Heading into the summer season always brings a little spark of joy – warmer weather (fingers crossed!) and longer days. And in our industry, it certainly means one thing: a packed calendar of events to look forward to. Two of my favourites always fall in May – the London Stationery Show and Clerkenwell Design Week (CDW).
The London Stationery Show was anything but a damp squib, despite London’s best efforts to rain on the parade (read Making a Splash on page 36). Sadly, I missed this year’s ever-fabulous CDW thanks to pesky deadlines, but my colleague Kate Davies made her debut trip to the London
neighbourhood of Clerkenwell for the three-day interiors festival. In Where imagination works on page 28, you‘ll find all the latest office furniture and workplace trends from the event.
It is therefore only fitting that this issue includes a category update on workplace furniture – an increasingly crucial part of crafting workspaces that people actually want to be in.
Dive into Design with purpose on page 40, and hear from Kerr Office Group’s Head of Design, Sarah Payne, on how the right furniture is essential for nailing hybrid working setups (read Furniture fix on page 44).
Kate was also at the recent Leaders of the Future Conference and came away impressed by the lineup of speakers tackling emotional intelligence and conflict resolution. You can read more in Leading with EQ on page 48
Looking ahead, there are plenty more events on the horizon, including the Nemo Office Club and Superstat conferences. Plus, evo Group returns with its VOW Amplify show in July. And of course, the social and networking buzz continues, with plenty of gatherings from The Society of Old Friends and BOSS still to come – including the upcoming BOSS Charity Day on 18 June.
Michelle Sturman, Editor
SALES & MARKETING
Head of Media Sales
Chris Turness 07872 684746
Chief Commercial Officer Jade Wilson 07369 232590
Digital Marketing Manager
Aurora Enghis
PRODUCTION & FINANCE
Head of Creative
Joel Mitchell
Manager Lisa Haywood
Finance & Operations
Kelly Hilleard
PUBLISHERS
CEO
Workplace360 Assistant Editor Kate Davies thoroughly enjoying herself at this year’s Clerkenwell Design Week
ExaClair
30 Thought leadership
Gary Naphtali starts a new series: What to do once you have a diversified portfolio
The London Stationery Show delighted exhibitors and visitors alike
Go2’s Alister Hall urges
companies to show greater support for
Kerr Office Group’s Sarah Payne explores how furniture can make or break the
Vectair’s Chris Wakefield highlights the potential of aircare for dealers
Heart of the industry
The BOSS Midlands Committee demonstrated how to walk the walk
Heart of the industry
The BOSS Leaders of the Future Conference played to a full house 50 Heart of the industry
A review of The Society of Old Friends Spring Dinner
Exposed! Tom Plaskitt, Office Depot
the
Good progress on Exertis review
DCC has said it is “making good progress” in the strategic review of its DCC Technology (aka Exertis) division. Last November, the Ireland-based group announced it was focusing on its energy business, recently confirming the sale of its healthcare division in a deal worth more than £1 billion.
As for Exertis, it appears there are a number of “value maximisation” initiatives to be completed over the next 18 months ahead of a future divestment. These include an “integration and operational efficiency programme” in North America – where there has recently been a leadership change – and a streamlining of the portfolio. For example, Exertis has agreed to sell its loss-making consumer business in France and Exertis Iberia to French distributor We.Connect for “a modest consideration”, and has also exited some businesses in the Middle East and the Nordics.
Dealer groups move closer to merger
Integra Business Solutions and Office Friendly have entered the home straight in the process to merge the organisations. The dealer groups said that tax and legal consultations have been concluded.
Subject to a successful outcome of the “final stages” with shareholders and approval from the Financial Conduct Authority, the combined groups will shortly go to market under a new name – BLOC.
According to the website – bloc-group.co.uk – the new brand stands for ‘Building Leadership, Opportunity and Collaboration’. However, it added that this is more than a name: it is “a commitment to working together, thriving together and building a stronger, more connected business community”.
No timeline was given for official closing of the merger, but an update will be provided in due course.
Soft market conditions in the UK consumer channel contributed to DCC Technology reporting an organic decline in FY25 sales of almost 16%. It also bore a noncash impairment charge of almost £74 million in respect of its UK Info Tech segment.
Meanwhile, there is a new Managing Director at Exertis Supplies following the departure of Andrew Beaumont. Exertis has chosen an internal candidate to succeed him, confirming the appointment of Matt Balcombe to the role. Balcombe has spent more than ten years at Exertis UK, having previously worked for Computers Unlimited –which was acquired by the distributor in 2014.
Most of Balcombe’s career to date has been in sales and commercial leadership positions, but since 2020, he has served as UK Transformation Director, working across all business areas. He has also been part of the senior leadership team at Exertis Supplies since last autumn.
Group Managing Director Rod McCarthy said that the appointment marked the “next step in the future of Exertis Supplies” as it looks to “further accelerate [its] exciting growth plans”.
Paperstone deal
Online dealer Paperstone has bought Essex-based Office Needs. The deal comes as Steve Osman – who was at the helm of Office Needs for more than 30 years – retires. Paperstone told Workplace360 that the acquisition had been part of its plans for some time, but it really started to engage with Osman about a transaction two years ago.
Paperstone said that Office Needs – a fellow Office Friendly dealer which serves customers in Essex and London – would “continue to operate as it always has”, with Andy Heath stepping up to the role of Managing Director and the existing team remaining in place.
From left: Paperstone’s Jim Brown and Office Needs’ Steve Osman
Matt Balcombe
Darren Lloyd
Strong year for United
United UK has reported an impressive set of 2024 results. The dealer – which made a strategic decision to focus on the hospitality sector a few years ago – grew its top line last year by more than 20% to £24.7 million. There was also a positive development on the bottom line, as operating profit increased by more than 50% to just over £2 million.
Speaking to Workplace360, CEO Darren Lloyd said that the target this year is to reach the £30 million mark. This is despite current challenges in the hospitality sector, which has been hit hard by the recent rise in National Insurance. That said, as companies look to reduce costs, United’s single-source approach is something that resonates with customers.
United has also made some strategic senior hires in marketing and sales as it seeks to maintain its strong organic growth trajectory, as well as two other recent hires, reflecting its focus on the hospitality sector. Joining the business are Nicky Rosslee and Alex Taylor. Rosslee, who has been appointed to the role of Client Experience Adviser, brings more than 15 years of experience in hospitality in both South Africa and the UK.
Taylor joins United as New Business Development Manager and has worked in the hospitality and foodservice channels for over 20 years. Before joining United, she was Foodservice Sales Manager at Tate & Lyle Sugars.
In terms of potential acquisitions, Lloyd does not predict any activity this year – although that could potentially change if there is a distressed opportunity. Longer term, he is eyeing expansion into underserved geographical areas.
United may also look to attract external investors, with CFO Steve Johnson having been busy in the background over the past 12 months preparing the groundwork on the company’s M&A strategy.
Another acquisition for Active
Scottish dealer Active Office has announced its third acquisition of the year. Managing Director Alan Miller said that Active had “successfully acquired” North Central Office, a Glasgow-based reseller that also serves clients in the Edinburgh, Stirling and Livingston areas.
Miller said the deal follows the “smooth integration” of The Working Wardrobe and Gemini Supplies into the Active family. “We’re eager to leverage this acquisition to enhance our offerings and continue delivering exceptional service to our clients across central Scotland,” he stated.
UKOS achieves Planet Mark certification
Independent dealer UKOS is now Planet Mark Business certified. The company has been working on this initiative for some time under the direction of Commercial Director Emma Halldearn.
Over the past year, the dealer has taken steps to measure its carbon footprint across operations, covering emissions from its fleet, electricity use, business travel, waste and key purchased goods and services. The data has been independently verified by Planet Mark, using standards that are fully aligned with the Greenhouse Gas Protocol.
The Hemel Hempstead-based firm said that the certification is a commitment to keep moving forward. “We have pledged to reduce our measured carbon emissions by at least 5% every year and to put sustainability at the heart of how we operate, grow and collaborate,” it stated.
MOVERS & SHAKERS
New MD at ExaClair
ExaClair – the UK subsidiary of Exacompta Clairefontaine – has promoted former Finance Director Kate Garner to Managing Director (read A sector-smart approach to education and beyond on page 24). She succeeds Chris Exner – formerly CCO at OPI – who left the vendor at the end of April.
Prima promotes Rowles
Prima Software has named Oli Rowles as Sales Director UK & Ireland. He steps into the post after impressing as Customer Services Director UK & Ireland for the past four years. He has been with Prima for 11 years, starting in a customer support role.
Rowles has already been working closely with the sales and marketing teams behind the scenes for the past nine months. He has been supported by Global Sales Director Tim Capper, who will continue to mentor Rowles in his transition into sales. Capper, meanwhile, will be focusing on driving Prima’s growth in the US.
Viking appoints new MD
Viking UK & Ireland has named Jonathan Metcalfe as its new Managing Director. The company – owned by RAJA – has been without a permanent leader since Simon Allan-Brooks (now at Arco) left the business in March last year. Metcalfe has a strong B2B background, having worked with major resellers such as RS Components and Staples. Most recently, he was Regional Managing Director at MRO and business equipment group Manutan.
Farrell joins tesa
Former 3M exec Gareth Farrell has joined adhesive solutions manufacturer tesa as VP, Head of Sales Modern Trade. His role at the Germany-based group involves “leading sales and activation in key regions of Europe”. Farrell recently left 3M, where he held a number of business products-related roles during a 24-year stint, including EMEA Area Division Director for stationery and office supplies and Key Accounts Director for the company’s Consumer business group in EMEA.
Jones leaves Reckitt
Ross Jones (left), Head of Sales, Northern Europe and ANZ at Reckitt Pro Solutions, has left the vendor. Taking over his responsibilities is Ben Sutton (right) in the new role of Team Lead – Wholesale, Cash and Carry, B2B.
Nectere liquidator provides update
The company handling the liquidation of defunct UK dealer organisation Nectere has outlined the difficulties that it has faced in collecting debts. In a progress report, Begbies Traynor said that the debt collection activities of its agent JP Associates (JPA) have been “exceedingly and unusually complicated due to the way [Nectere] worked”.
It explained: “The Company [ie Nectere] operated with a ‘partner’ network. The partners of the Company were regional businesses that, in turn, had customers who placed orders for various stock through the partner, but which were to be sourced and supplied by the Company through its supplier network.
“The end customers had a relationship with the partners and were not aware (nor did they need to be aware) of the contractual relationship between the various partners and the Company. Invoices were raised by the Company and issued to the end customers under cover of the partners’ business, making it clear on the invoice that the bank account details into which remittance should be made are that of the Company’s.”
It added: “The contracts between the Company and the various partners were clear on the right the Company had to the debts once the invoices were raised.”
However, as previously reported by Workplace360, some former Nectere dealers – who were already severely impacted financially by Nectere’s collapse – were reluctant to make payments to JPA. This was highlighted in the liquidator’s report: “Certain end customers have refused to acknowledge the Company as the party contractually entitled to payment. In other circumstances, certain partners of the business have apparently sought to direct end customers to pay them rather than the Company.”
This has caused JPA to face “significant challenges” and “significant delays” in collecting in debts. In the 12 months to 31 January 2025, JPA recouped just over £163,000, but the amount still outstanding was not specified. It is clearly sizeable, since JPA is continuing its efforts and has negotiated an increase in its fee to 50% of its takings.
Begbies Traynor also expects its own fees to be almost double the February 2024 estimate of £102,00 as it racks up the hours at an average rate of almost £518 – but the insolvency firm is prepared to accept a discounted amount of £180,000.
HP expands refurb and AI initiatives to the UK
HP Inc has announced that its Renew Solutions business is expanding the availability of HP-certified refurbished PCs to UK customers as well as its Workforce Experience Platform (WXP), a digital AI-enabled employee experience solution.
The tech vendor said that the Renew Solutions move will enable clients across the UK “to participate in a circular economy, advance sustainability goals and drive business outcomes”.
“Customers are looking for reliable multi-life devices to implement circular business practices and lower costs,” explained Ruth Patterson, HP Managing Director for UK&I. “Our portfolio of HP-certified refurbished PCs is designed to deliver manufacturer-grade devices while helping customers to reach their goals, with the added assurance that all sensitive data has been scrubbed from the device.”
According to HP, its WXP platform is designed to help organisations manage, secure and support their IT environments while improving employee engagement and productivity: “WXP is a new managed service offering that combines device intelligence, user sentiment insights and AI automation across PCs, printing and IT infrastructure. With WXP, HP and its channel partners can help businesses to create better technology experiences for their workforce and make data-driven decisions that support growth and operational efficiency.”
Remanexpo cuts ties with Messe Frankfurt
Aftermarket consumables trade event Remanexpo will not be held in conjunction with Ambiente from 2026 onwards. The show has had a long association with Paperworld and then Ambiente, traditionally held in the German city of Frankfurt at the end of January.
However, it has now been announced that Remanexpo will go independent in 2026. Organised by publishing and events team Connett & Unland (the former and current publishers of The Recycler trade publication), the new format will be branded as The Recycler Live Conference & Trade Days –Powered by Remanexpo. It is set to take place in May 2026 at an as-yet-unspecified location.
