email arrives – it feels like proof that carefully chosen, relentlessly refined words still have the power to change outcomes.

Act natural

Lyreco UK & Ireland has partnered with sustainability expert Heather White, founder of environmental non-profit OneGreenThing. Workplace360 caught up with her to discuss why progress starts with one simple step

Workplace360: OneGreenThing champions the joyful daily practice of small sustainability actions. Was there a lightbulb moment that inspired this mission?

Heather White: OneGreenThing grew out of my experience in environmental advocacy and policy and the realisation that more people need to see themselves as part of climate action. Many feel hesitant – worried about doing it wrong or being judged. So, rather than a single defining moment, the idea evolved from my desire to make sustainability more inclusive and approachable.

W360: What’s your overarching aim with OneGreenThing?

HW: My goal is to bring as many people as possible into the sustainability movement. Not everyone is a protester – though there’s certainly a place for that, especially among young people – but what happens after the protest? How do we create lasting change? Everyone has a role to play. Some might be Influencers, sharing best practices, trends and ideas to inspire innovation. Others might be Adventurers, embracing the outdoors and encouraging others to step beyond their comfort zones.

The environmental community often attracts a particular personality type – what I call the Wonk. We love diving straight into solutions. Earlier in my career, I’d often find myself saying, “Hi, I’m Heather, and I want to talk to you about microgrids” or “I’m so excited about battery storage for solar!” – instead of starting with the more important questions: “Who are you? How do you want to contribute?”

Ultimately, I want to build an intergenerational partnership for sustainability. Time is running out when it comes to the climate crisis, and this isn’t about holding hands and singing “Kumbaya”. It’s about helping everyone find the role that suits them – and through the daily practice of OneGreenThing, driving the culture shift needed to achieve the United Nations Sustainable Development Goals.

W360: You’ve referenced the Influencer, the Adventurer and the Wonk, which relate to your Service Superpower Assessment. How did that come about and how did you create it?

HW: The idea came from wanting to make climate action and sustainability feel less niche – to show that it can be an accessible way of life. You don’t have to live off the grid to be an environmentalist. I began by exploring individual behaviour change and the psychology behind it. James Clear’s Atomic Habits was a big inspiration, particularly his focus on how habits are shaped by identity. That got me thinking about how powerful identity is in driving behaviour change.

I’m not a psychologist – I’m a lawyer – but I began nerding out over the research and how deeply identity influences our actions. From there, I thought about the personality and behaviour assessments I’ve always enjoyed – think BuzzFeed quizzes, but more meaningful – and drew inspiration from frameworks such as MyersBriggs, StrengthsFinder and the Enneagram, which help people understand their strengths and how they engage with the world. I loved the idea of applying that to sustainability.

When developing the personality types, I based them on the people I’ve met and worked with over the past 25 years in the movement. I noticed patterns – different archetypes reflecting how people contribute. In a way,

it’s almost a self-help philosophy: once you identify your Service Superpower, you can start a daily practice – one green thing – rooted in that identity. That practice helps drive cultural change and eases some of the anxiety people feel about the future.

W360: You mentioned the intergenerational aspect and much of your work focuses on education. From your perspective, how important is it to connect OneGreenThing to the business world – and particularly to business leaders?

HW: From an intergenerational standpoint, climate change consistently ranks among Gen Z’s top three concerns. Some polls even show it as the number one issue globally for this generation because they understand how interconnected it is. Whether it’s housing, income inequality or civil rights, they see how everything is linked back to climate.

This isn’t about holding hands and singing “Kumbaya”

For Gen Z, sustainability isn’t optional – it’s essential. Business leaders need to understand that young people want to be seen. They’re deeply worried about the future they’re inheriting and that concern often manifests as real anxiety. They want reassurance that commitments are genuine and to have a voice in sustainability decisions.

Another key message from younger generations is the need to connect sustainability to profitability, engagement and productivity. A friend of mine talks about human sustainability. The idea is that without a workforce that’s mentally, emotionally, socially and physically healthy, and without protecting our environment, business results will inevitably suffer.

Her concept ties directly into my work on eco-anxiety – it’s all connected. Business leaders must recognise

that sustainability isn’t just about the environment; it’s about people too.

W360: You’ve written a book on eco-anxiety, so there’s a lot to unpack – but how would you describe it in a nutshell?

