Workplace360 Issue 21. July August 2025

business supplies and beyond

business supplies and beyond

FOUNTAIN OF YOUTH

Sustaining a vibrant and progressive industry requires more than innovation, product development and diversification in its many forms. It also needs a never-ending supply of young individuals who can drive new trends, champion best practices and help cultivate a dynamic workplace culture that serves the needs of both employers and employees.

Like every other sector, ours also sees a degree of transience among younger professionals, many of whom gain valuable experience before moving on to pastures new. Yet there exists a notable contingent who choose to remain, building long-term careers in the workplace supplies arena. Their continued presence enriches and stabilises the industry.

There exists a notable contingent who choose to remain, building long-term careers in the workplace supplies arena

In recognition of this, we are proud to present our inaugural ‘40 under 40’ – a celebration of exceptional individuals who are helping to define the present and future of our sector. Some will be wellknown to readers, having already made their mark publicly. Others operate away from the limelight, quietly shaping the fabric of our industry. Together, they represent the next generation of leadership and vision. The full list begins on page 24.

On the subject of talent, I would like to say a huge thank you to Maisie Wright (pictured), who recently spent time with the Workplace360 team to gain insight into the world of magazine publishing. During her placement, Maisie produced two excellent pieces for this issue, including interviewing Sovereign’s James Mckeever about his new book (read Stepping into your power suit on page 42) and a report on the BOSS Business Supplies Charity fundraising day (page 52). If her curiosity, professionalism and flair for writing are anything to go by, the future of journalism is indeed in capable hands.

Also looking to the future are the sister duo behind Connect Office Supplies. Despite leading a compact team, their ambition is considerable – a testament to the resilience and entrepreneurial spirit that continues to define the dealer community. Long may that spirit endure (read Fresh perspective on page 10).

Michelle Sturman, Editor

EDITORIAL

Workplace360 Editor

Michelle Sturman 020 7841 2950 News Editor

Head of Media Sales Chris Turness 07872 684746

Chief Commercial Officer Jade Wilson 07369 232590

Digital Marketing Manager

Aurora Enghis

Student Maisie Wright hard at work in the Workplace360 office during her work experience

why diversification is not a silver bullet for sales – but is a golden opportunity to reposition your business

48 Workplace design

WORKTECH Academy and Ab Rogers explore how healthcare design can inspire better workplaces

50 Review Nemo Office Club’s annual conference was chock-full of ideas and energy

52 Heart of the industry

The BOSS Business Supplies Charity hits another high note with its Charity Day 53 Heart of the industry

The Society of Old Friends Summer Lunch brings the sector together

VOW

Remmer

Shareholders approve dealer group merger

The shareholders of Integra Business Solutions and Office Friendly have approved the merger of the two groups, although the official transfer was still awaiting FCA approval at the time of going to press. Once completed, Integra CEO Aidan McDonough will assume the role of Chairman, while Office Friendly’s Jeanette Caswell has been named Managing Director of the newly formed BLOC Group.

“It’s a pleasure to be able to confirm the coming together of Integra and Office Friendly and the beginning of a new exciting chapter as the BLOC

Acquisition for Office Supplies Now

Office Supplies Now (OSN) has acquired the goodwill and assets of West Yorkshire dealer Dennons. Dennons has been trading since 1964 and was founded by the grandfather of Managing Director Christy Barker. Barker has now joined OSN in a business development role.

“I know how much of a big decision it’s been for Christy and Nigel [Barker], so a huge thanks for trusting us to continue looking after many valued customers,” OSN Managing Director John Fitton said.

Group,” said McDonough. “This is a bold step forward in creating a stronger, more agile organisation that’s better positioned to serve our members and key partners in an evolving marketplace.”

Caswell added: “The creation of BLOC represents a new era for the dealer community. Through greater economies of scale and our combined expertise and resources, we look forward to unlocking new potential for growth, collaboration and long-term success. We’re incredibly excited for what lies ahead and want to take this opportunity to thank our members and partners for their continued support.”

The integration process is already in motion, it was confirmed, with both organisations “working towards a smooth transition”.

Another acquisition for Quills

Quills Group has made its second acquisition of the year with the purchase of Online Office Products. The dealer completed the deal on 1 July, further strengthening its position in the workplace supplies market. Online Office Products (OOP), based in Somerset, was founded and run by Mike and Jayne Martin, who have now sold the business to Quills as part of their succession plans.

Mike Martin said the move would “support the company’s future growth and provide long-term value for customers under new ownership”. He added: “Partnering with Quills ensures our clients will benefit from even greater resources, innovation and product choice while maintaining the service standards they’re used to.”

OOP team members will join Quills as part of the transaction. Martin himself will remain with the business for the next 12 months to assist with the transition, working alongside Quills Sales Director Tom Davinson.

Davinson commented: “Mike and Jayne have built a fantastic business and we look forward to honouring that legacy while expanding our offering with enhanced services and sustainable workplace solutions.”

Earlier this year, Quills announced the acquisition of Office Profile’s supplies division, continuing its expansion strategy through targeted takeovers.

Jeanette Caswell and Aidan McDonough

Elliot Jacobs

UOE poised for massive growth

UOE has been appointed to operate a further 30 Post Office locations across London and the Home Counties. The business – run by Elliot Jacobs –will take its number of stores to 40 by the end of August. Employing around 250 people, the expanded company will serve around nine million customers a year.

The new outlets include well-known London locations such as Baker Street, Golders Green, High Holborn, Knightsbridge and London Bridge, as well as town centre Post Offices in Milton Keynes, Oxford, St Albans and Windsor.

“Over the coming weeks and months, we’ll be transforming the existing Post Offices, onboarding and building out our teams and capability with the best talent around, and creating something that has never been done before,” stated Jacobs. “We are about to begin the most exciting retail project in the UK right now.”

Ryman introduces cartridge recycling scheme

Ryman recently launched an ink cartridge recycling initiative, offering customers rewards for returning used cartridges to its stores. Under the scheme, customers will receive £1 in Ryman Rewards points for each external print head cartridge – which can be reused – they return. For other types, including ink tanks and toners, Ryman will recycle them into component parts and customers will receive 50p off their next cartridge purchase.

The retailer highlighted that approximately 500 million ink and toner cartridges are discarded into landfills every year, with each one taking over 1,000 years to decompose.

Chloe Danskin, Head of Marketing at Ryman, said: “We all print things in our daily life, but few of us realise the lasting damage throwing away used cartridges can have on the planet. At Ryman, we’re committed to making our planet a better place for everyone, which is why we’ve decided to reward customers for doing their bit too.”

United rebrands business supplies unit

Specialist hospitality sector reseller United UK has renamed its business supplies division to United Workplace Supplies. In what it called a strategic move, the reseller revealed that the rebrand reflects ongoing growth and a sharper focus on providing tailored workplace solutions across the UK.

The newly named division will supply office products, facilities supplies and other workplace essentials under a more streamlined and customer-focused model.

George Lloyd, who is featured in the Workplace360 ‘40 under 40’ (see page 24), has been appointed to lead United Workplace Supplies. He will work alongside industry veteran and long-serving United UK team member David Mehew.

“This new division marks an important step in our strategy to strengthen our workplace offering,” said Managing Director Graham Bourton. “George’s knowledge and experience, combined with David’s industry insight, will help drive continued progress and value for our clients.”

Sovereign certified as carbon neutral

Sovereign Business Solutions Group has been certified as carbon neutral under the Carbon Neutral Britain framework. The certification – which applies to the 12-month period from June 2025 to June 2026 – came after the dealer met all standards in measuring, calculating and offsetting Scope 1, 2 and 3 carbon emissions between June 2024 and May 2025.

According to Sovereign, the achievement is part of a long-term sustainability roadmap and a reflection of its commitment to responsible business practices and ethical supply chains. Carbon offsets were made via the Woodland Fund portfolio, with 95.3 tonnes of CO₂e covered through verified international projects accredited by the UN Clean Development Mechanism, the Verified Carbon Standard and the Gold Standard.

“This milestone reflects our determination to embed sustainability at the core of our operations and to help our customers build supply chains that are both ethical and resilient,” said the company’s Group Sales Director, James Mckeever.

BOSS Awards 2025 open for entries

The BOSS Awards 2025 will take place on 27 November at the Kimpton Clocktower Hotel in Manchester. Entries are now open, offering the opportunity to nominate a colleague for their achievements or highlight a business making a difference.

The 2025 categories are:

• Business Leader of the Year

• Campaign of the Year

• Dealer of the Year

• Diversity and Inclusion Award

• eBusiness Award

• Brand Excellence

• Independent Retailer Award

• New Product of the Year

• Outstanding Team of the Year

• Professional of the Year

• Rising Star of the Year

• Service Provider of the Year

• Sustainable Leadership Award

• Wholesaler of the Year

• Unsung Hero Award

• BOSS Apprentice of the Year

• Outstanding Achievement

The deadline for entries is 1 August 2025. Enter the awards: bossfederation.com/ events/boss-awards/categories.html.

Office Power adds hospitality division

Office Power has announced it will be launching a new hospitality and catering department exclusively for its dealer network. It is working with Bristol-based specialist wholesaler Uropa Distribution as its supplier partner.

This new division, said Office Power, will give dealers access to an expanded product range at exclusive trade prices, which will “open the door to new revenue streams and growth potential”.

Codex publishes neuroinclusion report

Codex has released a report designed to help Irish employers provide a more inclusive work environment for their staff. The study, Neuroinclusion in the Workplace, was developed in partnership with Mark Scully of the Dublin-based Braver Coaching & Consulting practice. It will see Codex develop a range of products and solutions that are accessible and inclusive by design.

Earlier this year, the reseller announced it was teaming up with Autism charity AsIAm to work towards promoting greater acceptance of neurodivergent employees as well as a more inclusive working environment. As part of that partnership, it carried out a survey of 220 neurodivergent employees who are in full-time employment in Ireland and the UK to better understand their daily experiences and specific challenges in the workplace.

The research highlighted a range of workplace barriers and challenges that are commonly experienced by neurodivergent employees. The most reported barrier is noise in the workplace (61% of respondents) which is associated with sound sensitivity – for example, in large or open-plan offices. The next most reported barrier is lighting, with 56% of respondents citing difficulties associated with brightness, flickering or artificial light sources that detract from comfort and concentration. This is closely followed by social interaction, with 55% highlighting this as a significant area of difficulty.

Other common barriers for neurodivergent employees include written or verbal communication (42% of respondents), while 42% of respondents also cited sensory processing requirements that can be heightened by environmental stimuli.

Of all survey respondents, only 4% reported having no additional barriers at work, underscoring the scale of workplace challenges among neurodivergent employees and the need for more inclusive and adaptive working environments.

Notably, the overwhelming majority (94%) of those surveyed agreed that recognising and valuing neurodiversity through education and inclusion initiatives would help to create a more supportive and understanding work environment.

“At Codex, we believe the workplace should be a space where every individual feels seen, supported and empowered to succeed,” said Codex CEO Patrick Murphy. “However, we also understand that for many people, traditional workplace structures and expectations can create unnecessary barriers, and that is something we want to help change.”

Codex will unveil new products and solutions for a more inclusive workplace at the 14th International Autism Europe Congress in Dublin on 11 September. The full Neuroinclusion in the Workplace report can be downloaded at codex.ie/ neuroinclusion-report.

Fellowes reveals troubling ergonomics

A survey from Fellowes Bands UK has highlighted failings in workplace ergonomics and employee wellbeing. The study of more than 1,000 UK office workers revealed that just one in three believe their employer is getting the basics right when it comes to desk setups and employee health. More than onequarter said that their workplace had never conducted a workstation risk assessment.

Fellowes UK & Ireland Sales and Marketing Director Darryl Brunt described the findings as “deeply troubling”, adding: “UK businesses have a duty of care towards their employees’ wellbeing and must provide workstation risk assessments to ensure their workforces are comfortable and properly supported at their desks.”

More than half of respondents said they experienced back pain when seated at their workstation, while 42% believed extra back support would help to alleviate discomfort. The impact extends beyond work hours, with over 20% of office workers reporting that they suffer physical pain during routine movements and rely on regular pain relief. Those aged 35-44 were the most likely to take time off due to workstation-related pain.

The survey also found that hybrid workers often lacked adequate setups at home: 21% said they work from whatever surface is available and 19% from a sofa. Nearly 60% of those working from home cited back pain as their main source of physical discomfort.

“These are shocking figures that need to be brought to the attention of UK business owners and HR departments,” said Brunt.

“This issue must be addressed now to help reduce workstation-related discomfort and pain. In turn, this will help businesses to reduce employee absence rates while boosting morale and productivity across their workforces.”

For more workstation research findings, download the whitepaper at Fellowes.com/uk/en/marketing/pg/ worklife-coach-ergonomics.

Fresh PERSPECTIVE

Sisters are doing it for themselves, with a second-generation pair bringing fresh energy to their family-owned dealership

Born from a spare room in 1992, Connect Office Supplies has grown steadily from its humble roots. Founded by Pete Collins, the business was built the old-fashioned way: “He used to go out doing deliveries in the morning, come back and put orders on, then go out again doing sales,” recalls youngest daughter Sophie Walkman. “And then do it all again the next day.”

Under the stewardship of Walkman and elder sister Kim Moss since 1 June 2025, the second generation of the family is steering the Mansfield-based dealer into new territory. Moss has been with Connect for 25 years, while Walkman – who initially tried her hand at

accountancy elsewhere – joined 15 years ago. “Once you’re in workplace supplies, you can’t get out of it, can you?” she laughs.

Their skill sets complement one another – Moss handles sales, purchasing and anything customerfacing, while Walkman takes care of marketing and accounts. “It works well,” Moss says, “though of course, we still have the odd sisterly argument!”

OPENING NEW AVENUES

The sisters are ambitious, with their sights set on breaking the £1 million turnover mark in the next year through steady, strategic diversification. “It’s baby steps,” admits Walkman, “but we’re looking to grow.” Category expansion is already opening doors, with the dealer offering customers additional product areas including cleaning supplies, furniture, PPE and workwear.

Making that shift, however, comes with its own set of trials – not least educating customers about what’s now available. Walkman acknowledges it’s still early days, noting that customers they’ve already built strong relationships with tend to be receptive and happy to let the team quote and explore product options with them.

Moss agrees, though she’s candid about the need to ramp things up. Workwear, in particular, is a clear

million SALES TARGET FOR 2025/26

The Connect Office Supplies team

growth area – and one the pair are keen to get right.

“I want it to feel professional,” explains Moss. That includes brushing up on product knowledge. The team works closely with trusted wholesalers such as Beeswift and Elite Workwear, and Moss is full of praise for the guidance and training on offer. “If I’m going to pitch workwear,” she says, “I want to do it properly.”

She’s also genuinely impressed by the products themselves – particularly Beeswift’s hi-vis recycled and recyclable Envirowear range, which, as she puts it, “blew my mind”. But communicating that wow factor is easier said than done, acknowledges Moss: “The real breakthrough comes when people can see, feel and try the items in person. That’s when it clicks.”

The reality, however, is that while environmental credentials are increasingly part of the conversation, they don’t always translate into sales. “At the Nemo Office Club Kickstart conference in January, it was all about green products,” recalls Moss. “But our customers aren’t really asking for them. Most are medium-sized engineering or manufacturing businesses – they’d like to do better, but when it comes down to cost versus sustainability, cost still wins.”

SHARPER FOCUS

While acknowledging that sustainability is on the horizon, Connect’s current focus is on broadening customer awareness of its full offering. Determined to make stationery “a bit less snoresville”, as Moss puts it, the pair have taken a fresh approach – incorporating branding, emojis and cleaner layouts to make things more engaging. “Let’s be honest,” she adds, “when you tell people that you sell pens and paper, they don’t exactly get excited.”