MOVERS & SHAKERS
Reorganisation at
Langstane
Scottish dealer Langstane has named company veteran Gwyneth Hume (pictured) to the newly created role of Business Relationship Manager, overseeing customer and supplier relationships, with Warren Orr promoted to Commercial Lead, responsible for customer and catalogue pricing strategy.
Meanwhile, Hannah Ocheje, who recently joined the firm, has been appointed Marketing Lead and tasked with boosting Langstane’s brand visibility across key Scottish markets. The changes come following the retirement of Commercial Director Graham Taylor (pictured) after a career of almost 50 years with the business.
VOW appoints ex-Diversey exec
Former Diversey account manager Liam Thompson has joined VOW Wholesale. He has taken on the role of Business Development Manager at evo Group’s wholesaling arm. He will be working alongside Shona Patterson in the facilities supplies team.
Thompson previously spent more than eight years at Diversey, which has undergone recent changes in the UK following the sale of its Zenith Hygiene and Shorrock Trichem subsidiaries to Lyreco in March.
Herma makes UK appointment
Herma UK has appointed a new Managing Director of its SelfAdhesive Materials division. Taking on the role is Emmanuel Odofin. He succeeds Paul Eggbeer, who is retiring after many years leading the business.
Odofin brings extensive leadership and technical experience to Herma. He most recently served as Managing Director of the UK subsidiary of global supplier MCC Label. Prior to that, he spent 12 years at ABB, holding various senior management positions in the UK and continental Europe.
Highlands’ Garioch retires
Highlands has announced the retirement of its Head of Sales Europe, Brian Garioch. Scotlandbased Garioch joined the sales and marketing organisation in March 2024 after a successful career in the office products industry that included senior roles at Mitsubishi Pencil, Rapesco and Newell Rubbermaid.
Following Garioch’s retirement, Janice Jenner, Head of B2B Europe, has extended her responsibilities.
Registration opens for VOW Amplify 2025
Registration is now open for VOW Amplify 2025, which returns on 10 July with a new venue and an expanded format. The event, hosted by VOW Wholesale, will take place at the Manchester Central Convention Complex, right in the heart of the city.
The day-long exhibition is set to bring together over 85 leading brands, offering dealers an invaluable opportunity to discover new products, deepen their category knowledge and engage directly with suppliers. As in previous years, there will be a strong focus on practical, sector-specific solutions across key verticals including education, facilities supplies, healthcare, HoReCa and manufacturing.
A key part of the event will be the dedicated exhibition time – six hours in total – designed to help visitors explore emerging categories and identify strategies to
Geoff Betts retires
grow basket size. Sustainability will again be a major theme, with updates and new developments building on the momentum of last year’s focus.
The day also includes a programme of four freeto-attend seminars from specialist speakers, offering insights into market trends and business opportunities. Dealers will have the chance to speak with the full VOW Senior Leadership Team and the exhibition will conclude with an informal evening networking event at Cloud 23, one of Manchester’s most sought-after venues.
Those attending the VOW social evening will also receive complimentary overnight accommodation, though places are limited and allocated on a first-come, first-served basis.
Registration is open now. For more details and to secure a place, visit https://lnkd.in/esb3_edB.
OP icon Geoff Betts has retired following a stellar career spanning more than 40 years in the industry. Betts announced his retirement on LinkedIn, confirming that Stewart Superior has been acquired by Clear Display, whose owner Ben Bensley has had a longstanding relationship with the company. All key staff have been kept on, while Betts will act as a consultant across the UK, Europe and the US. The company will now be called Superior SECO.
Betts joined the office products industry in 1984, swapping a budding career in the music business for rubber stamps. He was at the helm of Stewart Superior for over 30 years, building it into a global business. A keen supporter of trade associations, Betts was Vice President of the Rubber Stamp Guild for seven years and spent more than 25 years on the board of the BOSS Federation, including three years as Chair. He was also President of The Society of Old Friends from 2011-2013.
His industry accolades include the BOSS Lifetime Achievement award (2013) and the Industry Achievement prize at OPI’s European Office Products Awards in 2023.
Geoff Betts
Always evolving
The Office Works has certainly come of age as it celebrates its 21st birthday
Diversifying and quietly setting a benchmark for what a nimble, modern dealer can look like, The Office Works has come a long way since it was founded over two decades ago by Managing Director Andrew Hudson. Once a typical OP supplier, the business has evolved into a fully fledged procurement solutions provider. “We don’t see ourselves as an office supplies business anymore,” says Hudson. “What we offer is completely bespoke depending on what the customer needs.”
This marks a deliberate move away from a transactional model towards something far more relationship-driven. “We’re not chasing down a list of
thousands of customers,” he explains. “We’re about working closely with the right clients and providing real value. We’re not in the market for a £500-a-month stationery account. We provide ten major product and service categories and a typical client for us nowadays buys into multiple ones.”
The company’s evolution story is rooted in its ability to adapt, broaden its product ranges, embrace sustainability and continually invest in systems to serve customers better. “We grew during the financial crisis and through COVID,” notes Hudson. “We’re a lot bigger now than we were pre-pandemic, in terms of turnover, headcount and product range. The team has grown to 12 and sales have more than doubled; our target for FY25/26 is to break £5 million.”
A BROADER PROPOSITION
Growth has come from diversification, prioritising quality over quantity and delivering what Hudson describes as a “white glove service”. The Office Works has held on tightly to a philosophy often lost in larger operations – listening to customers: “Companies say they listen, but they don’t. We ask the right questions, we go away and then we come back with a proposal that meets the brief. Basic sales, really.”
Adapting to customer needs has led to a continually expanding offer, with recent growth driven largely by
office furniture and refurbishment project works. This area has flourished since the appointment of a fulltime furniture specialist. The Office Works handles everything from full refurbishments and fit-outs to 3D renders, drawings and space planning. “We’ve gone from handling small ad hoc pieces to delivering full refurbishments with 3D renders, drawings, and design advice,” Hudson explains.
In a further development, the business recently secured Contractors Health and Safety Assessment Scheme (CHAS) accreditation, enabling it to join the government’s Dynamic Purchasing System. “This is brand-new for us, but with our CHAS certification, we’re looking at construction, interiors and furniture projects for local authorities,” says Hudson. “It could be anything from refurnishing classrooms and toilet blocks to building reception areas.”
“The future should be bright in terms of picking up more government work, as we already do a lot for schools and universities in the London area, so we’re hoping to grow this side of the business alongside the commercial work we already do.”
And when Hudson mentions construction, he means it: “We work with a local contractor that does commercial and office building work. Our long relationship with that company has evolved to the point that it now works almost exclusively for us on projects.”
FULL OF SUBSTANCE
Beyond furniture, the business now supplies everything from janitorial and cleaning products to branded merchandise, signage, uniforms, managed print, shredding services and more. This diversification helps to insulate the business from market fluctuations and keeps it relevant. “We’ve become a trusted outsourced procurement service,” Hudson remarks.
The company’s role is increasingly about relieving procurement headaches by consolidating buying under one roof. It’s an aspect that the business has championed since day one. “We offer a cost-reduction audit for new clients – asking what their problems are, etc – and it’s easy for us to put forward a solution to consolidate their product and business services needs, explains Hudson.
“When I set the company up, my belief was always that the more products and services we can offer, the more reliable and ‘sticky’ we become – and the more buyers get to know and love us. It’s a damn sight easier to work with these kinds of clients than it is to find a new customer,” he adds.
This customer-first approach also extends to sustainability, another area where the business has
stayed ahead of the curve. “We were accredited under Office Friendly’s Carbon Smart scheme in 2007 and achieved gold by 2009, which we’ve maintained ever since,” says Hudson. “That programme was the forerunner to the Weaver sustainability programme, so we’ve been measuring and managing our carbon footprint longer than most.”
Earlier this year, The Office Works achieved gold status in four out of five categories in the Weaver scheme. The only silver was for product sustainability – something that Hudson is pragmatic about. “We sell such a diverse range of products and it’s extremely difficult to get consistent sustainability data across so many manufacturers. It’s one of the reasons I think a lot of industry sustainability claims feel a bit like greenwashing. What exactly are we measuring – packaging, production, transport? If something’s shipped in from the Far East, can we really call it sustainable?”
Still, he’s clear that the business is committed to continual improvement: “We’ve been audited and measured for a long time, and we’re proud of our record. Weaver is a two-year cycle and we’re aiming for gold across all five categories next time around. Ultimately, it’s about listening to what customers want and responding responsibly.”
We’ve become a trusted outsourced procurement service
Andrew Hudson
A rebrand at the beginning of 2025 brought with it a corporate website, aimed squarely at attracting new customers. The previous rebrand in 2012 segmented the business into distinct service areas – an approach that Hudson says set them apart: “We’ve sold the concept of services, procurement and a diversified range for a long time, so we’re quite advanced in what our customers understand they can get from us.”
Now, the refreshed branding is intended to reflect the calibre of clients and projects that the business handles. A customised EvolutionX e-commerce store has also been launched. Hudson believes that this is a significant improvement and better aligned with the firm’s new positioning, with the new tagline, ‘One company. Endless possibilities’ encapsulating the company’s broader vision.
CUSTOM SOLUTIONS
As evidence of the breadth of its services, he reveals that in the past 12 months, the team has supplied steel road plates for one client, sheep fences for another and also provided thousands of pounds of custom signage a month for other clients, including the NHS.
The ‘randomness’ of client requests and The Office Works’ ability to step up to the plate to accommodate them, along with the shift to projectbased assignments, mean that around 40% of sales are currently transacted online. For those clients invested in e-commerce, the dealer builds custom web stores so that personalised workwear or promotional merchandise can easily be selected online, helping to provide that white glove experience at every turn.
Still, Hudson admits there’s room for improvement. The business is working on the back end, developing its data analytics capabilities and actively investing in tools to enhance customer insight. The addition of Force24 and HubSpot is part of a wider strategy to create more personalised marketing journeys.
“The plan is to give customers relevant content based on what they’re interacting with,” Hudson explains. “If someone clicks on something about furniture, we can follow up with a case study. If they open an email about uniforms, we show them more examples of what we’ve done in that space.”
A collective of strong, regional dealers who care – that’s got real power
The Office Works serves a national customer base and holds selected stock for clients using an outsourced local warehouse, while VOW remains its most important supplier. That said, direct relationships with manufacturers have become more prevalent.
Delivering a white glove service to remote areas, for example, means knowing when to use couriers and when not to. Says Hudson: “We’ve learned from experience. Sometimes it’s better to pay more and arrange deliveries direct from the manufacturer to maintain that high standard of service. It’s the detail we put into ensuring that the client experience is perfect every time which sets us apart.”
LOOKING AHEAD
With solid foundations in place, the company is now eyeing acquisition opportunities. “We’ve looked before, but never found the right deal,” explains Hudson. “We’re actively open to acquiring the right business – ideally in the Southeast, as we are based in Uxbridge – that could fit well into a regional hub model around London.”
This could involve acquiring a retiring owner’s client base or pursuing a more strategic merger. “If a dealer has great customers and staff and the owner wants to retire, we’d love to take it on and build from there,” he continues. “Ultimately, from a consolidation point of view and exploring best practice to add real value to all parties, acquisitions can work very well indeed. Equally, having our own warehouse facility would be an asset if it were already in place with another dealer.”
Hudson is also open to collaborating with other likeminded independents: “If three or four of us are each doing £5 million, suddenly you’ve got a £15-20 million business and I’m happy for anyone interested to reach out to me.” It’s a pragmatic approach grounded in shared values. “A collective of strong, regional dealers who care – that’s got real power,” he adds.
For now, the focus remains on growing the right way: investing in the team through training, adding value, listening closely and continuing to deliver that allimportant personal, high-touch service.
The brandfather
Highlands Europe Partner Gordon Christiansen speaks to Workplace360 CEO Steve Hilleard about three decades of evolving sales support, brand building, the power of partnerships and why adaptation – not departure – is driving the next chapter
Workplace360: Let’s set the scene – how did you get to this point?
Gordon Christiansen: My corporate career linked to office products began at Canon in the UK, where I held various sales and marketing roles. I then stepped outside the industry for a time and moved into the information sector, which was more tech-led.
After that, I bought into dealer London Graphic Centre and ran it for ten years before divesting my stake. I took a short break, mainly doing consultancy work, before joining Highlands a decade ago. I started out focusing solely on the UK, but for the past nine years, I’ve been involved on both sides of the Atlantic.
W360: Give us a bit of the historical background to Highlands.
GC: Highlands was founded in Atlanta, Georgia, in 1962 by Kevin O’Gara – the father of current CEO Bob O’Gara. It began as a classic regional rep group, selling office supplies to dealers at a time when a great deal of them were holding stock and buying directly from vendors as well as through wholesalers. Kevin possessed a real talent for it and built a strong business in the southeast, then expanded west to Texas and beyond.
Bob later took over the company and transformed it into a national operation, broadening the range into different product categories and online selling –especially through Amazon. About 12 years ago, the business spread into Europe.