HW: From a psychological standpoint, the American Psychological Association defines eco-anxiety as “the chronic fear of environmental doom”; while the Oxford English Dictionary describes it as “unease or apprehension about the environment caused by human activity and climate change”.

My own definition is a little broader. I see eco-anxiety as worry and uncertainty about the future because of climate change. It’s not just fear of environmental collapse; it’s a concern about what kind of world we’re leaving for future generations.

That’s part of why I developed OneGreenThing. It offers a simple entry point: here’s something you can do. The focus is on practice – demonstrating that small individual actions matter.

W360: You’ve partnered with Lyreco in the UK. I believe this is your first partnership outside the US?

HW: Yes. Mike [Milward, Lyreco UK & Ireland Managing Director] and Andrew [Bryers, Sustainability Director] were

GOOD THINGS

As part of Lyreco’s partnership with OneGreenThing, it has launched the Goodness Resource Hub – a collection of free, curriculum-linked sustainability activities for Key Stage 2 and 3 students. Covering topics from climate change and biodiversity to diversity and inclusion and waste reduction, the resources give young people practical ways to explore environmental issues both in and out of the classroom. The resource hub is supported by Rubbermaid Commercial Products and Sylvamo’s REY Paper brand. Lyreco is also offering OneGreenThing’s Service Superpower Assessment, a free tool that helps individuals uncover their personal sustainable superpower. It reveals how your unique strengths can make a real difference and comes with a seven-day action plan to get started. Take the quiz: riddle.com/ view/clr40gOY

very persuasive. Gen Z can sense authenticity and Lyreco really delivers. I’m especially excited because we’ll be working with schools, helping young people see themselves as part of the movement.

Even taking the Superpower Assessment can be powerful: it encourages students to reflect on how they can personally contribute to sustainability.

What excites me about Lyreco is that the team truly walk the walk – but they also embrace joy. It’s refreshing to have a partner genuinely focused on making the most of what it has to encourage people, especially young people, to think about a greener, healthier future.

W360: If you could give a small business owner one piece of advice, what would it be?

HW: Just do one thing. Choose a single area – whether that’s sourcing, recycling, food waste, or even your fleet – and focus on that. Having employees take the Superpower Assessment can also help you approach sustainability in a way that’s authentic to your brand. Find out what resonates and begin there.

USEFUL LINKS

• Lyreco UK & Ireland and OneGreenThing: why.lyreco. com/insights/lyreco-goodness/lyreco-partnerswith-onegreenthing-to-empower-climate-action

• Lyreco Goodness Resource Hub: why.lyreco.com/ lyreco-goodness/resources-for-education

• OneGreenThing: onegreenthing.org

Another key step is to simply talk about it. Employees often have great ideas and want to be part of the solution. Small business owners also have to accept imperfection. Science and best practices evolve and sometimes a decision – whether it’s about packaging, vehicles or something else – may no longer be ideal once new information emerges. Sustainability is a continual learning process. The important thing is to try your best, act on what you know and adjust as you learn more. That’s how meaningful progress happens.

The climate crisis is the greatest challenge of our collective lifetime, and everyone needs to play their part

W360: With so much information out there, a lot of people just give up.

HW: Exactly. That’s where OneGreenThing comes in. When you feel stuck, you can still take one small action each day and while on an individual basis it won’t change the world – skipping a paper straw won’t solve everything – it can shift culture, because we all influence our communities. When enough people act, it makes a real impact.

I’m a philanthropist and Wonk at heart, so naturally I want to analyse every climate solution from every angle. But real change happens when actions are internalised personally and authentically – when they align with our individual strengths.

The climate crisis is the greatest challenge of our collective lifetime, and everyone needs to play their part. That’s the purpose of this approach: helping people see their role in global change and realising that small, daily efforts contribute to a healthier, greener, more just world.

There can be a lot of gatekeeping within the environmental community. Someone might think, “I love to travel, so I can’t be involved.” But no one expects you to take a bus from London to Texas – it’s about doing what you can while culture and systems evolve.

Big shifts, such as alternatives to jet fuel, will take time – but they will only happen if we start changing culture now and asking for solutions.