Support from VOW Wholesale and Exertis Supplies has helped drive Connect’s move into new categories, with changes to VOW’s catalogue aligning neatly with this push. The catering and hygiene section, for example, has been moved to the front – a clear signal, comments Moss, of where dealers should concentrate. “It’s always been at the back – we still can’t find anything! – but it shows VOW is trying to capture more of that market.”

Moss backs the shift, noting that while margins may not be huge, it’s about adding value to each order with extras such as tea, coffee and cleaning products – small add-ons that help increase the basket total.

The real hurdle, she shares, is getting the message across: “It’s amazing how many customers still say, ‘Oh, I didn’t know you sold that’.” She’s even spotted new chairs in offices that weren’t bought through Connect. “It’s frustrating, but it shows we need to be louder about what we do.” Part of the issue is about reaching the right people. “You might be speaking to the office manager,” 33 NO. OF YEARS IN BUSINESS

Moss explains, “but it’s the facilities person who buys all the warehouse gear.” There’s still work to be done, she admits, to ensure that the information gets through to those who need to hear it.

PERSONAL SERVICE

While Connect has fully embraced the practicalities of remote fulfilment, it’s the company’s personal touch that continues to set it apart. Local deliveries are handled in a Connect-branded van – and, crucially, by Andy, the firm’s trusted driver.

“We prefer to use our own van wherever possible,” says Moss. “Andy is known for going the extra mile – putting heavier items away for school staff, always showing up with a smile and offering the kind of care you don’t get from a courier.”

For customers further afield, Connect uses wholesaler dropship services or courier partners – a practical necessity, though not without its drawbacks. In such a fiercely competitive market, where next-day delivery is expected and Amazon is ever-present, it’s the human touch that Moss believes keeps clients loyal. It’s about the service over the phone – the knowledge the team can share –

It’s baby steps, but we’re looking to grow

5 NO. OF EMPLOYEES

15% PERCENTAGE OF SALES ONLINE

From left: Sophie Walker and Kim Moss

Gone are the days of bulk-buying 500 punch pockets to secure a good price

and the way every order is followed through from start to finish. If a customer requests something unusual, it’s not just processed blindly – the team will ask the right questions, dig a little deeper and make sure the customer gets exactly what they need.

Behind the scenes, Connect runs a lean warehouse operation. With a compact footprint and minimal stockholding, the focus is on essentials and fast-moving lines. “We just don’t hold as much stock as we used to,” Moss explains. “Gone are the days of bulk-buying 500 punch pockets to secure a good price. We don’t even stock printer cartridges anymore – there’s too much variety and not enough demand to justify it.”

ONLINE… OR NOT

For all the digital tools now in place and a slick website, most of Connect’s customers still prefer to order the old-fashioned way and only around 15% of orders are processed through the website. The team has also found that balancing the benefits and drawbacks of online trading has become something of a juggling act, but it can open the door to completely new business.

Moss recalls a recent example: a school in Wales had been searching for a particular chair, found it on the site, placed an order and is now in talks about further purchases. “If we’d hidden our pricing on the website, that wouldn’t have happened,” she says.

The broader challenge is one the whole sector grapples with – how to support regulars with tailored pricing while attracting fresh online business. Walkman reveals that they’ve considered customer-specific portals but the backend investment required would be significant. “It’s so tricky,” she laments. Despite the complexity, the team remains keen to push the website further – whether through online-only promotions or added incentives. “If it encourages people to browse and see what else we sell, it’s worth doing,” adds Moss.

Even so, nothing beats traditional relationshipbuilding. Moss is eager to get out and visit every customer – right down to the small local car garage ordering just a box of pens – to make sure they know who’s behind the business. In her view, that personalised approach still makes all the difference: “There’s just so much we want to do. We’ve got all these ideas, but we don’t want to run before we can walk.”

A CROWDED LANDSCAPE

That ambition plays out in a tough market. Competition is fierce – not just from the giants such as Lyreco, Staples and Viking, but also from fellow independents. “There’s one literally round the corner from us,” comments Moss. “And there’s another dealer in the next town along.”

And then there’s Amazon. “You can’t compete with someone ordering at 7 pm and getting it at 9 am,” Moss notes. But customer expectations are beginning to shift. Before COVID, wholesalers with key access would deliver in the early hours – now, more often than not, it’s couriers arriving mid-afternoon. In response, the Connect team has begun managing expectations more proactively, informing customers that delivery may take one or two days depending on their order.

Despite the pressures, there are no immediate plans for acquisitions or expansion – though that’s not to say ambition is in short supply. Walkman is clear: the focus is on strengthening current operations and exploring their full potential. “If we can put some of our plans into action, I’d love to see where we are in six months,” she says.

For all the challenges, Connect has something many larger businesses lack: heart. “We’ve got a really great team,” says Moss. Small but mighty, the line-up also includes Charlotte and Rory – both key to keeping operations running smoothly. “Valuing your staff is so important,” she adds – and at Connect, it clearly shows. With family values, complementary skills and a clear vision, the sisters may well have found the winning formula. Connect by name – and in every other way too.

ENTRIES ARE NOW BEING ACCEPTED IN THE FOLLOWING CATEGORIES:

l Business Product of the Year

l Sustainability Excellence – Vendor and Reseller

l Marketing Campaign of the Year

l Best Workplace

l Online Reseller of the Year

l Vendor of the Year

l Reseller of the Year

l Wholesaler of the Year

l Young Executive of the Year

l Executive of the Year

l Business Leader of the Year

l Industry Achievement

HOW TO ENTER

Winning an award can make a real difference to your business, so be sure to get involved. Simply complete an entry form online at www.opi.net/EOPA2026 or email your nominations to awards@opi.net. The closing date for entries is Friday 14 November 2025

BEYOND the BOX

Workplace360 CEO Steve Hilleard sat down with Fellowes Brands UK & Ireland Sales and Marketing Director Darryl Brunt for a frank conversation on workplace evolution, category reinvention and how the brand is repositioning itself for what comes next

Workplace360: Tell us how you came to work at Fellowes Brands.

Darryl Brunt: I joined Fellowes Brands 14 years ago, coming from a background in food and drink. I’d worked for Bass Brewers, Coca-Cola Enterprises and a VCbacked ambient food business called the Blueberry Group. Having spent many years in food and drink, I was looking for a change and was fortunate enough to land the role at Fellowes.

I had spent a few years chasing the private equity dream – hoping for a small stake, a big return and early retirement. That didn’t quite work out, so I decided it was time for a proper job with a pension and a bonus –and I joined Fellowes.

W360: What attracted you to Fellowes? It was quite a departure from the food and beverage industry.

DB: Having spent time in the private equity world, I was really attracted by the chance to work for a familyowned business with such a long heritage.

The recruiter explained the brand’s strength in the OP industry and I could see from my own research that they were a company with great products and a strong track record of innovation. So, I went from knowing nothing about the industry to very quickly understanding that Fellowes was a place I wanted to be.

W360: So you blagged it.

DB: (Laughs) Well, it just shows you, to some extent, how closed the industry can be to an outsider – unless you know which trade publications to read!

W360: What’s your role at Fellowes?

DB: I lead the UK sales, marketing and customer service operations across all the categories we’re involved in. When I first joined, Fellowes was mainly selling Bankers Box archival storage, along with shredders, laminators and ergonomic solutions. We’ve now expanded into contract interiors with monitor arms and accessories, and we’re also active in air quality management.

W360: Fellowes is a family-owned, fourth-generation global business that’s 108 years old and has been incorporated in the UK for 50 years. What’s it like being the head of the team here with that sort of family dynamic?

DB: It’s very supportive. One of the key differences with a family business is that decision making tends to work very differently compared to some of our competitors. We don’t have banks or private equity investors acting as back-seat drivers – we’re able to make decisions that are right for the long term.

Certain decisions have to be referred, so if we’re looking to make an acquisition, for example, we don’t just go ahead with it. There’s a whole structure back at the mothership in Chicago that supports that process. But we’re free to make suggestions and they’re genuinely listened to. If it’s something the business decides to pursue, then off we go.

A good example of that is Posturite, which was a customer of Fellowes UK. I had a chat with Ian Fletcher-Price, who owned Posturite at the time, about succession plans and what might happen when he retired – and quickly realised there could be an acquisition opportunity. Fast forward a few years and we now own that business, which has thrived under Fellowes’ ownership.

W360: How much autonomy do you have in the UK from Europe?

DB: We’re fairly intertwined, although the markets are very different. The UK operates more on an indirect model and is more reliant on wholesalers. The product mix also differs – for example, we sell more personal shredders here because the retail business is larger.

We don’t have banks or private equity investors acting as back-seat drivers

I regularly speak with my European counterparts about the business, and we’re all connected through our boss, James Webb, VP of Sales and Marketing for Europe. We talk often and discuss the various challenges each market faces. The UK product, finance and HR teams also support the wider European business, so the interaction is pretty extensive.

W360: When you’re having your chats and comparing notes with your counterparts in Europe, how would you describe the state of the UK business today and the landscape in which it operates?

DB: I don’t think it’s too dissimilar to Europe. I tend to view the OP business as split between B2B, retail and e-commerce. The B2B side is quite challenged, particularly when it comes to our core traditional offering – and I think that’s true for most vendors, resellers and wholesalers operating in that space.

Retail, on the other hand, is in a stronger position. It’s generally more agile and better able to respond to proposals and investment opportunities, so it’s faring better than B2B.

A

W360: So when you’re talking retail, you’re talking Ryman, supermarkets, Costco, etc.

DB: Yes – although the only way you’ll find our products in a supermarket now is through an Argos concession within Sainsbury’s. Tesco stopped selling home office products a few years ago.

It’s interesting – I was looking back at some sales figures from 2014 and in the retail landscape back then, we had Staples, Maplin, PC World... Currys, Argos and John Lewis are still around, but many others have disappeared. In that time, our business with Amazon has tripled – maybe even quadrupled. It varies from year to year, but there has been a major shift in retail, and I’d say a good portion of B2B spend has likely moved to Amazon as well.

W360: If I look at your five main product divisions – air quality, ergonomics, business machines, storage and organisation and the Bankers Box business – they’re all quite different categories, each with a distinct customer focus.

DB: I’d say so. You mentioned business machines and Bankers Box – those are very much aligned with the

good portion of B2B spend has likely moved to Amazon

traditional OP reseller customer base. In contrast, our monitor arm business is geared towards the contract interiors market.

There’s some crossover in customers, of course, but the people you’re dealing with are very different. For example, if you go to Banner to talk about OP, you’re dealing with a completely different team than the one handling contract interiors. The way commercial terms have historically been structured in the OP world just doesn’t translate to the contract interiors space.

W360: How difficult has it been to adapt internally?

As an industry, we talk a lot about the need for dealers – and manufacturers – to diversify, but not many companies have gone as far outside their comfort zone as Fellowes has.

DB: I think there are two ways to enter new categories – either you do it organically by developing your own products, entering the market and hiring sales and marketing people, or you do it through acquisition. We’ve taken both approaches.

Our move into contract interiors began with the acquisition of ESI in the US some years ago, and several ESI products have made their way into the UK portfolio. Then, around two years ago, we acquired Filex, which really accelerated our presence in the European contract interiors market with a range of power solutions that

Even now, OP still makes up around 80% of what we sell

complement our extensive range of monitor arms –mainly in Benelux, Germany and France. Off the back of that, I’ve been able to attract people from the contract interiors market into the UK business.

W360: You haven’t done this half-heartedly. You’ve got an extensive product range, spent a tonne of money on research and marketing and Fellowes is present at Orgatec, Clerkenwell Design Week, etc.

DB: We’re serious about it, and the more time I spend in that market, the more I realise just how much opportunity there is. Don’t get me wrong – we’ve got some tough competition in that space. Our focus is on monitor arms and on-desk power solutions and there are some formidable players in that market. However, I believe we bring real strengths in terms of product quality, our overall offer and the Fellowes service approach – all of which add value for the customer.

W360: Obviously, we’re talking about some of the adjacent categories and growth areas, but how important is the traditional office channel that has served Fellowes for the last century?

DB: It funds everything we do. If you look at the investments we make, most of the income that enables those comes from the OP business. The newer areas, such as air quality and contract interiors, are starting to pay their way, but even now, OP still makes up around 80% of what we sell.

W360: Some vendors believe there’s a rush among resellers to chase all sorts of new avenues – whether furniture, cleaning products or safety gear – while glaring opportunities closer to home are overlooked. Would you agree?

DB: Yes, I think we hold a strong market share in the OP industry – generally over 50% in the categories we operate in – but there are still opportunities out there.

For example, within ergonomics, there is still a massive opportunity for resellers to engage with end users in terms of conducting workstation risk assessments and then providing product solutions to ensure that employees can work comfortably.

W360: Taking Fellowes’ current mix of customers, how are they evolving?

DB: Well, quite a few changes have happened over the last year. What we used to call contract stationery has shifted significantly. If you dig into the sales figures, we’re still cycling out the impact of OT Group’s failure from last year.

There’s a whole mix of factors at play, so it might look like some customers are growing, but much of that growth is actually from acquiring business from failed customers – and we see a lot of that. If you look back ten years, we did significant volumes with Staples retail, Staples Advantage, Staples Direct, Office Depot and Spicers… but where has all that gone?

The remaining players need to continue evolving and we are seeing growth in those customers that can add value to the end consumer and the workplace. Across the channel, the transactional side of things is tougher due to competition from Asia, but in the B2B space, we see more opportunities opening up with those customers that can provide a strong solution to the end user. For example, we recently won a big tender for 1,200 of our Rising monitor arms and this type of transaction is not something that flows via e-commerce.

Within retail, though, there’s everything still to play for, especially when you factor in Amazon, which represents a vast sea of opportunity and commands a high share. If you start to dig into the volume of business within Amazon’s 1P product group and its 3P group of products that aren’t even measured by GFK, it’s huge. Continuing to build our brand in the eyes of consumers is essential so that they understand the difference between buying a Fellowes product vs one direct from China which often has fewer features, a shorter warranty and is not in sustainable packaging.

From left: Steve Hilleard and Darryl Brunt

W360: With the changes in wholesale and some dealers still growing, how do you see it all unfolding?

DB: ACS Group is a good example of a dealer doing great things; it’s a well-run business. There’s still a strong base of quality dealers in the UK and the merger between Integra Business Solutions and Office Friendly will strengthen the dealer world. I think it’s vital that they have options in where they source their products. Healthy competition for a dealer’s business helps ensure, from a manufacturer’s perspective, that products are reaching the market at the right price.

W360: With all the share shifts you’ve just described, what’s your USP now for dealers and wholesalers that are juggling so many different product categories?

DB: You’re absolutely right – we’ve noticed that with some resellers, it takes more effort to get them to listen than it used to because they’re juggling so many different priorities. We’re not naive; we understand their businesses are changing and their focus is shifting.

What we need to do is ensure we remain relevant. That means bringing the right new product developments to market but also supporting the channels with the right training. For example, we currently have a programme investing in ergonomic training for salespeople. They have far more products to sell today than they did five or six years ago, so we’re competing for their time.

To address this, we’re running a series of roadshows to train 100 B2B OP salespeople on selling ergonomics. It’s about going back to basics and promoting a solution-based approach – reminding them just how important it is to sell ergonomics as a solution.

W360: Will that also be open to dealers?

DB: Yes, via dealers groups, plus the wholesalers are helping us recruit as well. We’re funding it because we believe it’s important – reminding people how to sell our products as a branded manufacturer really matters.

W360: Do you think that dealers still primarily associate Fellowes with shredding and laminating?

DB: (Laughs) Probably.

There is now more flexible workspace and this is where we see the role of monitor arms and power solutions

W360: …Or maybe some might still think of you primarily as a storage box company if they’re as old as you and me.