W360: Some of our readers may not have much exposure to the US market and might not be overly familiar with what Americans used to call the manufacturers’ rep group model. Could you provide a bit of context?
GC: We still refer to it as a rep or manufacturers’ representative group. The concept dates back to the late 1800s or early 1900s in the US, across many industries – not just OP. It came about mainly because the US is such a vast country geographically, and employing a direct salesforce across all 50 states –or even just the continental 48 – can be incredibly expensive and difficult to manage.
Hence, unless you were a sizeable business, it was – and still is – quite common for a rep group to be used. These are organisations that support local distributors and help sell the products. The model holds up today, although how it works varies according to the product categories it supports. For more commoditised products, having a digital competence to supplement field sales is key, whereas in contract furniture, for
example, you need specialist reps supporting the longer sales cycle. Other sectors include contract cleaning or heavy engineering where specialist local knowledge is essential to the sales process.
W360: You’ve grown quite a bit beyond what we used to call the traditional OP industry.
GC: Definitely. When I joined Highlands and got my head around what it was – and what it could be – we continued to push forward by offering numerous product categories across multiple channels.
The workplace supplies channel remains significant in the US, the UK and Europe, but relying solely on OP is really a road to ruin. We’ve witnessed this playing out among manufacturers and distributors, and the rep groups supporting them. Diversifying the product portfolio is key – not just for growth but, first and foremost, for survival.
W360: What was Bob’s rationale for expanding into the UK and Europe?
GC: A mutual friend of Bob’s and mine introduced us a few years ago. At the time, he was high on drugs due to a bad back, so who knows what he was thinking…
The workplace supplies channel remains significant […] but relying solely on OP is really a road to ruin
W360: (Laughs) And I bet he still remembers nothing about it.
GC: Bob was exploring geographic expansion and was interested in whether American brands needed a launchpad into the UK and Europe. Like many US companies, he saw the UK as the natural first step –shared history, language, etc.
After investigation, he decided to acquire a company called Business Performance Group (BPG), which was run at the time by Luke Chapman. The idea was to see if Highlands could take the BPG model to the US and, in turn, introduce Highlands to the UK.
As it turned out, adding the BPG configuration was much more difficult and problematic than originally anticipated, so the plan was shelved. But we’ve since developed a slightly different approach for Highlands in the UK. It’s still grounded in the same ethos but with a model tailored to the local market that has enabled us to gain some real traction here as a rep group.
W360: We see you popping up at industry events. Tell us about the manpower behind you and the core services in the UK.
GC: We have a team of 16 in the UK, split across three distinct divisions. One helps manufacturers sell into mainland Europe – specifically targeting the head offices of major wholesalers and distributors across the region. Another group concentrates on the UK market, primarily the OP segment, although we’re also selling into the facilities and the industrial channels.
The balance of the team is dedicated to e-commerce and marketing. A major part of what we do is assisting brands on platforms like Amazon and Amazon Business, allowing us to work across a considerably broader range of product categories.
For instance, on Amazon, we’re selling items like gin and beer – products which are a bit trickier, although not impossible, to push through the workplace supplies sector due to licensing laws and other hurdles.
We’ve been very clear about our model from the start: Our goal is to provide the best possible level of sales support
W360: How on earth do you get into beer and gin?
GC: (Laughs) How do you not?
W360: Silly question to ask an Australian.
GC: (Laughs) It all started through some activity we were doing – and still do – with soft drinks brand Cawston Press. You might be aware of its sister company, L.A Brewery. We built up a few connections and, as it turned out, got pretty good at it.
We’ve also developed a relationship with Danish beverage firm Bemakers, a merchant of record across Europe on Amazon. We facilitate its Amazon sales alongside the brands it represents, and the business has grown from there.
W360: How has your business model adapted to the evolving landscape, particularly in terms of the services you offer now?
GC: Good question. We’ve been very clear about our model from the start: our goal is to provide the best possible level of sales support for the brands we represent. All our employees are full-time and fully employed – we only use freelancers or contractors for specific projects.
Highlands also has solid processes in place, specifically around our CRM system, which we use to track activity, follow up on actions and generate opportunities.
From left: Steve Hilleard and Gordon Christiansen
One area where we’ve done particularly well is introducing alternative product categories
We handle everything from helping brands get listed with wholesalers and distributors, be it VOW Wholesale, Exertis Supplies, Lyreco or RAJA Office/Viking, to collaborating with the merchants and buyers at the head office level to secure and augment those listings. Through our experience in online sales, we can also help with content, digital optimisation and marketing plans when needed.
Then we have people out on the road, joining forces with sales teams – whether it’s Lyreco, Viking or Banner, or working with independent dealers to try and convince them that the brand we’re selling is better than a competitor’s.
One area where we’ve done particularly well is introducing alternative product categories. It’s a topic I’ve been banging on about for years and we’ve delivered real results there, helping several brands tap into genuine growth prospects. Just look at the work we’ve carried out with Reckitt, for example.
W360: I know you were tight with Reckitt as it was bursting onto the scene, so you must be gratified with what has been achieved.
GC: Yes, absolutely, I am proud of the work Highlands has done with Reckitt because you can’t achieve these things in isolation. When a brand approaches us, especially if it’s not yet making significant inroads into the UK office channel, our role is to assist in navigating that space.
We help position it with wholesalers and leading distributors, connecting it to key decision-makers. I suppose one of the benefits of being in this industry for so long is that you get to know a lot of people, which allows us to make those crucial connections.
Supporting a brand in navigating the channel and then maximising those opportunities with the sales teams we have on the ground – it’s where the excitement is and something I’m genuinely proud of.
W360: At a few of the events I’ve attended recently, I’ve noticed you’ve brought along some new faces – like the team from sanitary waste disposal firm Sanni Bin and period products vendor Riley. Is this indicative of the direction Highlands is heading in?
GC: Core OP remains a vital part of what we do and we’re committed to supporting that, even though some categories are in decline.
But the reality is, we need to balance it with new product segments – ones which will not only drive Highlands’ growth but also that of the businesses we’re working alongside.
W360: To what extent are you finding that the larger resellers and wholesalers are embracing the brands you’re introducing, particularly those that might be new to them?
GC: I’d say they’re embracing them quite vigorously. If I look at the brands and channel partners we’re working with, there’s much greater acceptance now. The industry has really adopted diversity and recognises the potential for true partnerships and the sales growth possibilities derived from unique brands.
W360: What do you perceive as the key drivers of opportunity in terms of product categories, channels or brands?
GC: Speaking from experience – as someone who used to be a dealer – we sold a broad range of product categories that weren’t necessarily on the radar for many other dealers, as we had a large client base in London’s design and arts community.
I genuinely don’t think there’s a limit to what a dealer can sell. The real constraint is investment. Naturally, the easiest route is into adjacent categories. Cleaning and hygiene, for instance, are perfect complements: after all, in an office, you’re not just using pens and paper; you’re cleaning desks and stocking the breakroom with coffee and snacks.
These adjacencies are crucial and there’s no reason why, accompanied by the right supply chain, a dealer couldn’t branch out and start selling industrial products to the industrial marketplace. But to do so, they need to invest.
Independent dealers in the US that have successfully diversified did so by hiring staff with the right expertise to drive expansion. Just printing a catalogue saying, ‘We now sell nuts and bolts’ isn’t enough – if you don’t know how to sell them, you won’t. So yes, the key is investment.
W360: Any other key learnings from the US?
GC: It’s interesting. I do feel the US is ahead in certain product categories. Cleaning and hygiene, along with industrial, immediately spring to mind. But then I’d also argue the UK and Europe are ahead on PPE.
For me, the key takeaway is this: if you’re going to diversify your product or category range, commit to it. Don’t dabble because it will only cause frustration. If you can’t do it properly, simply don’t do it. Instead, do more of what you do really, really well.
Another point is that some technology platforms are marginally in front in the UK and Europe compared to the US. Much of this progress was driven by Paddy Donnelly and his company, ES Tech Group which, of course, was sold to ECI. But certainly, the UK and Europe have enjoyed greater flexibility in terms of online platforms, while the US is now playing catch-up. If independent dealers aren’t embracing e-commerce and technology as part of their future, it’s going to be far harder for them – plain and simple.
W360: Let’s talk a little about the UK specifically. You repeatedly tell me off for using the phrase ‘the industry,’ but what’s your view on the current state of play in the market?
GC: For my own sanity, I’m going to segment it. Concerning direct supply, if we start with the largest player, Lyreco, it’s a machine. A really well-run machine and the recent acquisitions it made in the UK are super smart and fit in with its model very nicely. I expect Lyreco to continue doing what it does best and keep morphing, evolving and succeeding.
RAJA Office has a bigger task on its hands. The challenge here is getting all the business units working in harmony. That said, it’s undoubtedly a large, capable organisation. It has smart people in leadership roles, so I think it’ll get it aligned. It has strong brands in its portfolio – Viking, for example, is a real powerhouse online.
The recent management buyout of evo Group by Andrew Gale is an intriguing move. I reckon it’ll allow for greater flexibility under his leadership. As for Banner and Complete – the group’s two direct sales operations – I don’t necessarily see them doubling in size in the next few years, but there’s definitely room for steady growth and notable performance.
W360: Evo Group certainly feels a lot more interesting these days…
GC: I agree – and I’m curious to see what the team
If independent dealers aren’t embracing e-commerce and technology as part of their future, it’s going to be far harder for them
elects to do with VOW. From what I’ve seen over the past few years, it has done a nice job diversifying not only the product categories it’s taken on board but also its downstream sales channels. VOW seems to have taken a page out of the Essendant [US wholesaler] playbook from years ago, and continuing on its current growth trajectory should hold it in good stead.
Looking at the dealer community, there are a bunch of undeniably talented entrepreneurs. Needless to say, some are more driven than others – some want to scale their companies, while others are perfectly content with running them as lifestyle ventures. But as long as strong suppliers like VOW, Exertis Supplies and CTS remain in the market, there’ll always be entrepreneurial people ready to build successful companies.
ACS Group is a perfect example. It’s a relative newcomer in the grand scheme of things, but it’s now an industry powerhouse thanks to the drive of those at the top. With the right supply chain behind it, companies like that will always thrive.
W360: What about the vendors?
GC: This is where it gets really interesting. There’s been a lot of chatter about oversupply in the market – and rightly so. Everybody sees the GfK data and the reports you publish. The usage of general OP is declining, and there’s not much we can do about it. You can’t go out and tell someone to use additional pens and paper – it’s just not going to happen.
Something has to give, and it seems inevitable we’ll see a shrinking pool of suppliers in this space. If you’ve studied economics and think about the classic bell curve, then the idea of being the ‘last man standing’ in a declining category can actually be a very good place to be. The volume will still be there, competition will diminish and, typically, margins will improve.
Now, when exactly we will hit that point, I couldn’t say as I’m not clever enough to predict that kind of timing, but it will happen. And yes, we’ll have fewer manufacturers in the workplace supplies sector in five to ten years.
W360: Are you talking in the traditional sense?
GC: Yes, I’m referring to traditional OP here.
W360: We’ve seen some M&A activity over the past few years. A lot of it in the UK has been fairly low-level or the larger deals – like Complete – have felt enforced rather than strategic. Is there more to come?
GC: Absolutely. We’ll increasingly see independent dealers merging. There will always be those seeking to retire or sell up or simply finding it tough to survive – and if the numbers work, other dealers would be inclined to absorb those businesses.
Whether we’ll witness another aggressive buy-andbuild strategy like Richard Coulson’s with Complete, I don’t know. It seems unlikely, but the world’s a funny place. On the manufacturing side, notably in paperbased products, there continues to be a sizeable number of players in the market, and it just doesn’t feel like we’re going to need all of them forever. So, I can see increased consolidation here too. You only have to look at what Exacompta Clairefontaine has done, scooping up multiple brands into its portfolio.
W360: What’s your take on what’s happening in the current retail landscape?
GC: Inevitably, there will be room for specialist retailers in some way, shape or form. But when you look at how people buy office products for the home these days, most just head online – Amazon being the default for many. Yes, there’s been a real effort to try and set up relationships with the corporates to funnel it through to
traditional suppliers and so forth, some of which have succeeded. But if you’re a parent buying pens, pencils and notepads for your kids, you’re just as likely to pop into Tesco or Sainsbury’s as a specialist retailer. Unless a specialist retailer has something particular to offer, eg Smiggle – then it will get harder and harder.
W360: A sad day, really, for someone my age who grew up with the highlight of their weekend being a trip to WH Smith to spend a gift card, poring through the books, calendars, etc.
GC: I agree. It is terribly sad. There will be more of this. Unless a retailer offers a genuine experience that gives people a reason to walk through the doors, it’s going to struggle. Retail isn’t dead. A huge chunk of the economy still comes from those visiting a physical shop and buying stuff. You talk about being a kid and visiting WH Smith with a voucher – let me throw this back to you: when was the last time you actually went into a WH Smith store?
W360: I honestly can’t remember.
GC: Exactly. Everybody laments the loss of these places, but not many of us supported them. If we had, they wouldn’t disappear.