OneGreenThing founder Heather White

Beyond the page

The future of print is consultative, connected and carbon-conscious

The print and imaging category continues to evolve, shaped chiefly by hybrid working practices and a sector-wide push for sustainability. These forces are also driving a series of knock-on effects – from the increase in A3 machines and heightened security protocols to the rise of cloud-based solutions and a decisive move away from purely transactional sales. Together, they are redefining customer expectations for print infrastructure and expanding the definition of value beyond the page. For dealers, the direction is clear: the future of print lies in smarter, greener, service-led solutions.

The market is increasingly consultative, where dealer expertise, sustainability credentials and digital integration deliver lasting value. As Fujifilm Europe Head of Device Technology & Partner Channel Sales Matthew Wrighton notes, the conversation is no longer about how much organisations print, but about uptime, efficiency, sustainability and security.

Cloud-based print management has become standard, enabling businesses to control, monitor and secure their entire print estate remotely. Epson UK Office Print Product Manager Dan Wogan explains: “Integration with platforms such as SharePoint, OneDrive and Docusoft enables documents to be scanned, indexed and encrypted automatically and this level of workflow automation is increasingly viewed as a baseline requirement.”

He encourages dealers to partner with software providers to deliver “complete digital workflow packages, from secure capture to indexed storage and even usage-based billing models such as pay-per-scan”.

The conversation is no longer about how much organisations print, but about uptime, efficiency, sustainability and security

BORDERLESS PRINTING

Client expectations have accelerated in the wake of hybrid and digital-first working and customers want devices that operate seamlessly across locations, supporting employees in the office, at home or on the move. Hybrid working has also reshaped buying priorities – which, says JGBM Marketing Manager Melissa Doran, has led to strong growth in A4 devices. She also notes that the print and imaging sector is seeing “great momentum” in the transition from laser to high-performance inkjet, particularly for workgroup and business environments. “Inkjet is now recognised as a

more energy-efficient, lower-maintenance alternative, aligning with sustainability agendas,” she adds.

At the same time, A3 still plays a critical role for heavier workloads and collaborative tasks. Wrighton highlights this balance, explaining that while A4 devices dominate day-to-day operations, A3 is indispensable in high-volume, quality-sensitive environments where reliability is crucial. This is particularly true in sectors that depend on robust document handling. Katun General Manager EMEA Heidi Boller points to strong uptake in “healthcare, education and legal due to its ability to handle a variety of document sizes while ensuring sensitive materials are managed securely”.

This is creating fresh market potential, with Kyocera Document Solutions UK Product Marketing Manager Trevor Maloney predicting significant opportunities in 2026 for vendors and dealers targeting these sectors. His view is echoed by Chris Bates, Director Print & Supplies at TD SYNNEX UK & Ireland, who also points to a continued appetite for A3 as more organisations internalise print capability.

For many companies, however, selecting and managing the right mix of devices remains a challenge. David Forshaw, Services Director at Paragon Works, still sees businesses with limited visibility of their print estates. Audits, he says, frequently uncover fragmented, ageing fleets, high running costs, weak security protocols and no insight into environmental impact. Hybrid working has compounded this, with employees

buying small standalone devices that fall outside central management and carry disproportionately high consumables costs.

Dealers that simplify these decisions and offer clear, strategic guidance are delivering meaningful value at a time of rapid workplace change. And it’s not just about efficiency: security and compliance are also central.

LOCKED DOWN

“As printing often takes place across various print sites, security is paramount,” says Trevor Weldon, Channel Director – Print at Paragon Business Essentials. He states that customers expect authentication, controlled access and secure data handling, with encryption, access control and patch management built in.

As Greig Millar, Brother UK’s Chief Revenue Officer, puts it: “Security has, understandably, risen rapidly up the agenda. Many firms are re-evaluating the risks within their print infrastructure following a spate of high-profile cyberattacks.

“Secure-as-standard devices, user authentication, data encryption and full visibility of the document journey are now baseline expectations. Dealers have a growing role to play in helping customers build fleets they can trust without creating more administrative pressure for IT teams.”

80%

of UK businesses view sustainability as a key driver of technology investment decisions PwC Green Jobs Barometer

Print isn’t siloed anymore: it’s part of broader digital document ecosystems

JGBM’s Doran emphasises that risk extends to physical documents themselves: “With printed output continuing to be a data compliance risk, organisations are demanding secure-release printing, user authentication and GDPR-compliant audit trails. Dealers must guide customers beyond just hardware, offering integrated security solutions and educating them on print vulnerability in the broader IT landscape.”