DB: (Laughs) Yes, and that’s a challenge we face. I attend dealer group conferences, for instance, and the dealers we’ve known for years – those who have consistently supported Fellowes from an OP perspective and generated strong sales – aren’t necessarily the same ones with a contract interiors arm quietly operating in the background.

We’re not just a shredder business now, and we don’t always know where, among the hundreds of dealers still operating, there might be a decent contract interiors business that we could tap into.

W360: A victim of your own success, perhaps, in terms of highlighting the importance of shredding and data security all those years ago. You also did the same more recently with ergonomics and Emma.

DB: Yes, Emma, our work colleague from the future. We’ve recently completed some new ergonomics research and are about to launch a campaign to help resellers convey that message to their customers.

Here are a few key facts from the research for you: two-thirds of workers experience pain and discomfort at their workstations; half suffer pain most days; and 89% report feeling better when using ergonomic equipment.

W360: Yes, but I expect the person who needs to hear that message isn’t necessarily the one buying the stationery for the business.

DB: Exactly. For years, we’ve exhibited at health and wellbeing at work shows and when we spoke to ergonomic advisers from large corporates, they’d often never heard of Fellowes – simply because they weren’t flicking through an OP catalogue to buy ergonomic products.

That’s one of the reasons we acquired Posturite. It’s been a successful move and sales have grown since it has been under our belt.

W360: I’m starting to think that Fellowes and the future of work are becoming two very tightly intertwined notions.

DB: Definitely. We need to understand what the workplace of the future looks like. Young adults today are completely digital – they don’t go into shops and have very little on their desks when working. That gives a clear indication of where things are heading. A lot of the products we’ve traditionally sold rely on people printing on paper – then binding, shredding or storing it – and while we are likely to see a decline, they are still massive categories.

In addition, the laminating market is highly responsive to our marketing campaigns and promotions, driven by the ongoing need to print and protect valuable and sentimental documents. We have to reflect this shift, and that includes hybrid working. Whatever your view on it, hybrid is here to stay because employees will continue to demand it.

W360: Although some still think there might be a return to the office…

DB: Maybe a bit of a shift.

W360: I don’t think it’s going to move the needle in terms of product consumption, though.

DB: I agree. When people talk about a return to the office, they usually mean going from one or two days a week to maybe three. I think very few organisations will achieve a 100% move back to the office.

However, there is now more flexible workspace and this is where we see the role of monitor arms and power solutions as people want to be able to quickly and easily set up their workstations.

W360: There was a lot of optimism that hybrid working means people need two of everything. Does that still hold?

DB: We saw significant growth in sales of laptop risers, for example. While that’s levelled off now, we’re still selling more than we did before the pandemic.

W360: What other product opportunities do you see if we accept that hybrid work is the future?

DB: I think many of them centre on health and wellbeing – ensuring that home-based employees are properly supported and looked after and have the right setup. That could mean a sit-stand desk, the right ergonomic accessories or even something as simple as a power unit to help them work productively.

For us, it’s all about productivity – making sure that wherever people are working, even if it’s in a Starbucks, their productivity is maximised.

W360: We’ve spoken a lot in this industry over the years about innovation, but is it getting harder in today’s digital world?

DB: I think it is, yes. And increasingly, I believe the real innovation will come from outside the traditional OP sector. Over the last decade, much of our progress has been derived from products such as shredders and laminators. Broaden the definition of ‘innovation’ to encompass sustainability and it becomes clear how our product pipeline is evolving – from recyclable products and packaging to extended warranties and higher levels of post-consumer recycled content.

That’s where we can continue to make a difference. The emphasis has shifted from reinventing the wheel to encouraging greater adoption among end users. That said, I do think there’s still scope for new ideas in shredding and laminating.

For Fellowes, it’s about choosing where to channel our efforts. Do we continue to back the established categories that have supported us for half a century or prioritise the newer areas that are likely to carry us into the next? That’s the challenge.

W360: I suppose the answer lies in the middle?

DB: Exactly. You’re naturally going to invest more in future-facing areas – but you still need to safeguard what’s kept the business strong up to now and make sure it continues to perform until the next wave is ready to take over. Getting the balance right isn’t easy.

W360: I’ve noticed vendors are starting to use the phrase “last one standing”.

DB: I was trying to avoid saying that!

We’ve been improving our approach to both products and our broader environmental impact

W360: Which categories do you think are edging into that territory?

DB: There’ll come a time when no one prints on paper anymore, or at least not enough to sustain the infrastructure around it. As that shift happens, the need for products designed to handle paper will diminish. I guess the trick is to try to predict when that tipping point might be. At that stage, it becomes a question of how long you’re willing and able to stay in the game –that’s really what “the last one standing” means.

For Fellowes, “the last one standing” does not mean you stop investing, it means that you must continue to invest in the right areas to ensure that you remain relevant to consumers. For example, we are starting to see good sales of our new P-7 high security shredder that’s made in the US, as we know cybersecurity and, indeed world security, are high on the agenda.

I firmly believe a branded business with a strong heritage and a category that still allows for evolution is well positioned in that fight. You can already see that dynamic in retail. Some retailers are scaling back or dropping private-label ranges and asking us to take over category management, especially in areas such as shredding. They’re focusing elsewhere and want a reliable brand to handle it.

W360: Beyond the secular decline of some traditional categories, what are your biggest commercial headaches – and how is Fellowes responding?

Photography by Paul Fairbrother

DB: Our biggest challenge is sustaining growth while some of our legacy categories contract. We’re continually exploring ways to grow our market share. Unfortunately, the reality is that at times, the gains we make in newer categories don’t completely offset the drop in older ones. So it becomes about managing that balance carefully – and being strategic in how we fill the gaps. Take our Play range, for example.

W360: Well, now you’ve mentioned it, we’ll need a photo of you inside the Play house.

DB: (Laughs) I’m not sure I’ll fit – but let’s give it a go. [Ed’s note: Darryl clearly fitted quite nicely into the

play house – as demonstrated on the left!] It’s a good example of us taking a tactical approach, targeting specific retailers where we believe the product has potential. It’s been in Costco over the summer and performed well. We know a lot about corrugated materials and this was a natural evolution after the success of our moving and storage products.

W360: Looking at the bigger picture, how are some of the macroeconomic issues affecting the business?

DB: From a supply chain perspective, as a US-based manufacturer, we’ve felt the impact of tariffs on imports into the US from Asia. That’s had a knockon effect on parts of our operation. However, from a UK and European standpoint, things have remained relatively stable.

Looking more broadly at the UK economic climate, we haven’t seen meaningful GDP growth for some time and inflation is still a concern. On top of that, rising costs – including increases in National Insurance and the minimum wage – are putting additional pressure on businesses of all sizes. It all ricochets around the economy and I don’t think the cumulative impact should be underestimated.

W360: With that background in mind, issues such as sustainability can sometimes slip down the agenda. What’s Fellowes’ positioning on this front?

DB: It’s really important to us. In recent years, we’ve been improving our approach to both products and our broader environmental impact. We’re just about to publish our global impact report for this year.

From a product perspective, there are three main pillars: using as much recycled content as possible in both product and packaging; designing products to be easily disassembled so that their components can be recycled; and ensuring that, at end of life, they can be disposed of responsibly.

We’ve also overhauled much of our packaging, phasing out bubble wrap and other plastics in favour of cardboard alternatives. The shift is partly driven by the needs of resellers but also reflects the growing demand for sustainability in public sector tenders and all the right boxes need to be ticked.

W360: Not all US companies can say the same.

DB: True, and to an extent, we have had to learn a lot in a short space of time. In the UK, our operations are assessed by EcoVadis and we were recently awarded the bronze rating for the second year running.

W360: To wrap up, what are the plans for you personally over the next few years?

DB: (Laughs) I probably examine my pension statements a bit more than I used to! But honestly, I enjoy what I’m doing. I love the company I work for, and I feel there’s unfinished business. I’ve never worked anywhere for as long as I have at Fellowes and there’s a good reason for that.

W360: A perfect note to end on. Thank you.

Sticking

Georgie Winston-Bray, 3M Area Marketing Communications Leader – Scotch and Post-it Brands, discusses a century of iconic tape

Workplace360: Scotch Brand is celebrating its 100th anniversary. What does this milestone represent?

Georgie Winston-Bray: Reaching 100 years is a testament to Scotch Brand’s enduring legacy of innovation, quality and creativity. For a century, it’s been a trusted partner in countless projects, from minor fixes to major endeavours. This anniversary is more than just a celebration of our heritage – it’s a commitment to continue bringing ideas to life for the next 100 years and beyond.

W360: How did the brand begin and what have been some of its key innovations?

GW-B: It all started in 1925 when Richard Drew developed masking tape to help auto-body painters create clean lines on cars without damaging existing paintwork. Then in 1930, he developed Scotch Cellulose Tape – later renamed Cellophane Tape – which offered a moisture-proof way to seal packages. Since then, the Scotch Brand has launched several iconic products, including the ‘snail’ tape dispenser and Scotch Magic Tape, known for its virtually invisible matte finish.

W360: How has the brand evolved?

GW-B: Scotch Brand now offers over 400 products, catering for everything from everyday household needs to more specialised industry applications. We’ve introduced packaging supplies, craft adhesives, cutting tools, and more. Today, our focus is on sustainability, with the development of plant-based versions of Scotch Magic Tape and alternative packaging solutions, such as paper-based tapes and Scotch Cushion Lock Protective Wrap.

W360: How has Scotch Brand stood the test of time?

GW-B: It comes down to versatility, reliability and commitment to innovation. Our products create endless possibilities, making everyday tasks easier and more enjoyable. Designed to withstand tough challenges, Scotch Brand ensures projects stay secure, whether wrapping gifts, creating art or sealing packages.

W360: How are you planning to mark your centenary?

GW-B: Our 2025 campaign will honour Scotch Brand’s heritage by engaging consumers and generating excitement. The aim is to inspire consumers to reflect

on their achievements with Scotch Brand and showcase the numerous uses and projects made possible by our wide range of products. The campaign is designed to be interactive, encouraging consumers to share their stories. It’s about showing the many ways Scotch products are used, sparking fresh ideas and creating a sense of community.

W360: Can you share some fun facts about Scotch Brand?

GW-B: Absolutely! The 3M plant in Hutchinson, Minnesota, produces about 12 million miles of tape annually – enough to go to the moon and back 25 times! In 2024, Scotch Magic Tape was even voted ‘The coolest thing made in Minnesota.’ And did you know the tartan design on Scotch Tape was created specially for 3M by Arthur Allen in 1945?

Our products create endless possibilities, making everyday tasks easier and more enjoyable

W360: What’s next for the brand?

GW-B: We are committed to continuing its legacy of innovation and creativity. We’re investing in sustainable practices and advanced technologies to ensure our products remain at the forefront of the industry. Our focus will be on enhancing product performance while reducing

FORTY under40

in the UK workplace supplies industry

Meet the trailblazers redefining the future of work and shaking up the workplace supplies world

CHLOE ANDREWS

CUSTOMER SUSTAINABILITY MANAGER, LYRECO UK & IRELAND

Chloe Andrews was the first in her family to attend university, studying Ecology and Conservation with a passion for building thriving communities and protecting nature. Over nine years, she has led award-winning sustainability and social value projects across private, public and VCFSE sectors, gaining experience in universities, NGOs and now at Lyreco.

At Lyreco, she acts as the key link between the sustainability team and customers, working with account managers to identify ESG opportunities. Her brief includes consultancy, circular economy services, impact reporting and tailored support. She also leads a stakeholder group connecting customers and suppliers through sustainability events. She has developed training resources to equip sales teams to discuss environmental and social issues and supports bid teams in tender processes. Her role allows her to travel widely and collaborate across sectors to help build a better future.

Welcome to the inaugural Workplace360 ‘40 under 40’ – a spotlight on the brightest young talent shaping the future of our industry. These are the movers and shakers who’ve chosen to build their careers here, rather than just passing through. They’re bold, ambitious and proof that the business supplies sector is charging confidently into a new era.

We’ve pulled together a list that’s as diverse as it is impressive. From those who’ve grown up in the industry to fresh faces who’ve stumbled in and found their calling and those blazing new trails from outside the traditional paths, they’re all here. The stats are promising: over half are women and many have dedicated their whole careers to this space. It’s clear the future is in good hands and we can’t wait to see where these rising stars take the industry next.

ABIGAIL BALL

MARKETING & BRAND MANAGER, BISLEY

Abigail Ball is Marketing & Brand Manager at Bisley, the British company known for steel office furniture, now evolving into intelligent storage and workplace solutions. Since taking on the role, she has helped shape Bisley’s modern brand identity, launching initiatives such as the BeSmart technology service, and leading strategic partnerships, product storytelling, showroom experiences and thought leadership within the workplace and design sectors.

With a background in industrial design and experience in lighting design, architecture, construction and manufacturing – including stints at Foster + Partners and Tala – Ball understands how great workspaces come together, from concept to specification.

At Bisley, she is driving a shift in perception, showing how heritage can sit alongside progressive approaches to wellbeing, flexibility and smart solutions. Passionate about sustainability and creative storytelling, Ball is committed to inspiring change across commercial interiors.

GEMMA BASSETT

BRAND MANAGER, SINCLAIRS

Gemma Bassett began her career in July 2017 as Marketing Manager for Sinclairs, the British stationery manufacturer behind Silvine and Artgecko Sketchbooks.

Over eight years, she has played a key role in growing the company’s brands through strategic thinking, creative collaboration and product development – earning finalist spots in several industry awards, including a ‘Star Choice’ place in the Stationery Awards 30 Under 30.

Bassett’s work has involved supporting brand acquisitions and repositioning efforts and launching a wide range of new products. As Brand Manager, she focuses on setting meaningful goals to keep brands evolving in the right direction.

A self-confessed stationery nerd, Bassett is passionate about creating sustainable, thoughtful products that people genuinely want to use –particularly by reducing plastic and championing better design.

CAITLYN BLOOR

SENIOR CHANNEL MARKETING

EXECUTIVE, BROTHER UK

Caitlyn Bloor’s introduction to print began in the summer of 2019, when she completed a week of work experience at Brother UK at just 16 years old. She joined as a Marketing Development Apprentice later that year and has steadily progressed to Senior Channel Marketing Executive, a role she was promoted to in April 2025.

Bloor’s dedication to learning stands out, having recently earned a distinction in her Chartered Institute of Marketing qualification. She is keen to deepen her understanding of sustainability in the print industry and how the sector is evolving to help businesses work more productively.

She values Brother’s strong learning and development culture, appreciating how the company supports personal and professional growth and offers opportunities to pursue every chance to learn and develop.

ALEX BONARIUS

GLOBAL SALES DIRECTOR, PUKKA PADS

Alex Bonarius has been deeply rooted in the business supplies manufacturing sector for eight years, fully embracing every aspect of the industry. Sales is his passion – from the initial meeting to closing the deal, often followed by a round of golf where networking continues, always with sales in mind.

Bonarius began his OP career at UK manufacturer Rapesco, where his fluent German helped him develop the brand in key European markets, including Germany, and beyond. Now Global Sales Director at British vendor Pukka Pads, he oversees all sales channels and markets across the company’s multiple brands. In recognition of his achievements, Bonarius won Young Executive of the Year at the European Office Products Awards in 2025.

JOSH BRUL

SALES & MARKETING DIRECTOR, DYNAMIC OFFICE SOLUTIONS

Josh Brul has been with Dynamic Office Solutions since its inception in 2006. Over the past 19 years, he has witnessed the company grow from a three-person start-up to a team of 65+ likeminded people serving an international customer base.