W360: There’s a lot of talk about hybrid working and the idea that getting employees back to the office is
the great panacea. Do you think it will really shift the needle for our industry?
GC: No, I don’t believe so. For a good deal of businesses, getting people back in five days a week is going to be incredibly tough. And let’s not forget, we’re mostly talking about professional, white-collar workers here – they only make up a small portion of the overall workforce. I imagine we’ll settle into a rhythm where three days in the office is common, with some still doing five. Whatever shape it takes, hybrid working is here to stay. For every company insisting everyone’s back full-time, there are plenty of others saying: “We treat our staff like adults – they can choose when to come in.”
W360: One of the major megatrends, certainly in Europe, is sustainability. How much more important have these conversations become?
GC: It’s very palpable. These days, if you don’t have some talk track around sustainability, you run the risk of being ignored – especially if you’re a fighter brand.
W360: Is the dealer community doing enough to equip itself for sustainability-driven conversations?
GC: Generally speaking, yes. Some will get left behind, but that’s just the nature of the beast. From what I’m seeing, more and more dealers realise that if they’re not giving their customers a sustainability story –whether it’s about products, services, how they manage their fleet or treat their staff – they’re putting those relationships in danger.
Even when things get tough and in decline, opportunities nonetheless still exist
W360: What do you expect the UK sector to look like over the next decade – when hopefully you and I have retired? I don’t know about you, but I’ll be cycling, hopefully somewhere warm.
GC: (Laughs) I might be on a tennis court somewhere, who knows? Ten years is a long way out, but I predict the broad structure shall remain, with a few large direct players like Lyreco and RAJA Office still in the mix.
Evo’s journey is one to watch. I dare say there’ll be enough volume in the market to keep the wholesale channel supporting independent dealers, though not supplying as many as today. In the same way, I suspect there’ll be fewer manufacturers of traditional OP. I believe dealers increasingly view themselves not as OP resellers but as managed business services providers. However, the whole supply chain must become slicker and more efficient.
As it has been for several years, it’s an immensely interesting time for the industry. Even when things get tough and in decline, opportunities nonetheless still exist. If there’s a desire and a capacity to invest, there remains plenty of mileage in what we do.
I look at the dealer community in the UK, across Europe, the US and even in Australia and I come back to the old line everyone quotes from Darwin: adapt or die. But it’s true. This sector’s been pretty good at adapting, and those businesses that do adapt will continue to thrive. The ones that don’t won’t.
W360: On that note, thanks Gordon.
A sector-smart approach to education and beyond
Organisation made vibrant: sustainable, stackable and perfect for school life
What do filing systems, premium notebooks and vertical marketing have in common? In a sector where procurement decisions are increasingly shaped by cost, sustainability and classroom practicality, ExaClair Limited is positioning itself not just as a stationery supplier but as a solutions partner. As part of the wider Exacompta Clairefontaine group, ExaClair brings together European manufacturing expertise, vertical market insight and a deep understanding of how educational environments operate on the ground.
Over the past year, the company has sharpened its approach through a vertical marketing strategy, enabling teams to speak more directly to sectorspecific challenges. For education, this means products priced to stretch tight budgets, built to last in busy school environments and increasingly aligned with sustainability goals.
“Vertical marketing is giving us the ability to offer the right solutions to meet our customers’ needs,” says ExaClair Head of Commercial Sales Keeley Shepherd. “In the education sector, this means helping schools make the most of limited funds while still accessing quality, eco-friendly and functional items that support teaching and organisation.”
EDUCATION FIRST
Among ExaClair’s most education-relevant products are its Guildhall manilla files, ideal for everything from staffroom organisation to classroom admin; the Iderama range – durable, vibrant and easy to colour code by subject or year group; and Exacompta desk accessories, such as modular letter trays, drawer units and pen pots. These accessories help to bring visual clarity and structure to teachers’ desks, resource stations and SEN-focused learning areas, making them invaluable for maintaining calm, tidy and productive environments. Handwriting remains a key learning tool across all stages of education, with research showing that
and the back-to-school preparation cycle from June to September. As the education sector continues to evolve, ExaClair’s message is clear: understand the pressures, deliver the right products and support schools in doing what they do best.
STRONG FOUNDATIONS
But 2025 hasn’t just been about strategy shifts – it’s also marked a significant change in leadership. Kate Garner has been appointed Managing Director, moving up from her long-standing role as Finance Manager.
students retain up to 34% more information when taking notes by hand compared to using digital devices. Clairefontaine notebooks continue to play their part, with premium paper renowned for its smooth, durable finish. Schools are increasingly looking for options that not only are effective but also support sustainable procurement, and Rhodia Greenbooks fulfil that brief. These eco-conscious notebooks combine Rhodia’s reputation for quality with a more sustainable choice for environmentally aware institutions.
Europa Notemaker pads provide a practical solution for quick notes, lesson planning and in-class activities. With their wire-bound format and bright pressboard covers, they’re easy to use, easy to spot and well suited to the fast-paced demands of school life.
With 95% of its products made in the UK or Europe – and its own paper mills – ExaClair is well positioned to offer schools reliable lead times, quality consistency and greater resilience against supply chain disruption. In fact, 88% of the group’s products launched in the past five years have achieved recognised environmental certifications, reinforcing its commitment to sustainability at every level.
These strengths are especially important during critical purchasing periods such as the end-of-financialyear budget window in March
“We’re incredibly proud to see Kate step into this role,” the ExaClair team shares. “She’s been a valued part of our journey for many years, and it’s a pleasure to extend a warm welcome as she moves into this new leadership position. Kate knows this business inside out – from operations to people – and brings a clear, confident voice to our next phase of growth.”
[ExaClair] has sharpened its approach through a vertical marketing strategy
Garner’s progression reflects her deep familiarity with ExaClair and its day-to-day business. Her appointment brings continuity to the leadership team and ensures that decision-making is informed by a grounded, long-term understanding of the company’s people and processes.
Garner adds: “It’s a privilege to lead a company I’ve grown with. My focus is ensuring we stay commercially sharp and people-driven – continuing to deliver value to our customers and building on the strong foundations across the UK team.”
For more information on ExaClair’s vertically focused product solutions, visit exaclairlimited.com or contact sales@exaclair.co.uk
Kate Garner, Managing Director, ExaClair
The previous issue of Workplace360 went to press shortly after the news had broken of the MBO at evo Group led by CEO Andrew Gale (read Gale leads evo MBO , Workplace360 April/May 2025, page 6). Then, in early April, the 2024 financial results of evo and its trading subsidiaries were filed with Companies House.
The accounts confirmed the improved performance of the business – a key factor in Gale being able to engineer the exit of former private equity owner Endless and secure the financial backing of lenders to lead the MBO – and ensure a good level of financing for at least the next four years.
On a group level, 2024 revenue of around £504 million was consistent with the figure achieved in 2023. There were a few puts and takes within that. These included growth in facilities supplies products, declines in traditional OP, customer wins, renewed contracts, a top-line decline at Complete and a
Gale force
Leading business supplies operator evo Group began the year on a strong footing as Andrew Gale eyes growth opportunities.
By Andy Braithwaite
doubling of sales via online marketplaces. Read Subsidiary results for more details of some of the individual divisions.
By rebalancing the business model to consumer sales, we can unlock the full potential of evo
RECORD EBITDA
While the overall top line – and gross margin – were stable, the big news was record EBITDA (before exceptional items) of £17.1 million. This was a yearon-year improvement of around 13% that built on the momentum of 2023.
Gale – as those who know him will confirm – is not one to rest on his laurels. He is targeting another
year of EBITDA growth despite the challenging market conditions. One particular area in which he and his team have identified promising growth potential is the e-trading channel. The plan in 2025 is not only to increase the number of UK marketplaces that evo trades on, but also to expand into continental European marketplaces.
“By rebalancing the business model to consumer sales, we can unlock the full potential of evo and provide our business-focused channels with a wider range of products for their customers, and thus benefit all of our customers,” Gale wrote in his strategic support.
As he explained to W360 , driving sales through marketplaces will help evo to better utilise its distribution assets. Most businesses want deliveries made from Monday morning through to Friday lunchtime – consumer-facing marketplace activity will fill in the gaps and improve overall profitability.
Subsidiary results
Below is a summary of the 2024 results of three of evo Group’s key entities: VOW Europe, Banner Group and Banner Business Solutions (trading as Complete).
VOW EUROPE
Turnover for the year was £229.5 million (UK £185.7 million and Ireland £43.8 million), about 1.5% higher than in 2023. This was driven by the onboarding of the Paragon business in August/September and efforts to pass through cost inflation.
Revenue grew in the facilities supplies segment, but this was partly offset by “slowly declining sales” in legacy categories.
Terms with a number of key customers were renewed during the year. Retaining these clients was viewed as a positive development, but one near-term impact was a decline in sales margin: VOW’s gross margin for the year fell by 140 basis points to 26.4%.
Operating expenses were flat at 24% of sales, which was seen as an achievement given the level of cost inflation in the UK. Adjusted EBITDA was £7.3 million, compared with £10.4 million a year earlier.
BANNER GROUP
Turnover was £177.5 million, largely in line with the £179.1 million figure in 2023. The company pointed to the expansion and diversification of its product offering. One example is the feminine hygiene category: here, revenue trebled in 2024 and is expected to increase materially again this year.
Gross profit margin improved by 230 basis points to 28.9% as cost inflation was successfully passed on to customers – something that lagged in 2023. This, along with a review of the overhead base and a resulting reduction in staff numbers, improved profitability as adjusted EBITDA rose slightly to £6.8 million.
BANNER BUSINESS SOLUTIONS
This is the entity used to undertake the acquisition of Complete in January 2023. Evo admitted that the insolvency process had “clearly damaged the business base” and it has been on “a journey to restore confidence” – which “has not been an easy task”.
However, the company pointed to “clear signs of progress” as revenue was maintained at almost £73 million in 2024. This was down from £87.5 million a year earlier – with the decrease attributed to the full-year impact of customers lost during 2023 and the elimination of some low-margin and unprofitable sales.
Gross profit margin increased by around two percentage points to 37% and restructuring has largely been completed. There was a £4.4 million turnaround in adjusted EBITDA as the business generated a profit of £572,000, versus a loss of more than £3.8 million in 2023.
Where imagination works
Bold, busy and bursting with ideas, Clerkenwell Design Week 2025 revealed how the workplace is being reshaped with style and substance. By Kate Davies
Clerkenwell Design Week (CDW) returned for its 14th edition from 20-22 May and once again showcased its reputation as the leading celebration of innovation in workplace interiors. The London-based festival brought together over 160 showrooms and 350 exhibiting brands, offering a vibrant view into how office furniture continues to evolve in support of hybrid, wellness-focused and sustainably conscious workstyles.
This year’s event was the largest yet, introducing three new exhibition venues and expanding CDW’s footprint into a new southern district. Among the additions were the historic medieval and Tudor buildings of The Charterhouse and Charterhouse Square, which also hosts artist Alex Chinneck’s major new public artwork; the capital’s oldest parish church, St Bartholomew the Great; and Studio Smithfield, a Grade II-listed building above the iconic Smithfield Market in the heart of the Culture Mile.
These new settings provided a compelling backdrop against which to explore how environments can be – and, indeed, are being – reinvented for the modern workplace.
ADAPTABLE SPACE
Flexibility was a dominant theme across CDW, with exhibitors unveiling modular, reconfigurable furniture systems that respond to shifting work patterns. Studio Smithfield provided a stage for brands such as Bandalux and Houzz Pro to display ranges which transition between focused and collaborative settings.
Your Workspace launched two standout innovations: Staxx Modular Seating, which combines comfort and built-in storage and the Plexus Wall, a durable, metal-framed modular shelving system for office and hospitality spaces. Each solution offers a clear response to the growing demand for multipurpose interiors which blend function and design.
GREEN CHOICES
Sustainability remained a defining priority at CDW, reflected in showroom and product displays alike. UK brand Benchmark demonstrated how modularity and sustainability can be effortlessly combined. The organisation’s stackable seating and desks are crafted from FSC-certified wood and finished with natural oils. Additionally, Verco’s Emma hybrid task chair has been updated with a sustainable version featuring 77% recycled materials and 98% recyclability at end of life. Meanwhile, MillerKnoll is developing lower-carbon iterations of its top-selling chairs including Aeron, Verus, Caper and Sayl.
Circular design was also a focus for Themeetingpod, which displayed prefabricated pods made entirely from fully recyclable, sustainably sourced materials. These products, and more, highlighted the continuing trend towards low-impact, smart space solutions that don’t compromise on performance.
WELLNESS-LED APPROACH
Ergonomics continues to play an important part in furniture development and the display at CDW extended beyond simple back supports and monitor arms.
Numerous exhibitors addressed emotional and sensory wellbeing, with an emphasis on spaces that reduce stress, improve comfort and support neurodiversity.
The Church of Design at St Bartholomew the Great became a forum for deeper discussions, hosting talks that explored the role of workplace interiors in fostering brain health, inclusive environments and even the creative potential of AI. Its tranquil, ambient interior created a natural space for reflection on how furniture and architecture can inspire calm, connection and culture within the workplace.