It’s a shift that’s pushing security thresholds higher across every layer of the print environment. Forshaw says the expectation is that we start at a zero-trust position and build from there in both the devices and support offered. “This is especially important within a hybrid environment as cheap transactional products have been purchased and linked via a normal home hub,” he notes.

Manufacturers are responding with more structured frameworks. Canon’s 15-Step Security Roadmap covers every layer of the print environment, from device hardening and access control to monitoring and employee awareness. In addition, the vendor’s Subscription Security Services provide businesses with the foundations for managing and securing their print device fleets under a unified security policy.

Says the company’s UK & Ireland Marketing Director for Digital Printing & Solutions, Khalid Aziz: “Subscription-based print services are another way to accelerate growth, helping customers to maintain product performance and efficiency, while offering dealers alternative revenue streams.”

Maloney highlights the strong demand for highperforming, reliable compliance and security features as prime opportunities. These include enhanced scanning tools with built-in compliance checks, encryption and audit trails, which are particularly valuable in heavily regulated industries. For dealers, translating technical security measures into tangible business outcomes –

36% &31% of organisations now use refurbished and remanufactured print hardware, respectively Quocirca Sustainability Trends Report 2025

reduced data risk, compliance assurance and operational confidence – builds trust.

Security-led MPS, compliance audits and continuous monitoring shift the conversation from product supply to strategic partnerships. “Data security will become even more critical and features like encryption, secure print release and user authentication will shift from ‘nice-to-have’ to standard expectations across modern MFPs,” suggests Katun’s Boller.

Maloney emphasises: “Dealers must position themselves as trusted advisers in this equation, offering in-depth expertise across all security and compliance considerations in the print environment.”

MACHINES THAT THINK

Building on the need for secure, well-managed print environments, dealers are now also navigating a wave of technological change. AI, automation and cloudbased management are shifting the focus from devices and page counts to measurable business outcomes.

Maloney explains: “Print isn’t siloed anymore: it’s part of broader digital document ecosystems, so it’s important printing devices integrate seamlessly with other business applications, especially cloud-based collaboration platforms and automation tools.”

Smart MFDs now act as intelligent endpoints, feeding data into platforms that track performance, forecast maintenance needs and automate replenishment. This predictive capability enables proactive service, reducing downtime and emissions.

AI extends this further – identifying usage patterns, optimising fleets and generating insights that help customers lower costs and measure environmental impact. Aziz believes the next two years will see continuing evolution of AI, with devices powered by data-driven analytics becoming the standard.

TD SYNNEX’s Bates agrees: “AI is being used to make automated processes and managed services even better and more efficient. If dealers are not already offering some form of MPS, they could be losing business.

“With our OpenMSP offering, they can add a simple MPS service, covering all vendors to their portfolio without making any upfront investment.”

SUSTAINABILITY AS STANDARD

Meanwhile, sustainability has become a defining principle in print. From remanufactured supplies and recyclable consumables to carbon-neutral papers and circular initiatives, environmental performance is driving product development and purchasing decisions.

“Brother has invested heavily in pioneering remanufacturing,” reports Millar. “We remain the only vendor to remanufacture both ink and toner consumables. We believe this approach should become the default across the sector – for the benefit of both customers and the environment.”

And the conversation has expanded beyond IT. Epson’s Wogan notes that finance and sustainability teams are now leading evaluations of technology investments, focusing on energy savings, emissions reduction and regulatory compliance.

John Roche, CEO of print procurement specialist Haybrooke, adds that environmental responsibility has now shifted from a CSR talking point to a board-level imperative, with businesses seeking measurable impact through reduced waste, lower energy use and circularity in print assets and consumables.

Smart sourcing, right-sized fleets and print-ondemand workflows support sustainability goals, with those dealers able to quantify savings standing out in tenders and contract renewals. Paragon’s Weldon points out that sustainable products and practices provide a powerful sales USP, with companies holding platinum EcoVadis status capturing a growing share of the market.