Having worked in most areas of the business, Brul has gained unfiltered insight into what makes a company successful. As Sales & Marketing Director, he focuses on creating new opportunities, growing the company’s profile and delivering top-notch service every step of the way.

His passion lies in product and sales development – and he still gets excited about a new chair launch. What began as a Saturday job at age 15, following a work experience placement, has become a career centred on driving the business forward and evolving Dynamic into a thriving supplier and manufacturer of office furniture.

SCOTT CASTLE

GLOBAL BRAND MANAGER, RECKITT PRO SOLUTIONS

Scott Castle entered the workplace supplies sector in 2013 with VOW Wholesale and held a variety of roles across the evo Group over the next decade, excelling in each. In 2019, he was crowned Young Executive of the Year at the European Office Products Awards and Emerging Professional of the Year at the BOSS Awards.

Castle was promoted to Head of Product Marketing at evo Group before joining Reckitt Pro Solutions in 2024 as Trade Marketing Manager. He managed distributor marketing relationships in the UK, thriving in the role. In July 2025, he was promoted to Global Brand Manager, responsible for creating and distributing professional marketing assets across Reckitt’s key business supplies markets, including the UK, the US, Germany, France and Australia.

Castle was a member of the BOSS Leaders of the Future Committee from 2017-2023 and chaired the committee for two years.

TARA CHARLESWORTH

BUSINESS MANAGER – EDUCATION, LEARNING & OFFICE SUPPLIES, YPO

Tara Charlesworth joined the Yorkshire Purchasing Organisation (YPO) as a graduate in 2008 and quickly progressed through roles including Inventory Analyst, Assistant Buyer and Buyer. She now serves as Strategic Procurement Manager for three categories – FMCG, Curriculum and Early Years – leading a team of 25 and managing a portfolio of over 14,000 products.

KRISTIAN DANIELSON

KEY ACCOUNT MANAGER, BIC WORLD

Kristian Danielson is a Key Account Manager at BIC World. Having started his career working for McCain Foods, he quickly realised that account management was the career path for him. He subsequently moved to Henkel and then Comvita in similar account management positions – experiences that allowed him to learn new methods and approaches to succeed.

Danielson joined BIC in the UK in 2019 and works closely with wholesalers and dealer groups. No two days are the same: he might be negotiating pricing, delivering sales training, evaluating promotional effectiveness or meeting end users at trade shows.

He enjoys working collaboratively with a variety of stakeholders and values the friendliness that characterises the industry – a sentiment shared by many.

Driven by YPO’s non-profit mission, Charlesworth focuses on strategic growth plans, price strategies, margin performance and integrated sourcing, supply and marketing strategies to deliver cost and value improvements. She values engaging with suppliers to understand their goals and explore opportunities for mutual growth, supporting community and social value initiatives. Passionate about the industry, she appreciates the welcoming and ambitious spirit that pervades the whole sector.

JAMES DAY, MANAGING DIRECTOR,

DURABLE UK

James Day joined Durable UK in 2018 and quickly made his mark with a strong work ethic and talent for building trust with channel partners. Starting as Senior National Account Manager, he progressed to Head of Commercial, then Sales & Marketing Director. In May 2024, Day was promoted to Managing Director.

He has a clear vision for Durable’s growth with resellers and helped achieve double-digit growth last year. A keen advocate for young talent, Day has served on the BOSS Leaders of the Future Committee since 2021 and became co-Chair last year alongside fellow Workplace360 ‘40 under 40’ trailblazer Amy Remmer.

Day was also the 2023 European Office Products Awards winner in the Young Executive of the Year category.

HELEN DAVIES

NATIONAL ACCOUNT MANAGER, NEWELL BRANDS

Helen Davies is National Account Manager for the High Street & Nationals channel at Newell Brands. She has been with the company for 13 years, holding cross-functional roles across various divisions. Davies joined the writing team in 2017 and later became Trade Marketing Manager. Keen to expand her skill set, even if it meant stepping outside her comfort zone, she transitioned into sales last year and has embraced the challenges and opportunities that the role brings.

Newell’s impressive portfolio of market-leading brands provides endless opportunities for category growth and Davies believes good collaboration is key to success in her role and across the business.

TOM DICKINSON

MANAGING DIRECTOR, OSI

Tom Dickinson has led OSI for the past four years. The family-run office and educational furniture dealer was founded by his father, Steve, in 1993. Since taking over as Managing Director, Dickinson has brought fresh energy and a modern mindset while maintaining the company’s core focus on keeping customers satisfied before, during and after every project.

Working alongside his brother Alex and sister Gemma, he is helping OSI grow with a forward-thinking approach rooted in quality and service.

Outside work, Dickinson drives Tom’s Talks – an initiative delivering mental health talks and mindset coaching to schools, businesses and organisations. Dedicated to making a difference, he uses this platform to promote openness and resilience, encouraging others to understand that it’s okay not to be okay.

SCOTT ELLIS, BUSINESS DEVELOPMENT DIRECTOR, BANNER UK

Scott Ellis has spent over 17 years in the business supplies industry, all with Banner, part of evo Group. Since starting as a Customer Service Adviser in Banner’s government team in 2008, he quickly made an impact.

Two years later, during the Accord acquisition, Ellis played a key role in managing the smooth transfer of accounts. He became Sales Manager in 2012 and since then has steadily progressed through the ranks.

On 1 June 2025, Ellis moved into a new role as Business Development Director, building on his previous position as Head of Corporate Accounts and solidifying his place in the senior leadership team.

He credits his success to Banner’s ongoing personal and professional support, combined with ambition and adaptability – a mix that continues to drive his career forward.

MELISSA DORAN

MARKETING MANAGER, JGBM

Melissa Doran’s marketing journey began unexpectedly during a university placement year at Enterprise Holding’s European head office, working in HR. This fortunate sidestep soon became a clear career path.

After graduating, she stepped into a managerial role at Compass Group, leading campus-level marketing activities across several units. It was a great introduction to marketing management, but she wanted more – not just to lead projects but to head a department and shape multiple brands.

That opportunity came when she joined JGBM as Marketing Manager: the OP sector was uncharted terrain for Doran and her goal was to bring a new perspective. She feels fortunate to work with fantastic brands and connect with others through industry events.

Passionate about marketing, Doran is excited to continue developing her skills and driving growth across the brands she works with.

FRED FIELDING ACCOUNT MANAGER, HEATONS GROUP

Fred Fielding grew up in the family business, helping out in the shop from the age of seven at a time when retail was thriving. His career formally began in 2015, aged 17, when he joined Heatons full-time. His father emphasised the importance of learning on the job and Fielding started in the warehouse, picking, packing and making deliveries.

After 18 months, he moved into customer service for four years before transitioning to sales and account management in 2019 – an interesting start as the pandemic unfolded. The past year has brought the biggest changes, including joining the BOSS Leaders of the Future Committee and stepping into the management of the sales team.

Fielding loves working at Heatons, where colleagues and family overlap, giving new meaning to ‘family business’. He finds the industry’s rapid change exciting and looks forward to what the future holds.

HELENA HILLS CO-FOUNDER, TRUESTART COFFEE

Helena Hills is co-founder and CEO of TrueStart Coffee, an award-winning B Corp on a mission to make people feel amazing with coffee that’s full of flavour, positive energy and purpose.

Since launching the brand in 2015 with her husband Simon, Hills has grown TrueStart into one of the UK’s most exciting challenger brands – now a multichannel business supplying grocery giants such as Asda and Co-op, hundreds of workplaces and foodservice outlets, plus a loyal direct-toconsumer community.

Hills is passionate about challenging the status quo, building an authentic brand that puts people first and proving that ethical business can scale. She loves working in an industry that fuels people’s lives and is driven daily by TrueStart’s positive impact on customers, communities and the planet.

LAURA HODGES

EVO & GROUP PRODUCT MARKETING DIRECTOR, EVO GROUP

Laura Hodges began her business supplies career as a Public Relations Executive at Supplies Team Solutions. After nearly eight years and several promotions, she left evo Group as Creative Production and Publications Manager. She then took on a new challenge as Creative Director at Your Event Solutions, delivering experiences for world-leading brands such as Peugeot, L’Oréal and Evri.

Recently returning to the business supplies industry as Head of Product Marketing at evo Group, Hodges quickly forged strong relationships with suppliers and sales teams, boosting sales through product marketing.

She was recently promoted to evo & Group Product Marketing Director, overseeing evo Group, evo Foundation and Product Marketing. Managing a team of nine, Hodges and her team are successfully driving product marketing forward with a fresh perspective.

AMY HUTCHINSON

CEO, BOSS FEDERATION

JOELLA HOWE

SENIOR NATIONAL ACCOUNT MANAGER, NEWELL BRANDS

Joella Howe joined Newell Brands (Writing Division) in September 2019, initially supporting education sector customers. She quickly progressed to managing international key accounts such as Lyreco and RAJA, before taking responsibility for wholesale customers including VOW Wholesale, Exertis Supplies and buying groups.

Prior to Newell, Howe spent nine years in the housewares industry in sales roles at Brabantia and Whitefurze. The introduction of Newell’s One Newell go-to-market strategy has broadened her portfolio beyond stationery to include brands like Yankee Candle, Breville, Spontex, Contigo and Sistema. This diversity is reflected in her daily workload, which spans everything from discussing marker brands to cleaning products.

Howe recently led Newell’s first multi-brand end-user promotional campaigns (B2B/C), including a Dymo x Contigo collaboration and a new Berol value strategy supporting schools. She looks forward to growing these categories and unlocking new opportunities.

EMMA HUDSON

COMMERCIAL MANAGER, SUPERSTAT

Emma Hudson has been with Superstat for 14 years, beginning as a Sales Administrator. She progressed through roles in Purchase Ledger and Nominal Ledger before becoming Product Manager in Marketing, where she managed supplier relationships and contributed to the catalogue – including during COVID and major wholesale changes, all while balancing family life.

Her dedication led to additional responsibilities including securing supplier funding and generating income. Hudson was promoted to Commercial Manager, responsible for growing all supplier revenues in 2023; and was shortlisted for Rising Star of the Year at the BOSS Awards in 2024.

Hudson enjoys combining strategic thinking with relationshipbuilding to drive growth. She thrives on negotiating deals, spotting market trends and collaborating across teams, relishing the dynamic environment and the tangible impact of her work on company success.

HELENA KELLY

UK&I CUSTOMER MARKETING MANAGER, SC JOHNSON

Amy Hutchinson breathed new life into UK trade association BOSS Federation when she stepped up as CEO in 2019, having previously served as Marketing Director at the British Printing Industries Federation, which is closely linked with BOSS. Her tenure has witnessed considerable challenges, including everything from Brexit and COVID to the current cost-of-living crisis affecting member businesses. Under her stewardship, Hutchinson promotes the ‘Better together’ mantra, focusing on engaging, educating, supporting and uniting the workplace and business supplies sector. A key part of this vision includes championing emerging talent –through initiatives such as the BOSS Leaders of the Future programme, she continues to empower the next generation and ensure the longterm resilience of the industry.

Helena Kelly joined SC Johnson Professional in 2023 and became UK&I Customer Marketing Manager in September 2024. She previously worked in marketing for Pendragon, the UK’s third-largest automotive dealership group.

Kelly enjoys the variety in her role, from activating marketing campaigns with customers and organising events to launching new products in the UK market. Her favourite part is visiting customers to align on marketing strategy and identify ways to add value.

She appreciates her close collaboration with the talented UK&I commercial team, which makes her role even more rewarding. Kelly also values the industry’s friendly, hardworking community and loves seeing familiar faces at events. Attending BOSS Leaders of the Future events helps her grow her knowledge and build a strong industry network.

RACHAEL LEWIS

SALES OPERATIONS & MARKETING DIRECTOR, OFFICE DEPOT

Rachael Lewis joined the industry in 2019 as Head of Commercial Finance and Pricing for Spicers and quickly established herself in the company.

After various roles within OT Group and now Office Depot, she was promoted to Sales Operations Director in early 2022. In November 2024, Lewis took on the expanded role of Sales Operations and Marketing Director, adding marketing, customer services and employee engagement to her responsibilities.

She works closely with sales and cross-functional teams to drive growth and profitability and optimise customer experience, while continuously improving processes and developing her teams. A natural leader, Lewis has served five years on the BOSS Leaders of the Future Committee, including two as co-Chair, organising impactful webinars and conferences.

Recently, she led Office Depot’s successful merger into Paragon Customer Communications and the shift to a stockless business model and also spoke on talent development at the OPI European Forum.

MOLLIE LACEY

KEY ACCOUNT EXECUTIVE, UK&I RETAIL & OFFICE CHANNEL, NORTH EUROPE CONSUMER BUSINESS GROUP, 3M

Mollie Lacey has built her career at 3M, starting in customer service, where she spent six years handling back-office queries and order management and building strong customer relationships. In April 2024, she transitioned into key account management, now overseeing both office and retail channel accounts.

Lacey enjoys her role as it allows her to focus on what she’s passionate about – forging genuine collaborations with customers and partners. She values 3M’s supportive culture and structured, process-driven approach, which suit her perfectly.

Working in our sector is especially rewarding for Lacey, who appreciates its people-focused environment and the willingness of experienced professionals to share knowledge. Managing diverse accounts and exploring 3M’s wide product range afford opportunities to learn and grow.

GEORGE LLOYD

GENERAL MANAGER – WORKPLACE SUPPLIES, UNITED UK

George Lloyd began his career at United UK in late 2011, starting in a business development role covering Southwest England.

Keen to learn all aspects of the business, he steadily progressed through various positions.

Lloyd was promoted to Internal Account Manager Team Leader in early 2024, where he developed his leadership skills and helped grow his team. He was also named Apprentice of the Year at last year’s BOSS Awards, reflecting his commitment and potential.

Now General Manager of United’s new Workplace Supplies Division, Lloyd is well placed to help the company thrive in this expanding area.

BENN LYNCH

GENERAL MANAGER, NORMANS BUSINESS SOLUTIONS

Benn Lynch has over 11 years of extensive experience in warehousing and logistics within our sector, having joined Teessidebased Normans Business Solutions in October 2014 as Warehouse and Distribution Manager.

In January 2024, he was promoted to General Manager, based at the company’s Billingham site. Lynch has been instrumental in optimising operational efficiency, improving key performance indicators and optimising improvement across the business.

He champions a people-first leadership style, empowering the team and fostering collaboration. His expertise spans logistics management, customer service and operational strategy – all contributing to Normans’ strong reputation for dependable and agile service.

MATTHEW NUTTING

HEAD OF COMMERCIAL OPERATIONS (SMB), LYRECO UK & IRELAND

Matthew Nutting joined Lyreco UK & Ireland in September 2018 through a rotational graduate scheme, gaining experience in sales, logistics, marketing and procurement. He progressed to Product Manager for Safety & PPE, then Pricing & Promotions Manager, before being promoted to Head of Pricing & Promotions. Earlier this year, he became Head of Commercial Operations (SMB).

In his current role, Nutting leads both the Pricing & Promotions and Inside Sales teams, spearheading the strategic direction and operational delivery of commercial initiatives. He focuses on maximising revenue growth, improving margin performance and ensuring that sales activities and the go-to-market strategy align with evolving customer needs and market dynamics. He enjoys the challenge of balancing data-driven decision-making with team leadership to deliver strong business outcomes in a fast-evolving marketplace.

LISA MORRELL

HEAD OF INTERIORS, D3

OFFICE GROUP

Lisa Morrell brings 15 years of experience in refurbishment and office furniture, having held roles from Team Leader and BDM to Interiors Designer and Project Manager. Starting her career in hospitality taught her the value of hard work and perseverance.

After university, she joined D3 as an interior designer, later stepping into a BDM role before moving to Den Interiors, where she learned independence and tenacity in a male-dominated sector. In 2017, Morrell returned to D3 as Interiors BDM and quickly became Head of Department by the age of 29.