This ethos extended throughout CDW, where soft textures, rounded edges and natural materials took centre stage. Showrooms across the district embraced the blurred boundaries between office and home, using warm, earthy palettes and domestic-style lighting to create a sense of comfort and familiarity.
Meanwhile, Dynamic Office Solutions hit the road – literally – with its mobile showroom. The infamous Dynamic bus continues to be a unique destination, this year showcasing additions to its Design Soft Seating range as well as bespoke options.
Pods and booths also remained high on the wellness agenda. Acoustic pods from businesses such as Bene, JDD Furniture and Your Workspace offered privacy and quiet in open-plan layouts. In addition, Orangebox introduced Be My Guest – a compact phone booth equipped with diffused lighting, smart ventilation and ISO-certified acoustic performance.
FRESH THINKING
Brands seized the opportunity to make a statement. Bisley, for example, unveiled a redesigned showroom complete with printed steel and multifunctional products to bring office and home furniture closer together.
Hydration innovation also got a playful twist, with Billi UK inviting visitors to a Mad Hatter’s tea party. Guests could create their own blend of sparkling tea with the help of a sommelier, while exploring Billi’s systems that deliver instant boiling, chilled and sparkling filtered water – a welcome oasis in the spring sunshine for guests.
As CDW so aptly demonstrated, the future of workplace interiors lies in adaptability and wellbeing –with a healthy dash of imagination.
What’s your problem?
Customers don’t always know what they need – until you show them
In our recent articles, my colleagues and I explored the benefits of diversification in the workplace supplies sector. We focused mainly on how organisations can – and arguably must – embrace the opportunities it presents, while navigating the accompanying challenges.
With hindsight, perhaps we should have titled them “Necessity is the mother of invention” – because, to be blunt, change was inevitable. Customer needs evolved, technology advanced, the market shifted, supply chains were disrupted, competition intensified (yes, Amazon Business again) and the user experience was redefined. So, if you’ve successfully responded to these shifts and refined your customer proposition in any – or all – of these areas, then chapeau to you. In my view, this is now the norm. Diversification – whether that’s spanning several categories or going deeper within a more targeted range that becomes your recognised specialism – will remain essential for any progressive business in our industry.
For this next series of articles, I’d like to shift the focus to what we do with our diversified portfolio. I want to begin with an aspect of the sales solution that hasn’t changed and likely never will: what is it that we’re actually selling? I don’t mean the products or the service levels wrapped around them; I mean the solution itself.
I’ve been fortunate enough to work across several sectors over the years, including everything from traditional OP and tech to furniture and packaging. I’ve collaborated with regional, national and international businesses; with direct and indirect models; with corporates and SMEs – you name it. I’ve also trained and coached professionals in industries as varied as aviation, automotive, software, media and telecoms –the list goes on.
And there is and always has been one constant: every single business is either solving or trying to solve a client challenge. That’s what we’re really selling. We provide answers to business pain points. The catch, however, is that the sales process isn’t always that straightforward. Let me explain why.
Let’s consider two types of customers: those that recognise they have an issue, and those that don’t.
HOUSTON, WE HAVE A PROBLEM
The customers that know (or think they know) what they need are the easy ones. “I need to save money,” “I need a better service experience” and so on. You engage, demonstrate your capability and job done. Time and again over the years, I’ve seen the problem-solving salesperson do everything right, only to fall at the last hurdle. A pesky competitor steps in, offers a like-for-like
Gary Naphtali is a director at TSP
We provide answers to business pain points
solution – not superior, just lower-cost – and wins the deal. “We lost it on price,” or “We are not competitive enough.” If I had a pound for every time I’d heard those lines… And let’s be honest, it’s fair enough. It happens. And no, there’s no silver bullet for it.
Thankfully, sales success is much more nuanced than that. As salespeople, we can only optimise our chances, not guarantee a win (unless we’re lucky enough to have a unique proposition).
The reason many stumble at the end isn’t because they’ve failed to address the core issue – they often have. The problem is, they’ve only resolved the immediate concern, but they haven’t sold the future.
Think of some of the major life (and monetary) decisions you make: buying a car, taking out a mortgage or selecting a school. We’re conditioned to think about the here and now, but always with one eye on what lies ahead. So, as salespeople, we shouldn’t shy away from selling the future.
To do that effectively, you need a solid understanding of your customer’s circumstances and their outlook. What changes do they envisage coming down the line? What’s on the horizon for their business, and for them personally in terms of their role and responsibilities?
If you’re in sales, I’d urge you to make this kind of thinking a habit. Maybe you already do. But I’ve seen far too many cases where there’s a reluctance to sell the future for fear of upsetting the customer.
ADDRESSING ISSUES
Here’s a simple but powerful example: you’re presenting your newly expanded portfolio to a prospective client. They only want to talk about products A and B. So, can you really bring up X, Y and Z when they don’t have ‘problems’ right now; they already have solutions in place?
But here’s the thing: if you’re resolving challenges around A and B, is it not reasonable to suspect a similar need may exist – or arise – with X, Y and Z? Maybe not today. But if it does, how reassuring would it be for the client to know they can rely on your problem-solving solution when the time comes?
My approach is to view a customer’s dilemma as an exploration of their underlying motivation for wanting to resolve it, which typically falls into one of two camps: fear or greed. In my experience, fear is by far the stronger driver. What are they scared will happen if this issue isn’t settled? What sort of disruption will it create for the business? For them personally? How significant is the problem right now and how long can it go unaddressed before it escalates?
By understanding these aspects – or at least some of them – you can then frame your proposal. You’re not just offering a functional fix, but addressing the fear around the potential consequences. It doesn’t matter whether it’s paper clips, packaging or jet engines – the here and now product and service must address the immediate concerns.
But it must also, always, connect back to the broader impact of the problem itself. Any future solution will carry less weight than solving the current issue with A and B; but wouldn’t it be great to alleviate that immediate fear while also providing comfort should it arise again with X, Y and Z?
Identifying the greed motivator follows the same principle. Does the solution not only address the immediate problem but also create opportunities for enhancement in less obvious areas? If a solution can deliver cost or process efficiencies (saving both money and time) while solving the current problem, what potential added benefits come with it?
One of my favourite questions to ask is: “What will you do with the money and/or time this solution will deliver?” This is what I call the ‘sell-through’ of any proposed problem-solving solution and goes beyond the conventional understanding of benefits selling. It might sound cheeky, but isn’t this what we’re really selling with a diversified solution? If the proposition saves money, would the company reinvest that in driving more sales? Would it boost profits and enable them to invest in areas that grow the business? Would any extra time allow the customer to focus on other areas of the organisation that can deliver further positive impact?
This simple question – however you deliver it – gets straight to the heart of how to sell the future, while also potentially introducing the concept of greed into the conversation.
NO WORRIES
The customers that don’t know they have a problem are harder to win. Much harder. Getting their attention takes more effort – and sometimes even a bit of luck –because they don’t yet know they need or could benefit from your help.
This is where the combined efforts of sales and marketing come in. In these cases, the messaging and tone often need to lean more towards greed, showing how their current experience could be improved or
enhanced. To be clear, sales and marketing should always be aligned, but the message that positions a business as a potential problem-solver (driven by fear) is different from the one that presents it as a solution enhancer (driven by greed).
Greed remains a powerful motivator, but the challenge today is that marketing campaigns with customer incentives to engage are everywhere. In a crowded market, standing out is more difficult than ever. Does it matter how you get noticed – greed or fear, problem or possibility? Not really. What matters is what happens when you do engage.
Leading with greed is fine, but don’t ignore the potential to identify a problem that the client probably doesn’t know exists. Greed can generate more opportunities than expected, but the real value comes in converting those into actual business. When done well, it opens the door to revealing issues that the customer wasn’t even aware of.
These could include exposure to fluctuating product pricing, unnecessary administrative tasks, inconsistent service levels, product availability issues (those dreaded back orders), a clunky ordering experience, lack of advice or guidance, weak customer service, slow response times, patchy account management or even hidden sustainability impacts.
Combining fear and greed by helping the customer to see these hidden issues and the consequences of not acting now makes it far less likely that they’ll take your greed-only proposal straight to their current supplier to match or slightly improve on.
With a diversified offering, the scope for fear-driven problem solving and greed-driven opportunity expands rapidly. The broader the solution, the more points of entry a service provider has with a customer – and that’s a real advantage.
But the first challenge remains: getting noticed. That’s tough enough on its own. So, when that moment comes, it’s vital not to waste it. Use the opportunity to show how your solution tackles the immediate issue and positions you as the smartest choice for the future.
Greed remains a powerful motivator
Classroom shifts
and resources: “Supportive chairs with an element of mobility to allow for movement and improve concentration, sensory equipment for dedicated sensory rooms and modular soft seating are just some of the ways schools are adapting.”
Writing tools are also evolving to meet different needs. Zebra Pen Marketing Manager Lawrence Savage highlights the growing demand for pens and pencils designed to reduce strain during extended writing. Even marking practices are changing, with the rise of ‘rainbow marking’ – a colour-coded feedback method – driving interest in a broader range of writing instruments.
EMichelle Sturman
The key trends reshaping education procurement and what dealers need to know. By
ducation is changing and dealers must be ready to keep pace. From heightened sustainability pressures and the growing need for inclusive provision to the continued relevance of paper in an ever more digital world, today’s classrooms are being reshaped by shifting expectations, tighter budgets and increasingly strategic buying decisions. Here are five key trends shaping the sector right now – and what they mean for your offering.
1. INCLUSION ISN’T OPTIONAL
With 18.4% of children in England now identified as having special educational needs and disabilities (SEND), the demand for inclusive, accessible resources is surging – and it’s affecting procurement at every level.
According to ExaClair Senior Marketing Manager Ellie Castle, schools are actively seeking tailored solutions to support diverse learning requirements. “These include sensory materials, visual aids and communication tools that benefit both classroom and home settings, reinforcing learning strategies across environments.”
Specialist school furniture supplier Morleys is seeing the impact first-hand. Managing Director Adam Smith says that schools are prioritising adaptive furniture
Recent findings from the National Association of Head Teachers, Savage notes, reveal that nine in ten school leaders feel that they still lack adequate SEND resources. “Many local authorities are requesting additional support, particularly within mainstream schools – it’s a clear sign of the increasing need for products that cater to neurodiverse learners.”
To this end, Pukka Pads National Account Manager Eleanor Yateman reports a noticeable rise in interest in its SEN-focused range, such as its Irlen range of notebooks and pads.
2. TECHNOLOGY IS HERE
From tablets and interactive screens to virtual assessment tools, digital learning is now firmly embedded in the education sector. Morleys, for instance, has overhauled its design focus to accommodate digital requirements. “Our in-house design team is increasingly focused on creating flexible, collaborative spaces that seamlessly integrate various forms of media and technology,” says Smith.
The result is a new wave of furniture solutions featuring built-in power, charging points and data connectivity – including tech-ready soft seating. But while digital tools are thriving, physical resources still hold firm. Writing instruments and stationery remain staples and manufacturers are keen to remind schools of the cognitive benefits of handwriting.
“Studies show that writing by hand activates broader brain networks than typing, improving memory and comprehension,” explains ExaClair Head of Commercial Sales Keeley Shepherd. “Organisation tools such as
The UK still faces disparities in technology adoption across schools
planners, folders and notebooks also support mental clarity and workload management, helping students to feel more in control.”
As Smith points out, not all schools have progressed as far along this road: “The UK still faces disparities in technology adoption across schools and classroom layouts often remain conventional, in contrast to many European countries.” Dealers must therefore be ready to support schools at all stages of the journey.
3. EVERY PENNY COUNTS
Despite government pledges to boost education funding – with a 9.7% rise projected – schools continue to face financial pressures. Smith notes that rising operational costs, SEND funding shortfalls and unfunded pay rises are squeezing budgets and forcing tough decisions. Castle and Shepherd agree that many educational establishments are being pushed to prioritise essential supplies and stretch funds further each year – a shift that’s changing how and what they buy. While price remains a factor, long-term value, durability and demonstrable impact now carry more weight. That doesn’t mean investment has dried up entirely. According to Smith, while there has been a decline in the purchasing of general classroom provisions, key collaboration areas such as sixth-form centres and multi-use areas, along with specialist STEM areas such as labs and design technology rooms, are still attracting funding.
4. SUSTAINABILITY MATTERS
Sustainability is no longer a ‘nice-to-have’ – it’s a procurement priority, especially in public sector
tenders and large-scale projects where environmental credentials are often mandatory.
Smith confirms that reducing carbon footprints is now a key consideration for schools when purchasing. However, balancing environmental goals with financial constraints remains a challenge. “Sustainability is paramount,” Shepherd stresses, “but its implementation is often dependent on budget.”
Dealers that can offer cost-effective, eco-friendly alternatives – and articulate their benefits clearly – are likely to gain traction as schools and universities work towards their environmental targets.
5. PROCUREMENT IS CHANGING
The introduction of the Procurement Act 2023, which took effect on 24 February 2025, is transforming the way schools buy. Replacing more than 350 separate regulations, the new framework simplifies and modernises public sector purchasing (read Cracking the code, Workplace360 March 2025, page 42).