Manufacturers are building sustainability into every new generation of devices. Fujifilm’s Wrighton highlights that MFPs now use less energy and fewer consumables, last longer and feature modular components for repair and refurbishment. Aziz cites carbon-neutral papers such as Canon’s Red Label Zero and ink cartridge recycling

programmes as examples of sustainable practices across the wider supply chain. Innovation continues with heat-free printing, refillable ink systems, biodegradable substrates and water-based inks. Katun’s ecoKAP toner cartridges, for example, can be refilled up to three times, extending their lifecycle and lowering per-page costs.

Circular initiatives such as TD SYNNEX Renew facilitate the take-back, refurbishment and reintegration of devices into the value chain. Says Bates: “Through our Renew service, we can work with dealers to take back older products to ensure they enter the circular economy. It’s a really good way for dealers to add value.”

Manufacturers are building sustainbility into every new generation of devices

Meanwhile, services such as JGBM’s EcoScore bring transparent product ratings to dealer websites and e-commerce platforms. “EcoScore is a unique sustainability rating system for office tech, helping dealers clearly showcase product eco-credentials, differentiate themselves in tenders and support customers’ ESG goals,” explains Doran.

The message is clear: sustainability sells. Dealers that embrace circular initiatives, provide take-back and recycling programmes and help customers offset emissions through schemes such as PrintReleaf will position themselves as strategic advisers. Katun’s Print It, Plant It programme, in partnership with PrintReleaf, lets customers offset their printing impact by planting trees. “Dealers can leverage these ESG initiatives as powerful sales differentiation,” says Boller.

The next phase of transformation will be driven by sustainability, deeper AI integration, greater simplicity and stronger security. Boller predicts these forces will reshape the print and imaging landscape over the next 12-24 months. As Roche states: “The landscape may be changing, but the dealer’s role remains critical. Those using insight and automation to add value, rather than volume, will thrive in this new era of workplace print.”

Workplace supplies and AI. It might sound crazy, but there’s a compelling case for how AI might apply to this traditionally staid industry. I’ve been in the channel for over 25 years, mostly working with independent dealers on their managed print programmes – a sector that has taken a significant hit. The pandemic certainly didn’t help, as many people left the office and, unfortunately, never returned. Our customers and the way we work with them are changing. Whether we like it or not, our channel is evolving in ways we aren’t 100% ready for.

A couple of years ago, I was introduced to this “crazy new toy” called ChatGPT. It was an early iteration, full of hallucinations and restrictions on how much you could use it. But I knew right away after questioning it and having it help me research supplies and parts for an HP printer that this was a game-changer. No more hours

Googling to get answers. Fast forward to today and my company works with organisations to get their AI strategies right.

This brings us back to the workplace supplies industry. Like the customers you serve, you have broken workflows: “busy work” getting in the way of meaningful work. AI isn’t just for writing; it’s a versatile tool that can enhance various aspects of business operations. Here are five key ways AI can be applied in your dealership today:

• AI meeting assistant: I use AI in every one of my Zoom and Teams meetings. Many of the leading tools in the space (I use timeOS, but you may have seen Otter.ai or Firefly) allow me to customise summaries to match my workflow, but you can also just do chronological if that’s your thing. Imagine not

How AI is redefining the workplace supplies industry

From paper clips to

having to worry about jotting down every detail during a meeting and instead focusing on the discussion, knowing that AI will provide a comprehensive summary afterward.

• Data analytics: If you aren’t quite getting the most out of your reports (and who is?), AI can really help here. You can upload structured or unstructured data and have a conversation with that data. It’s like being able to create any report you want on the fly – no Excel or data science degree required. I remember one instance where AI helped me analyse a complex set of sales data in minutes, which would have otherwise taken hours of manual effort.

• Research assistant: If I’m writing an e-guide or an article that requires a deep understanding of topics I’m not familiar with, I no longer use Google. I use ChatGPT, Claude or sometimes even Perplexity.ai. These tools cut through the noise and get straight to the point, providing reliable sources without the hassle of paid ads. This is invaluable when you’re trying to get a handle on a new product line or market trend quickly.

• Trainer and education specialist: You can train AI on very specific bodies of knowledge – let’s say the different lines of furniture you sell and their value propositions. A custom GPT can then be created to train and quiz your salespeople to ensure they understand the product line better than ever. Bonus: they can use the same custom AI during a sales call to have instant access to information that may be the difference between winning and losing a deal. It’s like having a personal coach in your pocket.