Under her leadership, the Interiors Division has grown significantly, expanding into sectors such as healthcare, education and hospitality and securing major contracts including NHS frameworks and multimillion-pound FFE deals. Morrell is passionate about creativity, innovation and forging lifelong client relationships that transform workspaces.

SHONA PATTERSON

CHANNEL DIRECTOR - FACILITIES

SUPPLIES & NEW RESELLER, VOW WHOLESALE

Shona Patterson has 18 years’ experience in the business supplies industry, including over 11 years at VOW Wholesale, part of the evo Group. Her progression from BDM to Channel Director for Facilities Supplies & New Reseller reflects her dedication and leadership.

Patterson is responsible for shaping VOW’s future as a facilities supplies wholesaler and driving new business, most recently leading the New Reseller channel by engaging specialist cleaning and hygiene resellers alongside traditional dealers.

Now heading a team of seven, she holds key positions on the VOW board and evo Senior Leadership Team. Her clear vision and ambition have established her as a vital part of VOW’s growth strategy and earned her recognition across the industry.

MATTHEW PHAURÉ

CEO, OO GROUP

Matthew Phauré is CEO of OO Group, a 360° workplace solutions specialist offering business interiors, supplies, print management, coffee services, facilities management, and more.

Starting his career in his father’s garage, Phauré quickly developed a people-first management style that continues to guide his approach.

Under his leadership, OO Group has grown into a fully integrated workplace concierge, delivering agile, tailored solutions while upholding core company values. In 2022, he spearheaded the acquisition and successful integration of Graphic Office Supplies into the OO family.

Known for blending strategic vision with empathy, Phauré is passionate about redefining business supplies as a platform for meaningful, modern work. He believes success lies not just in results, but in inspiring growth and empowering the next generation of leaders.

NICOLA PHILLIPS

EUROPEAN ACCOUNT MANAGER, VICTOR STATIONERY

Nicola Phillips began her stationery career eight years ago at Victor Stationery as a Sales Support Executive, handling account queries and customer service for European clients. She quickly found her rhythm by going beyond her role – furthering customer relationships, working on new business development and addressing challenges at a higher level.

In April 2023, Phillips was promoted to European Account Manager, overseeing major European accounts and driving growth through sustainable business practices. Over the past two years, she has worked closely with her team to expand opportunities across Europe and the US, strengthening client relationships and deepening industry expertise.

Phillips enjoys the variety that her role offers – from supporting new product development to collaborating with marketing and creatively helping customers grow their ranges. She values the flexibility and innovation encouraged by Victor Stationery, making her job exciting and rewarding.

OLIVER ROWLES

AMY REMMER ACCOUNT DIRECTOR, VOW WHOLESALE

Amy Remmer is an Account Director within the Managed Services team at VOW Wholesale, supporting some of the UK’s largest national dealers. She began her career at VOW in 2011, aged just 18, starting in telesales, which quickly sparked a passion for the industry.

After three years, Amy left to gain experience in external account management across several dealer businesses before joining Lyreco in 2014. There, she sharpened her skills as a field sales representative, crediting Lyreco’s intensive training programme with deepening her commercial understanding.

Amy returned to VOW in 2016 in customer service and in 2021, her enthusiasm for sales saw her move into a Business Development Manager role, followed by promotion to Account Director for the North and Midlands in 2023.

That same year, Amy joined the BOSS Leaders of the Future Committee, driven by a desire to shape the industry’s future. She became co-Chair in 2024 alongside fellow Workplace360 ‘40 under 40’ member James Day.

MARGOT ROEM

HEAD OF MARKETING, EO GROUP

Margot Roem began her career in the consumer goods industry, building a robust foundation in brand and product marketing across international markets. Over more than a decade, she worked with well-known consumer brands, developing a deep understanding of customer behaviour, commercial strategy and cross-functional collaboration. In recent years, Roem transitioned into the tech sector, bringing her marketing expertise to a more dynamic, fast-paced environment. As Head of Marketing at EO Group, she leads performance marketing and go-to-market strategies aimed at increasing impact and accelerating international growth. A key part of her role is supporting dealer partners by providing scalable tools, insights and campaigns that drive tangible results.

Roem thrives in high-performing environments, motivated by tackling complex challenges that make a meaningful difference. Combining data-driven decisionmaking with creative problem-solving, she remains focused on keeping the customer at the heart of everything.

SALES DIRECTOR UK & IRELAND, PRIMA SOFTWARE GROUP

Oliver Rowles joined Prima Software in 2014 as an 18-year-old apprentice. Over 11 years, he progressed through customer service and leadership roles before stepping into a board-level position as Sales Director. His move into sales has been a natural next step, shaped by real-life experience and a consultative approach.

With encyclopaedic knowledge of dealer challenges and system needs, Rowles invariably finds solutions to challenges. Since taking on his latest role, he has delivered outstanding results, helping over 150 users to optimise their daily operations and generating more than £350,000 in new sales across the UK and Ireland in a short time.

His approach blends commercial strategy with deep product knowledge, ensuring that Prima’s technology delivers a meaningful impact to customers. His leadership is not only driving growth and Prima’s commercial success but also the future direction of the sector through innovation and customer-first thinking.

SAM RYLANDS

HEAD OF MARKETING, DURABLE UK

Sam Rylands is an accomplished marketing leader with a diverse background in the education and defence sectors. Since becoming Head of Marketing at Durable UK in 2022, she has been instrumental in launching the company’s innovative workplace solutions in the UK market.

Lauded for her expertise in strategic marketing, change management and team leadership, she also promotes organisational transformation both at Durable and across the wider industry. Rylands thrives on guiding change, seeing it as one of the most rewarding parts of her work.

Upon joining Durable, she quickly recognised the fast-evolving nature of the industry, as players respond to shifting customer expectations. This has created opportunities for fresh, forward-thinking approaches, which she embraces with energy and creativity.

BEN SUTTON

SALES TEAM LEAD WHOLESALE, CASH & CARRY AND DISTRIBUTION, RECKITT PRO SOLUTIONS

Ben Sutton began his career after graduating from Loughborough University with a degree in Sports & Exercise Science. Starting at Boehringer Ingelheim’s Global Commercial Excellence graduate scheme in 2014, he later moved to Reckitt in Sydney, Australia, gaining sales and national account experience.

Returning to the UK in 2020, Sutton helped build Reckitt’s B2B division, supporting key partnerships during COVID – including British Airways, The Platinum Jubilee and COP26.

In 2025, Sutton was promoted to Sales Team Lead for Wholesale, Cash & Carry and Distribution. He works with partners to deliver power brands such as Nurofen, Finish and Dettol across multiple channels – from convenience and wholesale to office supplies and foodservice.

SAM SHAKESPEARE HEAD OF PROCUREMENT, COMMERCIAL

Sam Shakespeare entered the industry in 2018 after roles in recruitment and financial services. He joined Commercial managing the purchasing team and credits an excellent mentor for his development.

In 2021, Shakespeare spent a year in retail procurement, gaining valuable insight, but missed the culture and community of Commercial. When a new role arose, focused on creating strategic partnerships and building sustainable product ranges, he returned and excelled. Earlier this year, he was promoted to Head of Procurement, leading the buying functions and processes.

Shakespeare has relished guiding his team through a period of innovation and restructuring. He attributes his career growth to Commercial’s forward-thinking culture, which embraces bravery, nurtures young talent and encourages continual development.

ALEX STONE

SALES DIRECTOR, OFFICE FRIENDLY

Alex Stone has risen through the ranks at Office Friendly (soon to be BLOC Group) over the past decade, from junior marketeer to Sales Director. He first encountered the UK dealer group during his industrial placement as part of his degree and joined full-time in 2013.

Stone seized every opportunity to learn and develop, moving into a business development role for Northeast England. His remit expanded steadily to cover wider regions and several key accounts.

He was promoted to Head of Sales before becoming Sales Director in 2023. Stone sits on the Office Friendly board that has been steering the merger with Integra Business Solutions to form the new BLOC Group. He also served as co-Chair of the BOSS Leaders of the Future Committee, supporting aspiring leaders in developing their skills.

HARRY TAYLOR

HEAD OF SALES & MARKETING, TOWNLEY OFFICE SUPPLIES

He enjoys solving challenges alongside driven colleagues and values representing trusted brands that make a real difference in people’s lives.

Harry Taylor began his career at Townley Office Supplies as a Sales Manager, responsible for generating and managing new business leads and outreach strategies. In September 2024, he was promoted to Head of Sales and Marketing, taking on responsibility for both departments. This includes nurturing client relationships and building new business through a blend of traditional and modern marketing alongside cold outreach techniques.

Taylor’s passion for sales is in his DNA. What energises him most is the level of trust and autonomy the company gives him to drive change – whether refining how its value is communicated or reshaping its approach to client engagement, he thrives on innovation and making an impact.

Though the industry may appear unglamorous to some, Taylor sees immense potential. For him, it is a sector where agility and forward-thinking can improve efficiency, promote sustainability and transform workplaces – and that keeps him motivated.

TOM TAYLOR

VENDOR & SUSTAINABILITY MANAGER, ACS GROUP

Tom Taylor started his career in 2012 at VOW, joining the Specials department and progressing to Team Leader by 2015. He then moved to ACS as Vendor Manager, a role he describes as a lucky break. Over five years at ACS, Taylor’s brief has expanded to include sustainability – now something of a specialist subject after completing the University of Cambridge’s Business Sustainability Management course.

Taylor has spearheaded sustainability initiatives at ACS, helping to reduce carbon footprints and winning the Bradford Means Business Sustainability Award in 2023. He manages relationships across a broad distributor and brand network, supporting ACS’s expansion into IT and MSP services.

He credits his development to the guidance of Director Liz Stevenson and values the close-knit workplace supplies community, where industry events such as those run by BOSS and VOW Wholesale offer opportunities for advice and support. Taylor’s commitment to both vendor management and sustainability has made him a key contributor to ACS’s ongoing growth and innovation.

SHAUN TIDMAN HEAD OF SALES, AVERY UK

Shaun Tidman is Head of Sales at Avery UK, leading a talented team focused on growing B2B customers and categories. Having progressed through a range of commercial roles, including internal and field sales, he has rapidly established himself as a strong leader and key player within the business.

Though relatively new to the industry, Tidman has embraced the hands-on, fast-paced nature of his role, while shaping strategy and setting a clear vision for the future. Avery has given him the freedom to challenge the status quo, experiment with new ideas and develop commercial models fit for tomorrow’s market.

Tidman prioritises developing people and advancing the industry, engaging in mentoring, speaking at events and contributing to the Leaders of the Future Committee. His progressive approach and commitment to innovation continue to shape Avery UK’s growth and evolution.

FORTY under40

in the UK workplace supplies industry

CHLOE ANDREWS, Customer Sustainability Manager, Lyreco UK & Ireland

ABIGAIL BALL, Marketing & Brand Manager, Bisley

GEMMA BASSETT, Brand Manager, Sinclairs

CAITLYN BLOOR, Senior Channel Marketing Executive, Brother UK

ALEX BONARIUS, Global Sales Director, Pukka Pads

JOSH BRUHL, Sales & Marketing Director, Dynamic Office Solutions

SCOTT CASTLE, Global Brand Manager, Reckitt Pro Solutions

TARA CHARLESWORTH, Business Manager - Education, Learning & Office Supplies, YPO

KRISTIAN DANIELSON, Key Account Manager, BIC World

HELEN DAVIES, National Account Manager, Newell Brands

JAMES DAY, Managing Director, Durable UK

TOM DICKINSON, Managing Director, OSI

MELISSA DORAN, Marketing Manager, JGBM

SCOTT ELLIS, Business Development Director, Banner

FRED FIELDING, Account Manager, Heatons Group

HELENA HILLS, Co-founder, TrueStart Coffee

LAURA HODGES, evo & Group Product Marketing Director, evo Group

JOELLA HOWE, Senior National Account Manager, Newell Brands

EMMA HUDSON, Commercial Manager, Superstat

AMY HUTCHINSON, CEO, BOSS Federation

HELENA KELLY, UK&I Customer Marketing Manager, SC Johnson

MOLLIE LACEY, Key Account Executive, UK&I Retail & Office Channel, North Europe Consumer Business Group, 3M

RACHAEL LEWIS, Sales Operations & Marketing Director, Office Depot UK

GEORGE LLOYD, General Manager - Workplace Supplies, United UK

BENN LYNCH, General Manager, Normans Business Solutions

LISA MORRELL, Head of Interiors, D3 Office Group

MATTHEW NUTTING, Head of Commercial Operations (SMB), Lyreco UK & Ireland

SHONA PATTERSON, Channel Director - Facilities Supplies & New Reseller, VOW Wholesale

MATTHEW PHAURÉ, CEO, OO Group

NICOLA PHILLIPS, European Account Manager, Victor Stationery

AMY REMMER, Account Director, VOW Wholesale

MARGOT ROEM, Head of Marketing, EO Group

OLIVER ROWLES, Sales Director UK & Ireland, Prima Software Group

SAM RYLANDS, Head of Marketing, Durable UK

SAM SHAKESPEARE, Head of Procurement, Commercial

ALEX STONE, Sales Director, Office Friendly

BEN SUTTON, Sales Team Lead Wholesale, Cash & Carry and Distribution, Reckitt Pro Solutions

HARRY TAYLOR, Head of Sales & Marketing, Townley Office Supplies

TOM TAYLOR, Vendor & Sustainability Manager, ACS Group

SHAUN TIDMAN, Head of Sales, Avery UK

Stationery procurement in Guernsey might not seem like something that would make the national news, but that’s exactly what happened in June. The reason: it was revealed that the Channel Island’s administrative authority – the States of Guernsey – had “dumped” its local supplier in favour of using Amazon Business as its principal provider.

In a freedom of information (FOI) request, the island’s Policy and Resources Committee confirmed that a stationery contract had been awarded to Amazon. This, it anticipates, will potentially increase annual category spend with the e-commerce giant by £200,000, taking it to £250,000.

Explaining the reason for selecting Amazon, the FOI document revealed that a sourcing process inviting local and non-local resellers – initiated in 2024 – was “weighted to recognise the economic benefit of having on-island suppliers”. This still was not enough to tip the scales in favour of Guernsey-based independents.

“While it is disappointing that a local supplier was not able to win this business, the States has a responsibility to spend taxpayers’ money responsibly,” the committee wrote, adding: “It is expected this new agreement could save the States up to £100,000 per annum based on [the] anticipated purchase of stationery.”

LOW VALUE

In a statement to the press, a States spokesperson referred to its office supplies category as “low-value consumable items often bought repetitively across

Making inroads

Procurement officers are increasingly viewing Amazon Business as an attractive option for office and stationery supplies.

By Andy Braithwaite

the business, [which] amounts to several thousand transactions annually”. They pointed to the need to buy these products “efficiently and effectively”.

There was some pushback to the Amazon award in a discussion in the Guernsey Press, with one contributor rightly pointing to the value that local providers bring beyond price.

It is disappointing that a local supplier was not able to win this business

“Local firms don’t just shift boxes – they deliver directly to departments, solve problems fast and reinvest in the local economy,” they wrote.

“That agility, accountability and circular value are now being traded for bulk-box efficiency. If we hollow out local services in the name of short-term savings, we’ll end up paying more down the line when there’s no one left to step up.”

They continued: “This may look good on a spreadsheet, but when the hospital ward’s out of toner or the prison needs an urgent restock, we’ll learn the real price of ‘low-value consumables’.”

That’s a fair point; but at the recent Amazon Business ABX event in London, Workplace360 witnessed first-hand how and why businesses in both the public and private sectors are choosing the e-commerce giant for their office supplies.