Smith has already noticed the impact: “We’re seeing tender requests for refurbishment projects that ordinarily would have gone through a three-quote process.” While the tender procedure may now be less complex, nevertheless, the trend is clear: educational facilities are looking for trusted suppliers that can offer consistency, value and compliance.
Timing is also critical. Castle and Shepherd point to two major procurement peaks: March, when schools spend remaining annual budgets; and the summer term, when orders ramp up in preparation for the new academic year. Dealers that understand and align with these cycles will be best placed to succeed.
At the heart of it all is trust. “The key to working successfully with buyers in the education sector lies in taking a true partnership approach,” Smith explains. “Our success is built on the strong relationships and trust we’ve developed with schools, underpinned by the expertise within our team.”
Dealers that offer meaningful advice, align with curriculum goals and understand the pressures that schools face will continue to find their place in this evolving market. The classroom is evolving – and so is the way it’s supplied. For dealers, future success hinges not only on what you sell, but also on how well you understand the sector. Inclusion, sustainability and value aren’t optional – they’re expected.
Making a splash
did. Not only did the show begin on time the following morning, but it also welcomed record-breaking crowds, marking the busiest opening day in the event’s history.
London’s skies opened, but so did the doors to a record-breaking show
Kudos to the organisers of the London Stationery Show, Max Publishing, and the team at the Business Design Centre in London for ensuring the exhibition went ahead despite dramatic weather conditions. A thunderstorm and hailstones in the capital caused water to cascade into the event space as exhibitors set up. But the show must go on, as they say in showbiz – and it
Exhibitors and organisers alike confirmed that the buzz on the show floor was matched by strong footfall as retailers, buyers and dealers from across the country – and beyond – explored the aisles to view the latest launches in stationery, writing instruments, arts & crafts and more.
Held over two days (13-14 May), the show continues to cement its reputation as the UK’s only dedicated stationery trade event – and one that’s increasingly broad in scope. This year, over 150 brands exhibited, including workplace supplies names such as Nemo Office Club, Pukka Pads, ExaClair, Sylvamo, Sinclairs, UPM Raflatac and edding. Meanwhile, premium pen brands such as Pentel, Mitsubishi Pencil Co, Zebra Pen, Pilot Pen UK and Staedtler were joined by a new wave of creative brands catering to the crossover
The London Stationery Show will return to the Business Design Centre from 12-13 May 2026
between stationery, gifting and arts & crafts.
Inside the hall and outside the venue, Stabilo kept crowds engaged. On the stand, the team showcased its new Start Beginning campaign, incorporating The Poetry Takeaway, which drew plenty of attention –and a queue or two. Parked on the forecourt, a team of quick-witted poets created personalised verses for visitors on the spot. It proved to be one of the highlights of the opening day, with many returning proudly to the halls clutching their poem.
This year, the workshops and talks relocated to the mezzanine level, where attendees had the chance to
roll up their sleeves and get involved with activities from Royal Talens, Jakar International, Craft Buddy, Huunuu and Fab Dab Do. Across the two days, the speaker programme featured a range of talks from key names, including TV personality Kate Ferdinand and Helena MansellStopher, CEO of Products of Change.
As ever, the Boutique Collection offered a creative focal point by the entrance from emerging and established independents.
Exhibitors and organisers alike confirmed that the buzz on the show floor was matched by strong footfall
The winners of the Stationery Awards 2025 were announced at the close of the first day of the London Stationery Show. More than 70 products were shortlisted across the product categories, representing 50 different brands, while 33 retailers featured in the newly introduced retail categories. The winners were:
• Novelty Stationery Product of the Year: Stone Marketing – Legami Erasable Pens Tiger and Butterfly
• Arts & Crafts Product of the Year: West Design Products – Faber-Castell Polychromos & Pitt Graphite Matt Gift Sets
• Writing Instrument of the Year (Up to £10): Pentel – Floatune Retractable Rollerball
• Writing Instrument of the Year (Over £25): Tom’s Studio – The Wren Refillable Writing Pen
• Children’s Stationery Product of the Year: Maped Helix – Maped Creativ Pixel Factory
• Home Office Product of the Year: Exacompta Clairefontaine (ExaClair) – Exacompta AutentiK TINY BOX
• Sustainable Stationery Product of the Year: Coffeenotes – Tutti Frutti Stitched Notebooks
• Diary/Organiser of the Year: Rebel Stationery - A5 Seasonal Diary Collection
• Notebook/Journal of the Year: LEUCHTTURM1917 –Notebooks 411
• Filing & Storage Product of the Year: Mann Inc –Endless Companion Leather Pen Pouch
• The Icon Award: STABILO – STABILO BOSS ORIGINAL Highlighters, Pack of 8, Assorted Colours
• Best Independent Stationery Retailer – North: Stationery Supplies, Marple and Wilmslow
• Best Independent Stationery Retailer – South: The Stationery House, Somerton, Clevedon and Winscombe
• Licensed Stationery Product of the Year: Blue Sky Studios – Licensed Fidget Pens
• Best Multiple Stationery Retailer: Ryman Group (Ryman, Ryman Design and London Graphic Centre)
• Best Online Stationery Retailer: Under the Rowan Trees
Winners of the 2025 Stationery Awards
Alister Hall is Managing Director of Go2 Group
Seen and supported
In memory of Steve Bilton: a personal tribute and a call to support mental health in our industry
The sudden passing of Steve Bilton two years ago was a profound and deeply felt loss for many across the business supplies and software sectors. As Managing Director of ECI’s FusionPlus Data solution, Steve was not only an accomplished leader but also a widely respected and admired individual whose professionalism was matched by generosity, sincerity and quiet strength. He left behind a legacy of innovation, strategic insight and unwavering commitment to supporting others.
Steve’s influence was considerable. Over the course of three decades, he helped shape the digital infrastructure that so many businesses rely on today. Whether supporting the development of EvolutionX or steering FusionPlus Data through times of industry uncertainty – including the COVID crisis – his work ensured that hundreds of small businesses remained operational and connected.
Tributes from colleagues and peers paint a picture of a man whose impact lay not only in what he built, but in how he made others feel: respected, encouraged and never alone. It is this last point – the way Steve made others feel seen and supported –that moved me to write this article. His passing was a stark reminder of how many people, even those who appear outwardly successful and strong, may carry invisible burdens.
The environments we work in do not always allow space for vulnerability and that [...] we must begin to change
SPEAKING UP MATTERS
I am one of those people. I have experienced three mental health breakdowns and survived three suicide attempts. I live with bipolar disorder and ADHD, and for many years, I used alcohol as a way to cope. I am proud to say that I have been sober since January 2020, but the road has not been straightforward.
Recovery brought clarity, but also new challenges. Emotional regulation, impulsivity and the strain on my closest relationships have remained constant battles, even as I have worked with clinicians, embraced therapy and committed to change.
Despite the stigma, I have chosen to speak openly about these experiences. Not to dwell on pain, but to offer connection. In sharing my story, I hope to reflect Steve’s legacy in a way that continues his quiet yet powerful example of compassion.
There are individuals in our industry today who are struggling in silence – colleagues, leaders, professionals – all facing pressures that often go unnoticed. The environments we work in do not always allow space for vulnerability, and that is something we must begin to change.
Design with purpose
Workplace furniture is changing to support a more dynamic, sustainable and humancentred office.
By Kate Davies
Businesses are rethinking office layouts, expecting furniture to do more and demanding that products serve multiple functions across various environments. No longer fixed and function-first, today’s workplaces are being reimagined as flexible and sustainable.
SEAMLESS NOT STATIC
Adaptability is now a design essential in the office furniture landscape. Liudmila Miscevic, Senior Key Account Manager at Sigel, explains: “Flexibility has become paramount. Staff are constantly transitioning from the office to home, from one workspace to another. This shift necessitates furniture and equipment that support mobility.”
The move towards versatility is facilitated by design frameworks. For example, global furniture manufacturer Teknion International recognises the flow of modern work across three modes – connect, co-create and concentrate. Teknion Director of Marketing Saiful Anuar elaborates: “Employees spend roughly 45% of their workweek co-creating, 40% concentrating on focused
tasks and 15% connecting through social interactions. To design better workspaces, we must understand these differences and create environments that enhance work while seamlessly helping employees switch between these modes.”
Furniture plays a vital part in this regard. Loungestyle settings with soft seating encourage informal discussions, while height-adjustable tables and mobile whiteboards promote dynamic teamwork. Additionally, acoustic booths and personal workstations provide space to focus.
WORKPLACE WELLNESS
Wellbeing has climbed the corporate agenda and furniture is central to the conversation. According to Fellowes Brands’ The Workplace Ergonomics Revolution, conducted across six countries in early 2025, two in three employees suffer pain or discomfort due to workstation setups, with 72% specifically reporting back pain. The message is clear: poorly chosen furniture not only is uncomfortable, but also reduces productivity.
This growing awareness is shaping demand and Fellowes has responded with products such as sit-stand desks and monitor arms, which are seeing an increase in sales for both office and home environments. To help dealers embrace this opportunity, Fellowes offers training and a diagnostic workstation assessment tool, helping clients to identify ergonomic gaps and recommend certified products, according to Trade Marketing Manager Annaliese Curtis.
Dynamic Office Solutions is also leaning into wellbeing. “We’ve expanded our range to include more height-adjustable desks, supportive seating and accessories that encourage better movement and posture,” Managing Director Nicola Speers explains.
Experiencing [the benefits] makes all the difference
She adds that seeing these solutions in action can be the key to turning awareness into confidence, and ultimately, sales: “Understanding the benefits is one thing; experiencing them makes all the difference.”
NEW WORK MODES
Even as demand for teamwork intensifies – and vendors respond by producing more collaborative furniture – architecture and design firm Gensler believes that spaces for such interaction are shrinking. In April 2025, Repopulating the Workplace: Is Collaboration Space in Danger?, Gensler warns that by prioritising desks and headcount, many companies are undervaluing the physical settings that foster creative communication.
The change stems from attempts to maximise attendance and reduce real estate costs, but the unintended consequence is a workplace that hinders rather than promotes collaboration. To counteract this, Gensler recommends environments which can accommodate a range of tasks, highlighting the importance of furniture that allows for simple transitions between different types of work.
Bisley’s Arches range addresses this need directly. Its mobile videoconferencing/AV units can define zones for teamwork or individual work. Most importantly, they can be reconfigured throughout the day. “One of the biggest challenges we see is designing for agile working while maintaining a flexible floor plan,” says Bisley Design Manager Mark Shatford. “Arches enables this kind of agility – from focused solo working to collaborative team zones – with minimal effort.”
GETTING TECH-READY
The evolution of hybrid work has accelerated the integration of technology into office furniture. Video calls, hybrid meetings and device charging are now baseline expectations.
“We’ve seen a clear need for furniture that supports virtual collaboration,” notes Speers. “We’re building technology into the furniture itself, with integrated
One of the biggest challenges we see is designing for agile working
power, USB-C charging, cable management and AV support part of everything, including desks and meeting hubs.” Dynamic’s pods and collaborative furniture also make virtual meetings feel more natural. For example, pods with acoustic control and built-in display options improve sound and visibility on both ends of the call.
Bisley’s BeSmart range brings smart storage into the equation. Launched in February 2025, it combines consultancy, custom design and advanced locking systems for hybrid environments.
Users can remotely access secure lockers, removing the need for keys, while facilities managers benefit from real-time data insights into usage, occupancy and performance. Developed around flexibility, the product is designed to evolve with workplace needs in order to manage personal storage more efficiently.
COLOUR, CULTURE AND CONNECTION
Furniture is also playing a deeper role in shaping workplace identity and emotion. Bi-silque Business Development Director Yvonne Partridge argues that colour is becoming a key design tool: “Furniture is no longer just furniture. It’s visual communication in three dimensions, space made purposeful and colour that sets the tone.”
Bi-silque’s premium ARCHYI. brand is elevating functional elements into mood-setting tools. The company’s approach, inspired by colour psychology, brings calming greens, energising blues and warm neutrals into workspaces, making them feel more human and engaging. Addressing the emotional dimension has become especially important as
SUSTAINABILITY – WHAT CLIENTS EXPECT
• Recycled materials
• Circular design principles
• Transparency
• Eco awards and certifications
Terra Nova range from CEP Office Solutions
Brixworth seating from Dynamic
businesses navigate the issues posed by hybrid working. “Loneliness is a real challenge for many remote workers, and while furniture can’t solve it alone, thoughtful design can help bridge the gap between life at home and in the office,” says Speers.
When remote staff do return on-site, they need to feel like a valued part of the workplace community, rather than a visitor or guest. As Bisley’s Shatford notes: “Creating human-centred environments is key to supporting mental wellbeing.”
SUSTAINABLE DESIGN
Circularity, recycled content and local production are all important factors that influence procurement decisions. Durable’s RETHINK initiative drives sustainability across product development, materials and packaging, helping businesses to comply with environmental laws. Its EFFECT range, made from 60% recycled PET felt, includes desk mats, laptop stands and bags.