• CRM integration: It takes the average person, if they’re doing it correctly, an hour to an hour and a half every day to update their CRM. Don’t do this anymore – let AI do it. Most solutions, such as the one I mentioned for call summarisation, have integrations with leading CRMs like HubSpot. Imagine a manager being able to review call notes moments after a call and give actionable feedback to the sales team. It’s a game-changer for keeping everything streamlined and focused on selling rather than data entry.

BUT

BEFORE YOU “AI”

… Before diving into AI applications, it’s crucial to ensure safe and responsible usage. Here are three essential guidelines that we always help our clients to establish:

1. Build a company AI use policy: Clearly define which AI tools are used and for what purposes. Just as businesses standardise email or other essential tools,

AI is not just a tool for the future

AI usage should be similarly regulated to ensure consistency and security.

2. Use a corporate-grade AI toolset: Opt for secure, enterprise-grade AI solutions like ChatGPT Team, which offers private workspaces and compliance with data protection standards such as SOC 2. Avoid free or basic versions that may not provide adequate security measures.

3 Assess your needs: Begin by identifying specific challenges within your workflows, then seek AI solutions tailored to address these issues. This problem-focused approach ensures that technology investments are targeted and effective, rather than using AI as a one-size-fits-all solution.

In the coming issues, I’ll delve deeper into specific AI applications tailored to the workplace supplies channel. These explorations will provide practical insights and strategies to help you optimise your operations and stay ahead in a mature market. AI is not just a tool for the future; it’s an essential component of today’s business strategy.

West McDonald is founder of GoWest.ai and a recognised expert in AI solutions, with extensive experience across various technology sectors

CLIMB OF LIFE MARKS FUNDRAISING HIGH

Harsh weather met even stronger spirit for the 2025 Climb of Life

More than 100 participants from the UK business supplies community took part in the 2025 Climb of Life (COL), raising £103,215 for the Institute of Cancer Research (ICR).

Climbers faced some of the toughest conditions yet, with gale-force winds, bitter cold and challenging terrain testing them throughout the day, thanks to Storm Claudia. Although everyone returned safely, many finished with scrapes and bruises – a reminder of the physical demands of the event.

COL founder Graeme Chapman MBE thanked the organising committee for their support and announced that the “fabulous four” – Frances and

Jason Stephen, and Andrew and Susie Stacey –will take over the running of the climb. Phillip and Heather Lawson have stepped down from the committee, while Graeme and Ruth Chapman will continue to offer support.

“It’s been a privilege to help organise the event over the last seven years,” said Phillip Lawson. “On behalf of the ICR, my thanks go to Graeme, my fellow committee members, our magnificent walk leaders, the many participants from the industry and our fundraisers – especially OPI and Hamelin – for the support we’ve received. The event is in great hands going forward.”

COL 2026 will take place on 13 November, once again based at the Swan Hotel in Grasmere.

HEADLINE ACT

The Society of Old Friends gathered for its 2025 Autumn Dinner at the DoubleTree Hilton near the Tower of London for an evening that was as memorable as it was meaningful. With 100 members and guests in attendance, the event was a celebration of tradition and storytelling.

Presiding over the evening for the final time was Workplace360 CEO and Society President Steve Hilleard, who opened with a blend of heartfelt reflection and humour. His welcome remarks set the tone for the night, noting the impressive turnout and joking that the presence of guest speaker Clive Myrie may have had something to do with the noticeable rise in female attendees.

Myrie’s 40-minute address captivated the audience with stories drawn from his decades as a BBC journalist. He took guests on a journey across continents and conflicts, sharing his experiences reporting from war zones.

His reflections on diversity, identity and the role of the BBC were both powerful and poignant, while his warmth and humility were evident throughout. The standing ovation he received was well deserved.

In every sense, the 2025 Autumn Dinner was a triumph – a night that honoured the past, embraced the present and looked forwards to the future with optimism. It was a fitting finale to Hilleard’s presidency and a shining example of what makes The Society of Old Friends so special.

TGrit, glitz, glory

From rising stars to lifetime legends, the BOSS Awards honoured excellence across every corner of the industry

he annual BOSS Awards returned on 27 November, hosted in style at Manchester’s Kimpton Clocktower for a glamorous black-tie evening. As ever, the event drew the cream of the UK workplace supplies industry, gathering leaders, innovators and rising stars under one roof for a night of celebration.