In fact, the category appears to be ‘low-hanging fruit’ when it comes to procurement departments testing out Amazon’s capabilities, and even Amazon itself used office products when demonstrating its guided buying and business analytics tools.

EVOLVING RELATIONSHIP

Generally, many business relationships with Amazon begin as a way to monitor and control ad hoc or ‘rogue’ purchases previously made on private credit cards that employees then expensed. One takeaway from ABX was how these relationships are now evolving along more strategic and sophisticated lines.

As one buyer from the NHS explained, her organisation began by purchasing low-value, highvolume items, but today her team trust Amazon to do much more category groundwork. This has resulted in a reduced number of suppliers and deliveries, but a greater use of local providers.

The Head of Procurement from a UK charity explained its journey with Amazon Business over an 18-month period. She described how a tailspend issue had been solved using a new 100% punch-out solution, adding that £120,000 had been saved on deliveries via Business Prime. She also revealed that the number of stationery suppliers had been reduced from 700 to just seven.

All office supplies purchases, including copy paper, are now made via Amazon Business

CONTRACT STATIONER DISSATISFACTION

One real eye-opener came during a panel session on the topic of spend optimisation. Here, a procurement manager from a leading insurance group – with 8,000 staff in the UK – revealed that all office supplies purchases, including copy paper, are now made via Amazon Business.

The group had previously put out a tender for office supplies but ended up being dissatisfied with the level of service received from its contract stationer. This was largely related to the inability of the incumbent to provide the required spend and environmental data in a timely manner.

The customer realised they already had access to the data they needed through Amazon’s dashboards, so they let the office supplies contract wind down and instructed staff with purchasing authority to buy from Amazon. A threshold of £150 has been set under which approvals are not required, while certain technology products have been blocked in line with company policy.

Other categories that the insurance group is looking to source from Amazon include tech peripherals. Interest was shown in the reseller’s Restock automatic replenishment programme. This vending service is already available in select cities in the US and is now being trialled with customers at the Amazon UK head office in London.

Interestingly, the group in question only uses Amazon for its 1P (sold and fulfilled by Amazon) offering and has blocked purchases from third-party

(3P) marketplace sellers. Despite Amazon’s noise about 60% of items being sold from 3Ps – many of them purportedly local SMBs – there do appear to be compliance concerns in procurement circles.

ADDING VALUE

Speaking to an Amazon Business executive at ABX, one message was that procurement doesn’t want to spend time on ‘let-go’ categories such as stationery and office supplies. This echoes a point made at OPI’s Global Forum in Chicago in May, where one independent dealer was told by a buyer after asking how they could make the customer’s job easier: “We just don’t want any noise; the less we hear about you, the better.”

ABX 2025 underlined the need for business products resellers to diversify and/or specialise in order to remain relevant. Successful examples include Commercial Group, with its sustainability focus; and United UK, which has made great strides in the hospitality sector – two dealers that have been able to add value.

Where that value comes from going forward is likely to be in the form of services. This could still be desktop delivery (despite Guernsey’s recent decision) or areas such as closed-loop solutions. However, as the Amazon Business executive told W360: “Boxmovers will never beat Amazon.”

Safe and seen

Signage and first aid solutions are evolving into proactive tools for culture, inclusion and care. By

Kate Davies

Businesses are rethinking workplace safety and how to communicate it across hybrid spaces, traditional offices and factory floors. In short, first aid equipment and safety signage are no longer viewed simply as compliance obligations; they are essential elements of reassurance and inclusivity. This evolution has been accelerated by increased regulatory scrutiny, a greater focus on employee wellbeing and the expectation that sustainability is embedded into every product category.

COMPLIANCE CULTURE

“First aid provision is not just a compliance necessity,” explains Sharon Kasbia, Channel Manager at Safety First Aid. “It’s a vital sign that health, safety and responsibility are being taken seriously.”

DEALER TIPS

• Bring brands to life: Custom signs in high-traffic areas reinforce a company’s values.

• Support staff: Use signage to smooth onboarding, aid navigation and amplify campaigns.

• Stay flexible: Modular systems are ideal for evolving workplaces with hybrid schedules or shifting layouts.

• Make it interactive: Digital signage can invite feedback and participation within the team.

• Ask the right questions: Understand your customers’ space, audience and goals. Samples and mock-ups can help visualise the result.

• Share best practices: Help clients meet accessibility standards and stay compliant.

• Promote adaptability: Offer flexible signage solutions, such as digital or interchangeable panels, that grow with the business.

According to a 2023 survey by JMW Solicitors, 70% of UK employees feel apprehensive about their safety at work. Added to this, almost 100% believe their employers should implement more safety measures. Dealers, in turn, have a valuable role to play in steering conversations as safety products are too often chosen based on price, without proper regard for suitability.

Crest Medical Marketing Manager Craig Wynne states: “Dealers can encourage customers to view first aid as more than a compliance task by focusing on the real workplace benefits. It’s about creating a safer environment and boosting staff confidence, not just meeting legal standards.”

Kasbia agrees that safety products do more than meet regulations. “The presence of high-quality, visible first aid equipment in a workplace sends a clear message to staff that their safety matters,” she adds. “That reassurance contributes to a more secure, confident workforce, even if the kit is rarely used.”

This opens up commercial opportunities for dealers. The same individual purchasing stationery or janitorial supplies is often responsible for safety products, making this a natural upsell into a higher-value, repeatpurchase category. By helping clients navigate first aid needs assessments and recommending products tailored to specific risks, dealers can step confidently into an advisory role.

“The lowest cost doesn’t always mean the best fit,” says Kasbia. “Sell the solution, not just the SKU. By educating customers on risk-matching, you demonstrate credibility and differentiate yourself from ‘box-shifting’ competitors.”

Encourage customers to view first aid as more than a compliance task

Duraframe from Durable UK

“The first aid and safety categories aren’t just growing, they’re maturing. Dealers who embrace this shift have an exciting chance to offer intelligent solutions and drive new revenue,” she adds.

Across all sectors, flexibility is crucial. Durable UK Head of Marketing Sam Rylands has observed a growing interest in professional display solutions such as Duraframe. The appeal, Rylands says, lies in their adaptability: “There’s been a noticeable shift from static signage to more flexible solutions that can adapt quickly to changing environments, especially in response to events like the pandemic or evolving workplace layouts.”

That said, static signage still has its place. It’s ideal for conveying permanent information such as safety instructions or directional cues, as well as being a costeffective option which supports brand consistency. This balance of permanence and adaptability reflects a category in transition.

SMART SOLUTIONS

Alongside format innovation, there are calls for signage which supports mental health and diversity. The Dräger Safety and Health at Work Report 2025 revealed that 65% of UK staff believe a lack of psychological safety is contributing to physical risks in their workplace.

Kristine Humphreys, UK Commercial Director at Avery, notes: “Inclusive signage helps everyone feel safe, confident and independent when navigating a space. That means using clear, legible fonts, highcontrast visuals and sensory-friendly materials.”

In response, Avery offers custom printed signage which allows businesses to tailor materials, shapes and sizes to suit specific environments. Avery’s Design & Print Online tool, for example, enables users to create signage that meets inclusive design standards for either self-printing or professional delivery. The vendor is also expanding its range to include custom floor and window stickers, giving people more ways to communicate clearly and inclusively.

In addition, signage is being used more creatively to support mental wellbeing. Rylands points to one example where a company used Duraframe in branded colours throughout its facilities – including wellness zones – to display stress relief tips, positive affirmations and colour-coded quiet zone guidance. “The takeaway for dealers is that signage can go beyond instruction. It can improve brand culture and emotional wellbeing when used thoughtfully,” she says.

Advances in technology are further shaping the signage category, particularly behind the scenes. “AI is making it possible to deliver personalised, real-time messages that respond to what people need in the moment. It can help with everything from generating design ideas and layouts to proposing colour schemes and content,” remarks Humphreys.

The same is beginning to apply to first aid. Wynne states that while AI and smart technology won’t transform the category overnight, digital tools are helping users engage more confidently with emergency equipment. He adds: “Looking ahead, we may see smart packaging or other devices that provide step-by-step guidance or even link directly to emergency services.”

Another emerging innovation is augmented reality (AR). In 2024, trials of AR-based warning systems –such as in roadway work zones – demonstrated reduced worker stress and improved attention by delivering real-time cues directly into the user’s view. While still in the early stages, this technology may be the future of immersive safety communication.

FRONT AND CENTRE

As in every category, customers now expect signage and first aid products to meet environmental standards. Safety First Aid is addressing this by using 100% recyclable, UK-made plastic for its first aid cases and removing single-use materials. The company is also working towards carbon neutrality.

Meanwhile, Crest Medical has launched what it calls “the market’s most sustainable first aid option”. The range replaces traditional materials such as cotton and plastic with viscose and medical-grade paper, incorporates biodegradable plasters and uses a 100% recycled and recyclable plastic box.

Avery has taken a similar approach, offering signage made with post-consumer waste materials and produced locally in Northamptonshire. “By keeping manufacturing close to our UK customers, we reduce transport emissions and avoid long supply chains. It also means we can respond faster and avoid overproduction,” explains Humphreys. Additionally, the vendor is exploring greener inks, reusable sign formats and low-energy production methods.

Signage can go beyond instruction. It can improve brand culture and emotional wellbeing

First Aid Point from Safety First Aid

WHAT’S TRENDING?

A growing emphasis on ‘being prepared’ is influencing demand across a range of safety products. Among the most in-demand items are bleed control kits and automated external defibrillators, fuelled by high-profile incidents of cardiac arrest, such as Christian Eriksen’s collapse during a Euro 2020 football match. Proposed legislation such as Martyn’s Law – officially known as the Terrorism (Protection of Premises) Act 2025 – is also contributing to a more proactive safety culture, particularly in public venues.

“With a better understanding of workplace risk, dedicated burns kits are now considered essential in many industrial and food service environments,” says Kasbia. “Also, as customers move beyond the Health and Safety Executive minimum, they’re investing in more comprehensive and risk-appropriate kits.” Increased awareness and rising expectations around workplace safety are driving interest in solutions such as First Aid Points from Safety First Aid – a fully integrated, highly visible station for all critical safety supplies. Wall-mounted and modular, these units combine first aid, burns, eye wash, biohazard and critical injury bleed control kits in one clearly marked location.

Dealers benefit from their flexibility, as Kasbia notes: “They’re easy to promote and can be tailored to different environments, making them an attractive upsell that solves multiple pain points for customers.”

Knowledge is power, especially when legislation is changing fast. Anticipating customer concerns and questions is essential

This evolving outlook is being influenced by what lies ahead. The National Federation of Professionals forecasts stricter regulations around areas such as ergonomic assessments for home offices and mental health first aid training. For dealers, the development presents a chance to support clients through more potentially complex requirements by providing forwardthinking advice and adaptable solutions.

A STRATEGIC CATEGORY

Safety and signage may serve fundamental needs, but they are far from one-size-fits-all. For example, education settings prioritise inclusive, age-appropriate communication; healthcare facilities need calming, hygienic and intuitive designs; and manufacturing environments require durability, high visibility and consistent safety messaging.

Dealers that understand these sector-specific needs are well placed to offer greater value and build longterm relationships with customers. Many manufacturers now support resellers with product training, marketing tools and compliance guidance to help them meet client demands confidently.

“We understand that knowledge is power, especially when legislation is changing fast. Anticipating customer concerns and questions is essential,” says Kasbia. Safety First Aid backs this up with dedicated channel managers, targeted marketing, in-house training and regular compliance updates for dealer sales teams.

As businesses place more emphasis on wellbeing and risk management, there’s an expectation for suppliers to offer more than just products. This presents a chance for dealers to move away from transactional sales to a consultative, insight-led model.

“By asking the right questions and staying informed, dealers can ensure customers get the right equipment for their needs, helping them stay safe and compliant,” Wynne concludes.

Burns kit from Safety First Aid

Crest Medical’s Smarty Saver fully automatic defibrillator

Display and deliver

The viscom and AV sectors are no longer niche – they’re essential in today’s working environment

The viscom and AV sectors are experiencing a period of dynamic growth, particularly within the workplace supplies channel. However, demand is rising unevenly, with significant parts of the market remaining underdeveloped. As Suzanne Tiernan, founder of ST Tech Consultancy, observes, this is “a space full of untapped potential”, where innovation and added value can meet evolving client expectations.

At the heart of this shift is the growing presence of digital signage and display technology across corporate, public and educational settings. In today’s workplaces, Microsoft Teams or Zoom-enabled meeting rooms are standard, fuelled by the rise of hybrid working. Videoconferencing has become a cornerstone of communication, with flexible, user-friendly systems now seen as indispensable.

Bring your own device (BYOD) and bring your own meeting (BYOM) setups are becoming mainstream, delivering plug-and-play simplicity, lower costs and platform-agnostic functionality. “Initially for smaller huddle rooms, now larger environments are embracing the many benefits of BYOM,” says Boom Collaboration co-founder Holli Hulett.

BLURRING BOUNDARIES

While wireless connectivity is reshaping expectations, Legamaster Product Marketing Manager Marcos Vagni points to emerging AI features as the next significant leap – from gesture recognition to real-time attendee tracking and automatic summarisation – which is beginning to enrich the meeting experience.

Gurdy Sehota, AV specialist and Sales and Marketing Manager at PBS Office, shares the excitement: “Imagine walking into a room and simply asking it to turn on the videoconferencing system – it’s impressive! Think of it as a high-end version of Alexa but with genuine AI intelligence. The need for a traditional room control system could soon be a thing of the past.”

Technology is steadily dissolving the boundaries between physical and digital spaces. According to Vagni, advances such as real-time handwriting digitisation are poised to reshape meetings and collaborative work. He also highlights the potential of cloud-based remote

management platforms, which allow dealers to monitor device performance and manage support tickets.

Legamaster, for example, is developing a cloud-based ecosystem that not only centralises device management but also opens the door to monetised service models.

In the corporate world, the use of unified communications and videoconferencing tools is expanding rapidly. All-in-one solutions – often built around integrated touchscreens and platforms such as Microsoft Teams – are preferred for their ease of use and broad compatibility. The rise of remote working has made virtual collaboration standard across sectors, with seamless connectivity now a basic expectation.

Hulett sums it up well: “Simplicity is the driving force. With just one cable, users can connect any device and instantly access high-quality video and audio, sharing screens effortlessly.”

Beyond the corporate and education sectors, digital signage continues to thrive in hospitality, retail and public environments, in response to demand for realtime information and immersive experiences. Looking forward, secure and agile viscom and AV solutions are poised to gain traction in sectors where reliability and standalone functionality are essential – potentially unlocking growth beyond the mainstream.

A BALANCING ACT

While digital technologies are generating much of the excitement, traditional viscom products continue to play a vital role. Robin Smith, Director at Boards Direct recalls how conventional products were once seen as nearing obsolescence – yet demand remains strong, particularly in education. “Visit any school and you’ll find interactive screens flanked by whiteboards on either side, often accompanied by mobile whiteboards or easels,” he says.

“There’s also growing interest in whole wall whiteboard systems with low-gloss ceramic surfaces that support projection,” he adds. “These solutions are proving popular in corporate environments and, increasingly, in universities too, thanks to innovations making installations quicker and more cost-effective.”

Elsewhere, mobile viscom products designed for open-plan workplaces continue to gain favour, with

Rocada Skin modular whiteboards

Users want to retain traditional viscom tools alongside AV panels and other technologies

buyers seeking improved durability and materials.

Rocada Export Sales Area Manager Arnau Verdaguer acknowledges that although flipcharts and whiteboards remain top sellers, this is gradually changing. “In most cases, users want to retain traditional viscom tools alongside AV panels and other technologies,” he reveals. Rocada is responding with a new range of AV and interactive boards while enhancing its core viscom lines.