Additionally, Durabins now come in an eco-friendly version, made from over 80% recycled plastics and Blue Angel certified. This range is gaining traction as businesses adapt to the new Simpler Recycling waste management regulations.
“With law changes requiring companies with more than ten employees to separate waste into four streams, we’ve seen rising demand for modular waste stations,” reports Head of Marketing Sam Rylands. “It’s a real opportunity for dealers as some businesses are still catching up to become compliant.”
Meanwhile, CEP Office Solutions offers an example of how sustainability and style can go hand in hand. This year, it launched the Terra Nova collection, made from post-consumer recycled plastic, which is designed with durability, repairability and recyclability in mind. “This approach builds trust among environmentally conscious buyers and gives dealers a strong differentiating factor in a market undergoing ecological transformation,” notes Communications and Trade Marketing Manager Marie-Amelie Dufour.
At Bisley, sustainability is embedded in production from the design stage. The company’s Green Design protocol focuses on longevity and the ability to upgrade components. As such, Bisley incorporates interchangeability of materials and parts to maximise a product’s lifecycle.
Focus on being useful, not just available
For resellers, these developments provide real advantages. Dealers that can discuss material sourcing, certifications and lifecycle tracking with confidence will position themselves as trusted advisers. In a competitive market, this resonates with customers and supports long-term relationships.
SUPPLIERS AND ADVISERS
Across each of these trends – hybrid working, ergonomics, tech integration, sustainability and emotional design – dealers have a chance to step into a more consultative role. “The biggest opportunity is to help businesses adapt to more fluid ways of working,” says Speers. “Dealers who offer solutions that feel relevant and genuinely work across a range of environments will have a clear edge, especially when they can bring insight and guidance.”
Whether it’s helping a client to create hybrid zones, meet ESG targets or address wellbeing issues, successful resellers will be those who can move beyond products and speak about their purpose. But with opportunity comes risk, and the biggest threat is falling behind. Dealers that ignore sustainability, overlook design trends or fail to engage clients meaningfully could quickly lose relevance.
Given this, understanding the human challenges behind the products and floor plans and offering insights, not just SKUs, will help in designing spaces that work better for everyone. “Focus on being useful, not just available,” advises Speers. “Clients value dealers that ask the right questions and suggest solutions that reflect how people actually use space.”
DEALER TIPS
• Offer flexible, mobile furniture solutions for shared workspaces
• Support wellbeing goals with ergonomic solutions
• Use supplier resources including showroom visits, assessments and training
• Be consultative – ask customers how their employees actually use space
or
The Workplace Ergonomics Revolution, Fellowes Brands
Sigel Artverum glass whiteboard and Eyestyle desk accessories
Bi-silque ARCHYI brand
Furniture fix
Sarah Payne explores the quiet revolution that furniture is having during the hybrid transition
Return-to-office (RTO) strategies are a hot topic and a headache for many employers. Businesses are encouraging people to spend more time in the office, often to make the most of their property; but this has prompted pushback from some, who are asking: “What’s the point of returning to a space that doesn’t serve us?”
According to Focus Forward, a 2025 whitepaper from workplace experience experts Leesman, 69% of senior corporate real estate leaders admit their organisation has not yet found the right RTO approach. They believe their current hybrid model still needs either some or major improvement. Employers, therefore, are working hard to enhance workplace setups and better accommodate hybrid working.
EARNING ITS PLACE
Furniture can be one of the most costeffective ways to design a space that will entice staff back to the workplace. To achieve
this, the furniture must be thoughtfully chosen. Hippo Waste reports that over 22 million pieces of furniture are discarded in the UK each year, with ‘fast furniture’ accounting for 670,000 tonnes of waste. Opting for high-quality, ergonomic and modern pieces signals that a company values not only employee wellbeing, but also sustainability and longevity.
Home offices continue to outperform traditional office spaces on several fronts. Staff consistently report that their home environments support them better – particularly for individual, desk-based work, and when it comes to maintaining privacy and low noise levels during video calls or virtual meetings.
Home offices continue to outperform traditional office spaces on several fronts
That said, when offices feel human-centred, supportive, adaptable and inclusive, they become places people want to be in. That’s the real benchmark for a successful hybrid structure – not just occupancy, but enthusiasm.
DESIGN FOR COLLABORATION
Interactions in the office should be meaningful. While technology has made it easier than ever to hold offsite meetings and bring people together virtually, it has its limits. Having employees physically present enables spontaneous conversations and cross-team connections, making meetings feel more open, fluid and collaborative.
To make this work, the space must support those objectives. The right furniture – think soft seating clusters, writable walls and standing tables – can help
Sarah Payne is Head of Design at Kerr Office Group
dissolve hierarchies, spark discussions and break down both physical and psychological barriers to genuine teamwork.
SILENT STRESSORS
In 2024, Mental Health First Aid England reported that 79% of UK employees experienced moderate to high stress levels in the workplace. It’s a striking statistic and one that can’t be ignored when encouraging people back to the office.
We often underestimate how much our environment contributes to that stress. It’s one of the reasons home offices continue to outperform traditional workplaces. A chair that digs into your back, a desk that’s too low or a space with nowhere to escape the noise – these are all silent stressors that build up throughout the day. Over time, discomfort becomes distraction, which in turn becomes fatigue.
Furniture can either fuel that stress or help diffuse it. Ergonomic seating that supports good posture, height-adjustable desks which promote movement and acoustically mindful pieces such as high-back chairs or upholstered dividers can all contribute to a more grounded, calming workspace. Even details such as a well-placed coffee table or gently curved furniture edges can make a noticeable difference.
Crucially, offering a variety of furniture types –whether it’s a quiet solo nook, a soft collaborative booth or a lounge chair for reading – gives employees more power over their environment. That sense of autonomy can significantly reduce workplace anxiety.
[Furniture] becomes a silent ally in making the workplace feel inclusive
FULLY INCLUSIVE
There’s a reason people often feel more focused at home, and it comes down to control. When individuals feel physically comfortable, their cognitive load is reduced, allowing them to concentrate more deeply on their work. This is especially true for neurodiverse staff who often find home environments more accommodating to their unique sensory and focusrelated needs.
In contrast, traditional office setups can be overstimulating, unpredictable and full of potential distractions. For example, harsh lighting, background noise and rigid furniture layouts present a minefield of sensory triggers.
Furniture that allows personal control over lighting, sound and seating positions can make all the difference. Comfortable seating, quiet pods, sensory-friendly zones and adjustable, non-fluorescent lighting aren’t luxuries; they’re essential components of inclusive design.
PURPOSEFUL SPACES
As businesses continue to refine their hybrid strategies, it’s clear the physical workspace needs to earn its place in employees’ weekly routines. With Gen Z now in the office and Gen Alpha not far behind, expectations are higher than ever. Furniture plays a vital, often underestimated, role in this equation.
It’s not just about filling space; it’s about shaping experiences. The right furniture supports wellbeing, fosters collaboration, embraces neurodiversity and creates environments where people can thrive. When thoughtfully selected and strategically placed, it becomes a silent ally in making the workplace feel inclusive, inspiring and worth the commute.
In short, if RTO is going to succeed, it should start with a rethink of the furniture. Comfort, choice and connection aren’t perks; they’re expectations.
Scents of success
Aircare can become a breath of fresh air in a dealer’s arsenal
It’s well documented that a fresh-smelling washroom leaves visitors with a positive impression of cleanliness. It highlights the importance of odour control in any facility; a welcoming scent can reinforce the perception of hygienic and well-maintained surroundings. Numerous surveys have revealed that the cleanliness of workplace bathrooms is closely linked to overall perceptions of standards and is a key driver in shaping how employees view the quality of their working environment.
Maintaining a clean out-of-home space goes beyond visible tidiness; it is equally about creating a pleasant atmosphere. Aircare solutions play a crucial role in achieving this. Research consistently confirms that unpleasant smells remain one of the top causes of complaints in away-from-home facilities, heavily influencing customer satisfaction.
Perpetual concerns for facilities of all sizes include lingering malodours, fragrance consistency, sustainability, ease of maintenance and scent-related allergies. Nose blindness – where individuals become so accustomed to an odour they no longer notice it – presents another challenge, while inconsistent or weak fragrances often fail to mask unwanted smells effectively. Some customers also worry about whether
Chris Wakefield is Managing Director of Vectair (UK & EMEA)
products provide sufficient coverage, while others cite high investment costs as a deterrent.
IDENTIFYING LOCATIONS
Studies reveal that certain industries and spaces experience odour complaints more frequently, originating from sources such as cigarette smoke or ammonia in public washrooms. The following highlights common problem areas in office environments:
Storage and back of house Stale, musty Gyms/locker rooms Sweat, mildew, dampness
Bathrooms are the obvious place to start –brainstorm with facilities managers about other ‘back of house’ areas that may contribute to negative impressions for a wide range of building occupants.
DECISION DRIVERS
When consulting with facilities managers, seek to understand the broader goals they want to achieve within their premises, whether as a part of an employee brand promise or their core values. Key phrases to listen for include:
• Sustainability goals: guide customers towards aircare products with eco-credentials such as Vectair’s V-Air Solid Evolution.
• Return-to-office or employee experience: create a
positive in-office experience harmonising fragrance across multiple product platforms.
• Innovation: Look to patented or unique technologies such as precision-dosing technology or urinal screens with enzyme blocks that help keep drains clean.
SELECTING THE RIGHT PRODUCT AND FRAGRANCE
Based on the insights gathered during the discovery process with a customer, it’s time to choose the most appropriate product type and fragrance for the space. Typically, aircare programmes offer both passive and active solutions. Passive products are battery-free options which release fragrance over a specific period. Active products disperse fragrance at a set frequency. Selection depends on factors such as:
• Airflow: passive products are ideal for spaces with good air circulation; active solutions work better where airflow is limited.
• Room size: smaller spaces benefit from passive systems, while active ones suit larger areas.
• Temperature: active devices perform better in cooler environments (below 15°C).
Fragrance selection can be a highly personal choice and preferences vary. Understanding the desired intensity is very important. For a soft, subtle scent, White Tea & Thyme is an excellent choice. For hightraffic areas where a stronger fragrance is required, Citrus Mango is robust and helps maintain a fresh atmosphere between cleanings.
DEMONSTRATING VALUE
One of the most frequent objections to aircare systems is assumed cost. However, when compared to the benefits, the investment is small. For low daily cost, a facility can eliminate unpleasant smells and significantly enhance its reputation. Tools such as cost-per-day calculators are invaluable in demonstrating the impact aircare programmes offer.
Running a one-month trial can be a persuasive approach for dealers. Once customers experience a product firsthand, they see (and smell) the difference and value that reliable aircare provides.
Rather than focusing solely on product features, concentrate on how each system tackles problems such as lingering malodour and inconsistent fragrance delivery – and how it helps protect an organisation’s brand image. Bad smells in restaurants, hotels and offices can drive customers away, lower employee morale and lead to negative reviews. Where possible, bundle aircare with complementary hygiene products (such as hand dryers and waste bins) to present a complete washroom solution.
WHAT MAKES AN EFFECTIVE AIRCARE PRODUCT?
A good aircare product is far more than just a basic fragrance dispenser; it is a tool for improving user experience and enhancing public perception. Consistent fragrance is essential, ensuring that odours do not hang around. Sustainability is increasingly important,
with recyclable materials and non-hazardous refills addressing environmental regulations and the growing demand for eco-conscious products.
Scent greatly influences perceived cleanliness. Even the most visually spotless bathroom can feel unclean if it smells unpleasant, while a fresh fragrance reassures visitors that the space is properly maintained. In HoReCa, offices and other industries, this psychological link makes reliable and efficient aircare indispensable.
Investing in high-quality products is more than masking unpleasant smells; it is about cultivating an environment that reflects professionalism, care and attention to detail. Furthermore, offering product variety helps address coverage concerns, allergies and other client-specific challenges.
Where possible, bundle aircare with complementary hygiene products
A GROWING MARKET
As the population increases and public spaces grow, so does the need for effective odour management. Every sector – including budget hotels, gyms and retail spaces – is keen to create a clean and inviting environment. Often, a fresh, pleasant scent can significantly boost customer satisfaction and employee wellness.
By incorporating aircare solutions into a product portfolio, dealers can tap into this expanding market, add tangible value to their offerings and build relationships with clients. Selling them successfully involves understanding client pain points – persistent odours, sustainability considerations, coverage issues and cost objections – and matching these needs to the appropriate products.
By focusing on the benefits of improved odour control and demonstrating a clear ROI, dealers can position aircare as a vital component of any comprehensive hygiene strategy. This approach not only drives sales but also helps businesses maintain spaces that visitors and employees find inviting and comfortable.
Leaders of the Future spotlights emotional intelligence, collaboration and career confidence at the first conference of 2025
LEADING with EQ
The BOSS Leaders of the Future (LOTF) Conference drew a full house on 10 April at Fellowes Brands’ UK headquarters in Doncaster. It offered a high-energy and thought-provoking day focused on emotional intelligence (EQ) and conflict resolution.