Guests enjoyed an elegant mix of fine dining, sparkling conversation and lively entertainment, all while raising a toast to the achievements and successes that continue to shape the sector.

THE 2025 WINNERS WERE:

Brand Excellence

ACCO Brands – Kensington EQ

Business Leader of the Year

Andrew Gale, evo Group

Campaign of the Year

Avery for Every Space

Dealer of the Year (over £5 million)

Quills Group

Dealer of the Year (under £5 million)

Aston & James

Diversity and Inclusion Award

Lyreco UK & Ireland

E-business Award

Durable UK

Independent Retailer Award

Axminster Printing

New Product of the Year

ACCO Brands – Leitz IQ OptiMax shredder

Outstanding Team of the Year

Exertis Supplies Operations Team

Professional of the Year

Julie Hadley, evo Group

Rising Star of the Year

Amy Mettam, Banner

Service Provider of the Year

Prima Software

Sustainable Leadership Award

evo Group

Sustainable Leadership – Most Improved ExaClair

Wholesaler of the Year

VOW Wholesale

Unsung Hero Awards

• George Kourti, Dynamic Office Solutions

• Jonathan Crosbee, YPO

• Neil Empson, ExaClair

• Henry Barker, Paperstone

• Rahid Quereshi, VOW Wholesale

• Sally Beach, Banner

• Vicki Gordon, Hamelin Brands

• Sarah Whale, VOW Wholesale

Unsung Hero Team Award

BOSS Business Supplies Charity Trustees:

• Kelly Hilleard

• Philip Wesolowski

• Debbie Nice

• Mike Gowen

• Graeme Chapman MBE

• Frances Stephen

• Sara Bennett

• Liz Whyte

• Lawrence Savage

• James Webb

• Sally Williamson

• Katie Metcalfe-Roberts

• Jade Wilson

BOSS Apprentice of the Year

Lily Ormrod, A4 Laser Labels

Lifetime Achievement Award

Arthur & Simone Hindmarch, Commercial

Congratulations to all the winners.

Future leaders step forward

The 2025 Leaders of the Future (LOTF) Conference delivered a masterclass in effective strategy execution

From start to finish, the LOTF Conference on 27 November not only met its ‘Strategy Unlocked: Think, Plan, Win’ brief, but surpassed it.

Held at Manchester’s Kimpton Clocktower and attended by approximately 65 delegates, the day opened with an outstanding keynote from multi-awardwinning global marketing leader James Peach. Known for shaping brands such as Uber, Innocent Drinks and Vinted – and for cycling 41,000 km around the world – he urged delegates to abandon the idea of ‘winging it’ and instead embrace clear frameworks that provide structure and confidence when navigating uncertainty.

Building on this, he delivered a stark warning: “Activity without strategy is just noise.” This message was highlighted throughout the highly interactive session, giving attendees sharp, actionable takeaways they could apply to their personal and professional journeys immediately.

Practical skills

sector-wide collaboration, McDonough shared hands-on guidance on how to excel in leadership roles.

He encouraged delegates to begin by defining what success means to them, and to determine the skills required to achieve it. Success, he reminded the audience, is built by teams rather than individuals. Echoing themes from the keynote, he reinforced the importance of accepting failure as part of development.

Honest conversations

The final panel brought together industry leaders: Simone Hindmarch, Commercial Managing Director; Kristine Humphreys, Commercial Director at Avery UK; Matt Balcombe, Exertis Supplies Managing Director; and Simon Brooks, Managing Consultant at Consilium Consulting. Each of these speakers shared candid reflections on career lessons and the importance of empowering emerging leaders to speak up.

Activity without strategy is just noise

Following the keynote, BPIF Training delivered three focused workshops on turning strategic thinking into everyday proficiency. The audience explored what effective leadership looks like today – from building trust and adaptability within teams to using coaching and mentoring to develop talent and embed continuous learning. The programme also covered how to identify and engage key stakeholders through clear communication and thoughtful interaction. The conference then shifted to industry insight with a presentation by Aidan McDonough, Chairman of BLOC Group. Drawing on a career spent championing

Together, they emphasised that inexperience can be a superpower which brings fresh thinking and stressed the value of stopping to fully understand a situation before shaping a strategy.

The 2025 LOTF Conference delivered exactly what the sector needs: a space for rising talent to build leadership skills and connect with forward-thinking voices. It was a day defined by optimism and one that left attendees ready to lead with purpose.