COMPETITIVE EDGE

To remain competitive as the viscom and AV sectors mature, dealers need to move beyond simply supplying products to become service providers. This evolution responds to the growing appetite for integrated solutions and paves the way forward to diversified, recurring revenue streams. High-margin opportunities – from digital signage to smart displays – are often overlooked in office fit-outs, even though they are essential components of today’s workspaces.

“This is where the real growth lies,” Tiernan affirms.

“These are not only bigger-ticket items but also open the door for dealers to branch out into managed services and installation support. For forward-thinking dealers, it’s a chance to extend the sales cycle, increase project value and build long-term client relationships.”

DEALER TIPS

• Sell solutions: Offer complete packages – from consultancy and installation to managed services and aftercare.

• Keep it simple: Prioritise ease of use with user-friendly, plug-and-play tech.

• Focus on growth sectors: Target education, corporate, hospitality and public spaces, where demand is rising fast.

• Upskill and collaborate: Invest in training and partner with brands and local integrators to boost delivery.

• Get in early: Influence decisions at the planning stage using tools like RIBA/NBS to stay ahead.

Dealers that get involved early in the specification process are better positioned to provide comprehensive solutions. Smith advises using tools such as RIBA and NBS to connect with decision-makers during the planning phase. “Viscom is often one of the last elements in a fit-out,” he explains. “That can mean decisions need to be made quickly – but only if your logistics and supply chain can keep up.”

Success depends on delivering bespoke solutions tailored to each customer’s environment, objectives and usage needs. As Verdaguer puts it: “It’s about offering a complete, customised service – not just the simplest or most generic mass-market product, but the right solution for every space.”

Hulett agrees, emphasising the importance of identifying “hero” products that suit the needs of meeting spaces of all sizes and types. Sehota adds that this often demands a structural rethink and investment in skilled talent – especially for resellers expanding into full AV integration. For dealers without in-house installation capability, partnering with local AV integrators offers a practical route forward. Sehota views this as a sensible way to provide comprehensive solutions without having to recruit new salespeople or set up new suppliers – while unlocking additional income streams from existing customers.

EXPANDING SALES

To boost viscom and AV sales, dealers should focus on both product variety and added value. “Start simple and stay strategic,” advises Tiernan. “The key is to offer a complete service – ensuring that sales stay within the channel and, more importantly, with the dealer.”

By identifying natural AV extensions to current ranges, dealers can expand steadily without overreaching and then introduce installation and support services.

Building long-term success depends on developing predictable income through models such as subscriptions, leasing and on-site support. These also help strengthen customer loyalty. Vagni concludes: “Whether you’re scaling an existing business or entering a new market, focusing on services and recurring revenue is essential.”

BYOM small room kit from Boom Collaboration

Mckeever is Group Sales Director at Sovereign Business Solutions

Step into your power suit

In his first book, Choosing the Red Dress, James Mckeever explains why he opts for that outfit – and why you should too

For too long, too many of us have carried ourselves as though we were invisible – shrinking into the background, playing small in the hope that no one will notice our flaws or failures. I’ve been there. I’ve doubted my worth, questioned my voice and allowed circumstances or other people’s opinions to dull my shine. But what Choosing the Red Dress reminded me of, and what I want to remind you, is this: you are not invisible. You matter. And you have every right to be the boldest, strongest, most authentic version of yourself.

Mindset is everything. It’s the foundation upon which our actions, choices – and ultimately successes – are built. I’ve come to realise that it isn’t about waiting for the perfect conditions or for someone else to validate your worth.

It’s about making the decision, every single day, to show up for yourself. To walk into every room knowing you deserve to be there. To meet every challenge headon – not because it’s easy, but because you owe it to yourself to be fully present in your own life.

LEAD WITH INTENTION

One of the strongest lessons in Choosing the Red Dress is the importance of bringing the best version of yourself to every situation. Not for applause, approval or the expectations of others, but because you deserve to live at your highest standard.

Life is unpredictable, and you never truly know when your next opportunity, connection or breakthrough moment is around the corner. How you carry yourself when no one appears to be watching often determines how people perceive you when it matters most.

You owe it to yourself to be fully present in your own life

And it’s not about perfection. It’s about presence. It’s about making the conscious decision to stand tall, to be seen and to wear your own ‘red dress’ –whatever that may look like for you. In a culture that often encourages us to downplay our achievements, keep our heads down and not make a fuss, it’s time to choose differently. There’s no strength in staying silent about your abilities, or in pretending you don’t care when, deep down, you absolutely do.

MAKE IT COUNT

For me, this book wasn’t just a motivational read. It was a call to action. A reminder to check my mindset daily. To stop waiting for the ‘right moment’. To claim my space in every room I enter. And to remind myself, as I remind you now, that you are not invisible. You count. And you have everything it takes to be the very best version of yourself – starting today. Because the truth is, life’s far too short to wear beige. So choose the red dress.

Choosing the Red Dress is the first instalment in a five-book series. The second and third titles, Finding the How and Members Club are out now and available on Amazon

James

Maisie Wright chats to Choosing the Red Dress author James Mckeever about confidence, mindset shifts and daring to stand out

Workplace360: Your mum was the inspiration for your book. What did she think of it?

James McKeever: My mum and I are very close – I speak to her every morning. She got quite emotional and said, “I’m proud of you.” The inspiration for writing Choosing the Red Dress came about from a situation when I encouraged her to be bold and to pick the brightest dress she owned.

W360: In the book, you also mention figures such as Winston Churchill, Albert Einstein and several members of the Roosevelt family. What is it about them that you find inspiring?

JM: They’ve all achieved something and have put their footprints on history. Their impact sticks with you. Part of my writing journey involves exploring the work of other authors and drawing inspiration from them.

W360: Did you learn anything new about yourself while writing this book?

JM: Trying to get your point of view across on paper is much harder than you’d think. It took me two years as I kept changing things – you read it back and the harshest critic is always yourself.

W360: What do you hope that readers will take away from this book?

JM: It’s not just about sales. The principles I’ve written

about can be applied to any situation – it’s ultimately about the power of choice. Hopefully, all the books will take readers on a journey.

W360: Do you always practise what you preach?

JM: The most important part of doing the job that I do is to listen to people. You treat others as you want to be treated; pick somebody up rather than put them down.

W360: What advice would you give to employers wanting to embrace a growth mindset?

JM: They need to be more open and adaptable because the business landscape has changed. Think of remote working – it only works if there’s a foundation of trust.

W360: With our industry in mind, what do you see as the biggest obstacle facing salespeople when it comes to maintaining a positive outlook?

JM: Sales have changed. When COVID hit in 2020, it changed how we do business. I have fewer face-to-face meetings, for example.

W360: Do you think there’s less social interaction now compared to before COVID?

JM: Massively. There’s a lot to be said for meeting someone in person – seeing the colour of their eyes and reading their body language. I love going to meetings but they hardly ever happen now.

W360: Has there been a time when you’ve had to put on the red dress yourself?

JM: I do it constantly. But it’s not just about putting the red dress on – it’s about turning up ready and making sure I get noticed when I walk into the room. It’s about making the correct choices and arming myself with the right attitude every day.

W360: Persistence and consistency are vital in sales –how do you overcome any feelings of doubt?

JM: Always get an answer. My mentality is: if you get a ‘no’, then move on. Your integrity is probably the most important trait you have.

W360: You talked about how women can often feel invisible. Do you believe there has been a shift in female empowerment in the world of sales?

JM: The best people I’ve ever worked for have been women. The women in our industry are dynamic, unbelievable and powerful – I love working with them and for them.

The book is based on a dress but it could have been a red suit. I don’t think there’s any prejudice between one or the other; it’s about choosing the best person for the job. It shouldn’t matter who they are, how they dress or what they look like.

Where’s the silver bullet?

The slow burn of diversification can light up your bottom line

In the last article (What’s your problem? Workplace360 June 2025, page 30), I took a look at the customer in the context of a newly diversified solution. I began to explore what might motivate potential customers to make the switch – or encourage existing ones to embrace a broader offering.

We simplified it down to two powerful drivers: greed and fear. I also considered what you can do to become more ‘diversified-ready’ as you push towards new horizons. Now it’s time to move on a step. I’m working on the assumption that you’re now armed with a diversified customer solution – even if it’s still in its infancy – and, to borrow a phrase from Boris Johnson, it’s pretty much “oven-ready”.

RISK AND REWARD

Raising awareness of a new offering among current clients is often viewed as a logical starting point when launching fresh products or services. After all, introducing innovations to an established customer base – or into established markets – is a key growth strategy of most, if not all, established business models.

According to the well-known Ansoff Matrix (one of my personal favourites), this approach is classed as ‘product development’ rather than ‘diversification’. Even so, it is still widely regarded as the second riskiest of the four options. The boldest – and trickiest – route is selling new products to new customers/markets.

At the other end of the spectrum, selling existing products to existing customers – known as ‘market penetration’ – and offering those same products to new markets (‘market development’) are generally seen as the safest bets. Any experienced business consultant will tell you that you should focus on the first two… well, first.

But given the shifts we’ve seen in the OP market over the past decade, isn’t it fair to assume that most of us are already doing everything we can to maximise both market penetration and market development? This means that product development and diversification have become must-haves.

We’ve previously explored the dangers of selling new products to existing customers – the so-called ‘product development’ strategy. The risk to the customer relationship for any misstep is obvious. But risk also lies in not doing so: someone else steps in,

Gary Naphtali is a director at TSP

you lose the account – or at the very least the core part of it – and it’s unlikely you’ll ever win it back. So how do we do it?

The direct approach is to tell them through sales conversations, marketing campaigns, quick calls, etc. The number one reason customers don’t buy X from you is usually because they didn’t know you offered it. “Did you know we sell workwear? I noticed you don’t currently buy that from us – can I ask why not?”

And just like that, you’re off. They will tell you why. It doesn’t need to be any more complicated than that. I’ve lost count of the number of times I’ve seen this simple angle replaced by convoluted approaches.

A more subtle way would be to include your range in a customer review – whether as part of a meeting, a document or a regular report. Simply add a line showing how much they spent with you on workwear

Product development and diversification have become must-haves

(or any new category). If it’s zero, let it sit there, clear as day. In fact, put a zero next to every category they don’t currently buy from you.

I’ve heard countless salespeople ask for those zeroes to be removed from a report, protesting: “They don’t buy that from us!” But that’s the point.

Here’s the thing: if you don’t include that new category in your reports, how are you ever going to introduce it to the conversation/review later? When they start buying it?

I’ve sat in some terrific customer reviews where, after the fourth or fifth time of pointing out, “There’s workwear – still showing zero,” the client suddenly says, “Oh, wait… do you actually sell workwear?”

Don’t be offended. It was never important enough before. You weren’t seen as a supplier of that category – even if you’d been mentioning it and marketing it for six months.

Either they didn’t have the need or the motivation (fear is greater than greed, remember) to switch wasn’t strong enough.

TIME TO REVIEW

A customer review meeting or conversation is a golden opportunity easily missed. The art of a good review is not to make it a thinly veiled sales pitch. Nobody likes that. It should focus on reporting and informing – giving the customer clear insight into their current purchasing habits, wrapped in proactive advice on how they can improve. Approach it like that and the reception will be positive and the idea of a regular review will be embraced – and they will not be offended by the zeros or any mention of new categories.

The reason, in my opinion and experience, that Igor Ansoff considers this the second riskiest of the four strategies isn’t because it’s inherently dangerous. It’s because it can take time to deliver results. This isn’t a silver bullet. It’s a slow burn. But once it takes hold… oh boy, does it pay off.

There are also less obvious, but equally valuable, upsides. I’ve seen it time and again: introducing one or two new categories can spark unexpected conversations about entirely different needs – even ones outside your current offering. “No, I’m not interested in workwear,” they’ll say, “but do you know anyone who supplies X?”

We’ve referenced this before – how milk became Anglo Office Group’s biggest-selling product line in under two years (read Steve Gorham’s The building blocks to success – Part II, Workplace360 September 2024, page 36). That opened the door to fruit, catering supplies and lunches… none of which had been on our diversification radar at the start.

What happens – gradually but unmistakably – is your customer starts to see you differently and you reposition yourself in their eyes. I’ve also often seen how presenting an expanded solution reinforces the single-source benefits. As a bonus, it can flush out leakage – those other departments or locations that, for whatever reason, haven’t been buying your core range. Suddenly, they’re then swept up so you get a welcome bump from that too.

YOUR SUPPLIERS

As outlined in Gorham’s earlier articles (read also Part IV, Workplace360 March 2025, page 28), supplier engagement and relationship management were crucial in the early stages of Anglo’s diversification journey. From a sales perspective, those first steps into offering

new products or services to existing customers come with a challenge: no track record, case studies, proven success or built-in credibility.

That’s where the supplier relationship becomes critical. Until you’ve established your own success stories, you’ll need to lean on your supplier’s reputation – its case studies, expertise, knowledge and trustworthiness.

It is therefore imperative that your salespeople build strong relationships with suppliers. They need proper training and a solid understanding of not only what they sell, but also who chooses and uses the products (and by that, I don’t mean other distributors but consumers). They should know who the ideal customer is, what common objections the supplier faces and how they typically address them, how the brand positions itself in the market, which entry points they focus on and what success stories they can share.

Your existing customer already trusts you, but that trust doesn’t automatically extend to new categories. They may be wary of relying on you in unfamiliar areas, which is why it’s essential to demonstrate that you’ve partnered with a reputable, proven supplier. Make sure the above is baked into the training, along with knowledge of the supplier’s history, core values, etc.

Too often, this is overlooked in favour of surface-level product features and benefits.

MARKETING AND AWARENESS

There are far more qualified people than me to talk about the multitude of ways to get your message to market in today’s digital age – so I won’t try to. What I will focus on is how a diversified solution unlocks a wealth of possibilities to change the way customers view you.

I’ve already covered a sales-led approach – asking the question, using review meetings and so on (I am a

Until you’ve established your own success stories, you’ll need to lean on your supplier’s reputation

You never really know what the point of entry will be when you add a new range or category

salesperson, after all) – but here I want to highlight the broader marketing potential. A diversified offering gives you multiple new touchpoints to engage your audience with your message and value proposition. So, consider this a gentle plea to the marketeers among you: look at it through a sales lens.

Let me take you back to when Adam Noble was CEO of The Irongate Group and I joined as Sales & Marketing Director. The Irongate Group had two very distinct divisions: office supplies and print. This was my first proper introduction to delivering a successful product development strategy – watching office supplies customers embrace print and vice versa. It also happened to be a period of huge change in the print world, as digital production was beginning to transform the industry. Irongate was one of the early adopters, investing in Xerox’s iGen.

As a complete novice in print (or “print-ignorant Nappy”, as I can still hear Adam say), I was keen to understand the sales message. Why was digital print the right fit for the customer? What advantages did it offer? The standout features at the time were short runs, fast turnarounds and personalisation. The benefits? Lower costs, reduced waste and obsolescence, and higher impact from tailored content – driving better response rates. Wonderful stuff.

And that’s how it was marketed – not just by Irongate but by most players in that space. As relatively early adopters, we knew the market hadn’t yet fully embraced digital print. Customers needed educating.

They needed to understand just how beneficial it could be. But the message wasn’t always hitting the right mark. We were presenting “short-run, fast turnaround and personalisation...” as this game-changing, all-inone solution. And it was. So why weren’t customers jumping at it?

The lightbulb moment came – where else? –in the car park after work. We realised we were over-complicating it. Like many of our fellow early adopters, we were selling the solution as a package deal: “If you want fast turnaround and short-run and personalisation...” But what if you didn’t want or need all three? So we started marketing and selling it one feature (and benefit) at a time. It worked.

MULTIPLE ENTRY POINTS

And that lesson has stayed with me. When we diversified at Anglo, we had multiple points of entry we could market – hundreds, in fact. Yes, the catchall ‘single source’ solution was even more achievable with a diversified product and service offering, but the capacity to create many more product and solution sales and marketing messages was incredible. The ability to justify ongoing and continuous (yet variable) customer marketing took on a whole new lease of life. Vida BarrJones and the team at Focus7 had a field day creating a variety of material and messaging for us.

The salespeople loved it. It gave them confidence to talk about the new areas as the ‘points of entry’ to a customer – existing or new – kept growing. One day it was milk. The next day, fruit. Then document storage and retrieval. Workwear at the next review. And so it went on.

The key message here? You never really know what the point of entry will be when you add a new range or category. And you don’t know when the opportunity will present itself either. We’re all good at selling what we’ve always sold: save money, reduce costs/admin, rationalise the supplier base – but so is everybody else we compete with. The ability to differentiate in our core sector has diminished. Amazon Business is eating our traditional lunch!

Your new diversified solution has just opened up a world of customer engagement and marketing possibilities. It’s not a silver bullet for sales. It takes time, investment and belief. But the opportunity to reshape how customers see you, to reposition yourself in their minds, is there for the taking. What’s not to like?

Quiet revolutions

What healthcare design can teach the workplace

What if the best ideas for future workplace design didn’t come from tech campuses or creative studios, but from hospitals?

In a recent talk for WORKTECH Academy, architect Ab Rogers – known for his work on the Maggie’s centre at the Royal Marsden Hospital in London (pictured) – explored how lessons from healthcare environments, where emotional, physical and social wellbeing are paramount, could be applied to commercial workspaces.

At the heart of the discussion was what he called the “ecology of care”: a design philosophy that places people, not just productivity, at the centre of decisionmaking. In healthcare settings, buildings are not backdrops – they are active participants in the healing process, and what Rogers termed the “third carer”. The best buildings are those that support recovery, promote calm, encourage connection and reduce stress. These same principles, Rogers argued, should underpin the design of our everyday working environments.

BALANCING ACT

One of the key learnings from Maggie’s centres is the importance of balancing the collective and the individual. The buildings are designed to accommodate both quiet reflection and spontaneous conversation – a dual need that exists in every workplace. There’s space to gather and talk, but also somewhere to be alone with your thoughts. As Rogers explained: “Maggie’s is a metaphor… it’s about the collective intelligence, the collective community, and then the individual – the personal space for reflection. We need to work with these two gears continuously.”

In healthcare, proximity matters. There’s no point designing a respite space if it takes ten minutes to reach it. The same applies to the workplace: areas for rest, conversation or reflection need to be close to where the pressure happens. In an office, this might mean putting a well-designed breakout space directly adjacent to a high-focus zone.

Design details that support these behaviours – such as protected nooks, soft transitions between rooms and a blurring of inside and out – create environments that feel intuitive and reassuring. “It’s trying to promote a culture,” he said. “Do an interesting talk, gift an office lunch… It really promotes this very different experience.”

This proximity principle is underpinned by what Rogers called “the lure” – subtle design features that nudge people to move, pause or change their environment. “We need to create lures that entice you into the public space,” he said. “The coffee machine, the fruit bowl – a reason to break your bad habit of staying in the cave. And then you make the cave comfortable enough so people want to return to it.”

One striking example came from a healthcare facility in Milton Keynes that had one of the highest staff attrition rates in the country. Instead of investing in expensive retention strategies, the leadership team introduced simple acts of care: free tea, coffee and fruit. Once a year, staff even vote on which blend of tea or coffee to serve.

These gestures cost little but created a profound shift in morale. This, Rogers suggested, is what the workplace often forgets – that small, thoughtful interventions can drive the biggest cultural changes. “It must cost nothing compared to the absenteeism of disenchanted staff members.”

RETHINKING ASSUMPTIONS

Biophilic design also played a central role in the talk. Natural elements – such as trees and plants – are known to reduce stress, improve mood and aid

Photography by: Gilly Booth for Ab Rogers Design

We need to create lures that entice you into the public space

concentration. Yet concerns around upkeep often limit their use. “People always worry about maintenance,” said Rogers. In one international office project, an overly ambitious planting scheme was simplified to a more robust single tree per window – a move that dramatically reduced upkeep while maintaining the calming visual impact.

“I want to move away from concrete as a concept – to have much lighter solutions, where we filter light backwards through trees rather than synthetic curtains,” he explained. Trees don’t just provide visual relief, he noted – “they also create shade.”

Rogers pointed out that during the pandemic, some studies revealed that COVID-19 survived longer on stainless steel than on wood or paper; yet in healthcare surroundings, wood is avoided. He advocated for reconsidering materials within work spaces: “I’m not saying we should put carpet in surgical areas, but we can promote a more joyful response to design.”

A working environment should be more than just functional. Rogers gave the example of a surgeon working under intense light and with laser focus for hours at a time. When the surgery is over, that person needs something beyond a staff room – they need a shift in atmosphere, an area to decompress. “They want to be able to step outdoors… into a park because they need to come out of this incredible concentration.”

THOUGHTFUL DIFFERENCES

Workplaces, too, can benefit from these spatial gearshifts. Employees working at speed and intensity need relief spaces that aren’t an afterthought. Importantly, these areas must be sustainable not just environmentally, but also culturally. They must be robust, adaptable and easy to maintain.

Thoughtful design doesn’t have to be complex – it can be as simple as choosing more durable plants or choosing furniture that encourages short rests but discourages slouching for hours. Ultimately, Rogers makes a compelling case for a more human, more responsive approach to workplace design. Drawing from the most emotionally charged environments –hospitals, treatment centres, trauma spaces – this philosophy invites workplaces to think differently.

It’s not about replicating the healthcare aesthetic but about applying its wisdom: supporting people when they’re most vulnerable, designing for movement and stillness and embedding care into the workplace itself.

Accelerating ambition

From off-roading and tomato soup to alpacas and blackjack tables, Nemo Office Club delivered a conference packed with ideas and energy

Kicking off – or rather, driving off – in style, the Nemo Office Club dealer conference began on 5 June with a friendly golf tournament or adrenaline-fuelled off-road Land Rover experience, followed by an indoor BBQ and live music from ExaClair’s Simon Williams.

Held at the Forest of Arden Hotel & Country Club near Birmingham, the next day revved up with a packed agenda, buzzing exhibition and lively charity casino night. Proceedings opened with a welcome from Chairman Michael Morgan, followed by keynote speaker Tony Morris, whose straight-talking session What’s your tomato soup? urged dealers to think differently or risk falling behind.

Drawing on his Confessions of a Serial Seller podcast, Morris shared stories of sales leaders who turned setbacks into springboards, all fuelled by a futurefocused mindset. He encouraged delegates to sharpen their approach: grade customers, fill gaps and focus more on why customers buy. Redefining USPs as UCBs – Unique Customer Benefits – he stressed the value of speaking the customer’s language, embracing discomfort and staying curious in a world of AI disruption and shifting buying habits.

• Supplier of the Year: Avery UK

• New supplier of the Year: Slingsby

• Best supporting dealer: Robert Hall Business Equipment / Richardsons Business Equipment

• Marketing Engagement Award: Office Supplies Now

• Keep It Local Award: Direct Business Supplies

• Retailer of the Year: Axminster Printing Co

• Dealer of the Year: Seated Furniture / Office Friends

INDUSTRY INSIGHTS

Next up, JGBM Managing Director John George introduced EcoScore – a sustainability rating system tailored for office tech. Developed over 15 months, it draws on 125,000 data points across 40 categories and scores products via a three-leaf scale spanning four pillars: production, specification, certification and packaging.

CTS Wholesale Managing Director Steve Clayton followed with a brisk history of the company – from its 1995 garage beginnings to alpacas, Christmas trees and the purchase of a liquidated toner business.

Today, CTS offers over 4,000 SKUs, targets £18 million turnover and is stepping up support for dealers with new product lines, the launch of its dealer-first platform Buytonerink.co.uk and the availability of digital signage via Tripleplay. Future plans include a warehouse extension, a showroom, a solar panel installation and a wider product range.

Grade customers, fill gaps and focus more on why customers buy

The final business event was the exhibition, where dealers connected with familiar suppliers as well as new ones, including Camfield Supplies, Drinkwize, TrueStart Coffee, Slingsby and Regal. The conference closed in high spirits with a casino-themed evening of dinner, drinks and games – all while raising money for Cancer Research and Brain Tumour Research.

NEMO OFFICE CLUB AWARD WINNERS 2025

From tee-offs to tequila, the BBSC Charity Day delivered in every way. By Maisie Wright

RAISING THE GAME

The BOSS Business Supplies Charity (BBSC) fundraising event once again proved to be a highlight of the industry calendar. Held at Carden Park in Cheshire on 18 June, it brought together enthusiastic attendees for a fun-filled day, all in aid of supporting those in need –raising an impressive total of just over £14,200.

While some attendees relaxed in the spa, others made the most of the outdoor activities, which included a round of competitive golf on Carden Park’s championship course, Segway rides, archery and laser clay pigeon shooting.

True skill and sportsmanship were in evidence alongside friendly rivalry in the ‘Heart the Golf’ contest. The individual winner was Dave Harder of Lyreco, who claimed the coveted Tim Holmes Trophy, while Avery’s Matt Hopkins was the runner-up.

In the team golf competition, top honours went to the Fellowes Brands/Ryman team – Andrew Reid, Stephen Davison, Craig Vale and Jonny Samuel – while the Avery team of Hopkins, Ray Mandell and Geoff Lewin followed closely behind. Special mentions go to:

• Mark Knibbs, Pilot – Beat the Pro winner

• Phil Goddard, Energizer – Longest Drive winner

• James Kirk, PPS – Nearest the Pin winner

• Craig Vale, Ryman – Putting Competition

• Matthew Balcombe, Exertis Supplies – Wooden Spoon recipient

The winners of the day’s other activities were Steve Hilleard of Workplace360 for laser clay pigeon shooting, Mia Trangmar of VOW for archery and Alfie Sanders of Ryman for Segway riding.

EVENING ENTERTAINMENT

As dusk fell, guests gathered for a relaxed buffet dinner followed by the much-anticipated BBSC raffle, the golf prize ceremony and a lively charity auction. A standout moment from the already splendid evening was Phil Goddard from Energizer securing a giant bottle of tequila, generously donated by George Hilleard of Red Bull Racing.

A poignant moment of the evening came with Jade Wilson’s heartfelt tribute to industry colleagues, friends and loved ones no longer with us, including Roger Murphy and David Willis. Their contributions and memories were remembered and recognised with a toast.

The charity is immensely grateful for the overwhelming support from across our industry

Reflecting on the event, BBSC Chair Kelly Hilleard said: “We had another incredible Charity Day. The weather was perfect, the golf course was in great condition, the spa was a hit and the outdoor activities were full of fun and energy.

“The charity is immensely grateful for the overwhelming support from across our industry. Thanks to the generosity of our sponsors and prize donors and the skill of auctioneer Matthew Bennett, we’ve raised vital funds that will enable us to support even more families.”

Following the success and achievements at this year’s event, planning is already underway for the 2026 Charity Day – with further details to be announced soon.

Burrata, banter and blazing sunshine... what more could you want from a Friday lunch?

TRADITION with a twist

The Society of Old Friends’ Summer Lunch is fast becoming a seasonal staple on the industry calendar and this year’s gathering at Butler’s Wharf Chop House proved exactly why. Now in its third year, the July event welcomed 50 members and guests to one of London’s most iconic riverside venues, and the outing once again delivered an afternoon serving up sun, sociability and sensational views of Tower Bridge.

The weather delivered in spades – gloriously warm and sunny – and so did the menu. Everyone tucked into a spread of modern British fare – think mac & cheese, fish & chips and burrata with tomatoes. The real talking point? President Steve Hilleard’s decision to ease the dress code. “The highlight for most of the attendees,” he quipped, “was that I relaxed the dress code and allowed them to wear shorts.”

BRIDGING THE GENERATIONS

The crowd, as ever, was a brilliantly eclectic mix. From stalwart member Stanley Vaughan, now in his early 90s, to its youngest member, 24-year-old Emily Vardon of

battery wholesaler H-Squared, the age range spanned the generations – reinforcing the Society’s unique blend of heritage and fresh energy.

London was absolutely heaving, and it felt like we had the best seat in the house

Adding to the fun was a spirited raffle coordinated by committee members Liz Whyte and Alex Bonarius. Lucky winners were Red Inc’s Adam Huttly, EO Group’s Nick Wilson and DMG Office’s Dane Goodson, the latter walking away with the top prize of £100 gift card.

With so many new faces, shared laughter and the unmistakable warmth that defines Old Friends gatherings, it’s little wonder the afternoon showed no sign of ending on time. “Just a really cool atmosphere,” said Hilleard. “London was absolutely heaving and it felt like we had the best seat in the house.”

The next Old Friends event is the Summer Clachan on 11 September at the Rain Bar in Manchester

Leading with authenticity

Why being your true self in business is your greatest asset

For a long time, I believed business success meant fitting into a mould. Speak a certain way, dress a certain way, soften the edges and don’t be “too much” of anything. Over time, those unwritten rules became a quiet weight on my shoulders. But as I’ve grown in my career – and, more importantly, into myself – I’ve come to realise that trying to be anyone other than your true, authentic self in business is not only exhausting but also counterproductive.

Authenticity isn’t about perfection. It’s about honesty. It’s about showing up as you are – with conviction, vulnerability, clarity and integrity. The more I’ve leaned into who I really am, the more effective I’ve become as a leader, a colleague and a contributor to the wider industry.

The people I trust most in business are those who are real. You know where you stand with them. They say what they mean. They listen with intent and speak with purpose. This is what creates a meaningful connection. And in business, connection is everything.

IT TAKES COURAGE

Being authentic also means being brave. It means not hiding your accent in meetings, not downplaying your ideas because they challenge the status quo and not pretending to be fine when you’re burning out. It means setting boundaries without guilt. It means saying no sometimes. And yes, it also means not always being liked. But I’ve found that showing up as you are earns respect in a way that people-pleasing never could.

In my experience, bringing authenticity into professional spaces often encourages others to do the same. I’ve seen the difference it makes when people feel they don’t have to wear a mask – the conversations

Amy Remmer is an Account Director at VOW Wholesale and co-Chair of BOSS Leaders of the Future

become richer, creativity flows and trust deepens. When mistakes do happen, as they always will, they’re met with learning, not fear.

As co-Chair of BOSS Leaders of the Future, I’ve seen firsthand how honesty and openness influence group dynamics. They create a space where people feel more comfortable contributing, challenging ideas and supporting one another – not because they have to but because they want to. When leaders model authenticity, they create trust and unlock a different level of collaboration. The ripple effect can shape not only how a team operates but also how individuals grow within it.

Being authentic also means being brave

That doesn’t mean you throw out professionalism or forget about context. Being real isn’t an excuse to be careless or to overshare. It’s about aligning your actions with your values – knowing when to show humility, when to challenge and when to listen. It’s about leading from a place that is both strong and grounded.

THE BUSINESS CASE

Genuineness is what makes a business stand out in a crowded market. With automation and competition everywhere, the real edge comes from connecting with authenticity. When leaders are honest and straightforward, they cut through the noise, gain credibility and attract people who truly get what the business stands for.

Being yourself is your greatest strength, as it builds trust. When you’re real – not fake – you attract people who connect with the real you, leading to stronger connections and better opportunities. This approach also helps to conquer imposter syndrome. It allows you to own your achievements, acknowledge your true skills and stop the exhausting act of pretending – making you feel less stressed and more confident in your abilities.