If you’d like to join the Leaders of the Future committee and help inspire the next generation of industry talent, contact: hello@bossfederation.co.uk

How community shapes who we are

Giving back

I’ve always believed that business should do more than just make a profit – it should make a difference.

At Dynamic Office Solutions, we’ve been fortunate to build a thriving company, but what’s truly rewarding is using that success to give something back. One of the causes closest to our hearts is Mother Christmas, a local initiative we’ve proudly supported since 2022.

For those who don’t know her, Mother Christmas and her team bring joy to families who might otherwise go without during the festive season. From children’s gifts and food parcels to warm coats and essential items, her work is built on kindness, compassion and an unshakable belief that every child deserves to feel the magic of Christmas.

Each year, our team rallies behind the campaign –collecting donations, wrapping presents and helping to deliver hundreds of parcels to local families. What began as a few boxes in the warehouse has grown into a company-wide effort, with everyone contributing in their own way. Watching that sense of unity unfold is one of the most powerful reminders of what community spirit truly means.

BEYOND GIVING

For me, philanthropy is so much more than just giving money. It’s being willing to give time, energy and care. It’s about showing that business and compassion can –and should – coexist. When you see the difference that even small acts of kindness can make – a child smiling; a parent feeling seen and supported – it changes your perspective on what success looks like.

Carl Verlander is CEO of Dynamic Office Solutions

Supporting Mother Christmas has also brought our own team closer together. It’s reminded us that empathy and generosity don’t end at the office door. They shape how we lead, how we collaborate and how we show up for one another every day.

As we approach another busy festive season, I’d encourage any business – large or small – to find a cause that reflects company values. Get involved. Use your platform for good. Because when we give back, it doesn’t just help others; it strengthens the bonds that make our communities and our workplaces thrive.

To find out more about Mother Christmas and the cause, visit mother-christmas.co.uk.

It’s about showing that business and compassion

Harry Taylor,

Head of Sales & Marketing, Townley Office Supplies

Who is your hero?

Who is the most famous person you’ve met?

Most recently, Tom Skinner: the man, the myth, the “BOSH!” legend himself.

My mum. She’s the glue that’s held everything together – raising three kids while running a business for over 20 years. She’s living proof that superheroes don’t always wear capes.

What’s something you’ve done that no one would believe if you didn’t have proof?

Back-to-back birdies on the 17th and 18th holes at Lullingstone Park, on what felt like the hottest day of the century. For anyone who knows my golf game, witnesses were needed.

What is one thing people would never guess about you?

I can solve a Rubik’s Cube in under 90 seconds. Not exactly a skill I use at work… but it’s a crowd-pleaser.

Favourite sport?

Golf. I’ve caught the bug badly and it’s by far the most expensive hobby I’ve ever had.

Name three items on your bucket list.

Fly a plane; tour the US in an RV; play a round of golf with Bryson DeChambeau.

Favourite holiday so far?

Marrakesh. I was lucky enough to stay within the Medina walls, which gave me a real taste of the culture. The colours, the chaos, the food – unforgettable.

What’s your favourite place to visit?

The Lake District. It’s a family tradition, packed with great memories, plus the lack of phone signal is a perfect excuse to dodge work calls!

What’s the most extravagant online purchase you’ve ever made?

Through the company, I once ordered a pallet of glowsticks for a client.

Rave, anyone? Personally, the most extravagant has to be a last-minute trip to Amsterdam.

If you could instantly acquire one skill, what would it be?

Speaking multiple languages.

Best show you’ve ever been to?

The Lion King. It’s been years, but the performance was unforgettable. I’ve never been a musical fan, but the way they brought that story to life was mesmerising.

Strangest thing you’ve ever eaten?

Not the strangest, but certainly the worst: a raw egg. One and done. Never again.

How do you start your day?

With a cold shower. It was brutal at first, but now I genuinely can’t function without it.

What’s something new happening in your life right now?

Golf has taken over my weekends (and my wallet). On the professional side, I’ve been thrown into the deep end with business decisions, corporate events and meeting some incredible people. It’s fast-paced, but I’m loving it.

Where is the one place you’ve always dreamed of going?

Miami. I’d love to experience the lifestyle there: the energy, culture and maybe a round of golf in the sunshine.