After a warm welcome from Fellowes Brands UK & Ireland Sales & Marketing Director Darryl Brunt, the day kicked off with a dynamic keynote from Nick Saunders titled ‘Connection, Collaboration, Conflict Resolution: Turning Relationships into Results’.
His highly interactive session centred on the importance of self-awareness, strategic listening and authenticity in leadership, offering practical tools attendees could apply immediately within both their professional and personal lives.
Saunders’ core message – that collaboration, communication and conflict resolution starts with understanding yourself – resonated throughout the event. From his ‘pause, listen, learn and adapt’ approach to connecting with customers, to a one-minute checklist for navigating difficult conversations, attendees were equipped with tangible techniques to improve future interactions.
PATHWAYS TO PROGRESS
In the afternoon, Linsey Adams, Head of Trade Marketing and Customer Activation at Reckitt Pro Solutions, gave a refreshingly honest talk about her career journey, urging delegates not to feel pressured by a fear of making mistakes. “You don’t have to follow a set path, especially as a woman in this industry,” she said.
The next in-person LOTF Conference will take place on 27 November 2025 in Manchester, before the BOSS Awards
Delegates then broke into one of three expertled workshops focused on core leadership skills, each providing real-world guidance and interaction in a more intimate setting. These were:
• Leanne Gregg, People Director at evo Group, led a session on using emotional intelligence to mediate workplace conflict.
• Jonathan Smith, consultant at Avery UK, presented on winning negotiations through stronger customer connections.
• Darryl Brunt explored the challenges of developing emotional intelligence as a leader and how to overcome them.
IQ gets you through the door [...] but EQ helps you succeed
All four industry speakers reconvened for a candid panel led by Avery UK’s Head of Sales and LOTF committee member Shaun Tidman. They discussed mentorship best practices, including the value of impartiality, and the evolving role of emotional intelligence in workplace culture. “IQ gets you through the door,” Gregg stated, “but EQ helps you succeed.”
LOTF also announced two new initiatives: the NextGen Mentoring Programme and the Core Skills Programme – a webinar series running into 2026. Both are supported by the evo Foundation, with more details to be shared soon.
The LOTF Committee encourages future leaders to join the Community Hub on the BOSS website (bossfederation.com) to access keynotes and conference recordings
Walk this way
Sunshine, sponsorship and sector spirit were all on show in Shropshire
The BOSS Midlands Committee took networking to new heights on 11 April – quite literally – with its Step Up for Charity walk up The Wrekin in Shropshire. With glorious sunshine, industry chatter and a healthy dose of hilltop camaraderie, the event offered the perfect blend of fresh air and fundraising.
The idea was simple: gather professionals from across the workplace supplies sector, swap the boardroom for the great outdoors, and raise money for a cause close to the industry’s heart – the BOSS Business Supplies Charity.
From the moment boots hit the path, the good vibes were impossible to miss. “It’s more than just networking – it’s community, collaboration and a bit of cardio all rolled into one,” said the Midlands Committee.
It was the hottest day of the year so far, and the energy was just as warm – with around 40 participants ranging from pacesetters to leisurely strollers (and a few four-legged companions too).
CHANNELLING COMMUNITY SPIRIT
The feedback was just as glowing as the sunshine was: “A glorious day among industry friends,” said Workplace360 CEO Steve Hilleard. “What a community of people,” added BOSS Midlands Chair James Mckeever. Others praised the organisation, the spirit and the chance to catch up with familiar faces in a new setting.
Over £1,500 has been raised so far – a fantastic result for a walk that was as enjoyable as it was impactful. “There’s something about a shared moderate incline that really gets the networking flowing,” joked the organisers.
The BOSS Midlands Committee has clearly found a winning formula – proof that the best business conversations don’t always happen around a boardroom table.
The
Community, collaboration and a bit of cardio all rolled into one
BOSS Midlands team
Flying high
Soaring spirit defines The Society of Old Friends 2025 Spring Dinner
The Society of Old Friends gathered at London’s RAF Club for a sold-out Spring Dinner that truly took flight on 1 May. With its fitting ‘Mayday! Mayday!’ theme and a keynote from RAF fighter pilot Mandy Hickson, the evening combined reflection, camaraderie and adrenaline-charged storytelling.
Approximately 100 guests were welcomed by Society President, Workplace360 CEO Steve Hilleard, who opened the evening by thanking members for their continued support. He spoke warmly of the Society’s values – connection, fellowship and resilience – and how they resonate as strongly today as they did when the Society was founded 116 years ago.
MEMBERSHIP MILESTONES
In his speech, Hilleard celebrated the committee’s progress during his tenure, noting that the two-year goal of a 50% membership increase is on track. He also shared the Society’s success in increasing female membership by 60% in the past year, with women now making up nearly one-quarter of members, alongside a growing presence of younger executives.
A particular highlight of the opening address was the emphasis on the power of shared experience and collective strength during challenging times – the perfect set-up for what was to follow.
As is tradition, the room fell silent for the nine o’clock toast to absent friends – a poignant and respectful moment that underscores the strength of bonds within the Society, past and present.
FEARLESS LEADERSHIP
Then came the headline act. Hickson, the first woman to fly the RAF’s Tornado GR4 on the front line, captivated the audience with accounts from her military training and career. Despite showing early promise and earning an RAF scholarship at age 17, her journey was marked by setbacks, including failing the flying
aptitude test twice. Despite this, her determination led to her selection as a test case by the RAF, proving her capability and paving the way for future female pilots.
Hickson spent much of her career as the only female aircrew member, defying the odds to fly 45 combat missions over Iraq and complete three duty tours. Her story was one of grit, courage and extraordinary leadership from both herself and her mentors.
Women now [make] up nearly one-quarter of members
Whether describing flying at low altitude through hostile territory or making life-or-death decisions, Hickson’s stories were as compelling as they were inspiring. She also spoke about the human side of highstakes operations and the role of trust and teamwork – themes she explores in her bestselling book An Officer, Not a Gentleman.
As guests continued to enjoy drinks, the atmosphere was one of admiration. Blending reflection with optimism for the future, the 2025 Spring Dinner was one of the most powerful and uplifting evenings in the industry calendar to date.
Join the club
The Society of Old Friends is evolving – and everyone’s invited
Workplace360 caught up with the Society of Old Friends’ newly appointed Head of Membership Development, Keeley Shepherd, to find out her plans to shape the group’s next chapter.
Workplace360: What do you see as the value of The Society of Old Friends membership today?
Keeley Shepherd: For me, it’s always been about the friendships. Some I’ve had for years; others are more recent – but they all matter. We’re in an industry where people often move around and having that continuity, those trusted relationships, is really valuable.
The Society of Old Friends gives you that sense of connection, which is more important than ever in what’s become quite a fast-moving industry.
W360: You recently joined the committee. What prompted that decision?
KS: It was really about the direction the Society is taking under Steve Hilleard’s presidency. We’ve seen a big increase in membership over the past year of 22%, totalling 207 members, and a definite uplift in the number of women getting involved, which now also stands at 22%, which is fantastic. I love the idea of being part of something that’s not only built on history and tradition but also looking to the future.
W360: And you were recently appointed Head of Membership Development –congratulations! How are you approaching the role?
KS: Thank you! I’ve been working closely with Steve and the rest of the committee to make sure we’re not only growing the membership but also evolving what it offers.
A key focus is to ensure the next generation sees value in joining. When I first joined the industry, the Society felt like it was just for managing directors. You’d never see a product manager or marketing exec at one of the events. Now, it’s about welcoming people from across the business – those rising through the ranks and the fresh thinkers. We’re not just inviting them in; we’re listening to what they want, too. It has to be a two-way conversation.
In many ways, the Society acts as an unofficial mentoring club and is so much bigger than just a networking group.
W360: What sorts of changes are you making to meet those expectations?
KS: We’re putting real thought into the format, location and style of events. Not everyone wants a formal dinner, although those still have their place. Some people prefer a more informal networking event that they can drop into for a couple of hours and then head back to the office or home. The Leeds event is a great example – it’s relaxed, easy to get to and doesn’t require a big financial or time commitment.
We’re also focusing more on location. It’s not fair to expect everyone to travel to London all the time. With successful events in Leeds and Manchester, we’re now looking at the Midlands.
W360: Are there any areas of the industry you’re keen to bring into the fold?
KS: Yes – dealers are a priority, as we’re still underrepresented there and want to change that. It’s not just about balance; it’s about recognising the huge value and experience dealers bring to the table.
We’re also keen to include members from newer or adjacent categories. The industry is diversifying and the Society needs to reflect that. The main thing is that we’re open. Whether you’ve been in the industry for 20 years or just a couple, there’s a place for you. And if you’ve got ideas about what the Society could do differently, even better!
To become a member, visit: thesocietyofoldfriends.co.uk or contact Keeley Shepherd on 07823 733237
The power of people
Progress doesn’t always start with a plan – it begins with a person
Not all career-defining moments happen in boardrooms or during major presentations. Some of the biggest decisions don’t arise from long-term planning or five-year goals; they stem from conversations. Often, they are honest and at times uncomfortable discussions with people who offer a different perspective and can see the wider picture when you’re too close to a situation.
For me, many of the most powerful conversations have happened over a casual coffee or while on a journey with someone who’s already walked the same path I’m on. These experiences have cemented my belief in the power of people to impact your career.
No professional path is perfectly straight – nor should it be. While we can strive for excellence in learning and academic achievements, the most meaningful shifts in my career occurred not in isolation, but through connection. It was mentors or advocates who had confidence in me before I did, or who showed me a route I didn’t yet know existed.
PRODUCTIVITY IMPACT
At BOSS, I witness the value of connection every day – bringing together different industry segments so people can exchange insight, guidance or simply support each other. It’s why I believe it is so important to find the people who ask the right questions and challenge your current thinking. The right mentor can do exactly that, and I can say without hesitation that mentorship changed the trajectory of my professional journey. A mentor can be a career accelerator. Here’s how:
• Real-world learning: Mentors share practical, livedin insights that textbooks and training rarely provide. From navigating office politics to strategic thinking, their advice can ensure you avoid common mistakes and shorten your learning curve.
Amy Hutchinson is CEO of the BOSS Federation
• Professional development: From setting and achieving goals to navigating career transitions and making strategic decisions, they can offer support and clarity.
• Expanded networks: Many mentors have wellestablished networks and can open doors to new connections, opportunities and influential circles that otherwise might be out of reach.
• Accountability: When life is busy, it can be tough to stay focused and follow through on your plans – a mentor can help by holding you accountable.
• Perspective: A mentor can provide a ‘big picture’ view and help you see beyond day-to-day tasks.
• Personal support: In tough times, having someone who listens, encourages resilience and reminds you of your strengths can be invaluable.
Find the people who ask the right questions and challenge your current thinking
The latest research (Nov 2024) from the Association of Business Mentors found that professional business guidance not only helped leaders boost business performance, but also played a substantial role in supporting their mental health and wellbeing as well as improving their work-life balance.
It’s worth remembering that a mentor isn’t there to make decisions for you, but to steer you towards the right conclusions. As Steven Spielberg aptly put it: “The delicate balance of mentoring someone is not creating them in your own image but giving them the opportunity to create themselves.”
The BOSS NextGen Mentoring Programme is an initiative that the BOSS Leaders of the Future (LOTF) Committee has long wanted to develop for our industry, and thanks to support from the evo Foundation, we’re delighted to launch it this year. If you are interested in finding a mentor or mentoring one of the aspiring leaders in our LOTF community, email: hello@bossfederation.co.uk
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Favourite holiday so far?
My boyfriend and I went to Norway and took a train from Oslo to Bergen, then did a cruise around the fjords. It honestly felt like I was in a film.
Tom Plaskitt, Customer Care and Office Manager, Office Depot UK & Ireland
What is the stupidest thing you’ve ever done?
I moved to Manchester within two weeks of having the idea – no job lined up and just a friend’s settee to crash on! I had no clue what I was doing completely uprooting my life without a proper plan, but luckily it all worked out and I absolutely love my new life here.
What’s the most extravagant purchase you’ve ever made?
It has to be a £300 tub of La Mer face cream. Safe to say, it was a complete waste of money as my skin still looks like a leather handbag!
Which phone app do you use the most? I’m always either listening to a podcast or blasting music, so it has to be Spotify.
If you could swap places with someone for a day, who would it be and why? Beyoncé. Why? Because it’s Beyoncé.
Who is your hero?
I’m not sure I’d say ‘hero’, but the person I look up to the most is my nana. I’m such a nana’s boy – I just really admire how she’s always there for me and the rest of the family, with the cutest smile that lights up the world.
Proudest accomplishment?
My dad and I appeared on a TV series called Chopping Block, which aired on ITV a few years ago. It was such a brilliant experience – we came second, but the time spent with my dad and everything we learnt about cooking was absolutely amazing.
What outrageous luxury would you love to have in the office?
I’d love a chill-out room with a massive screen so the team and I could have games tournaments during our breaks.
Best music festival you’ve ever been to?
Glastonbury 2014, when Dolly Parton performed on a sunny Sunday afternoon. I was there with all my best mates screaming along to Jolene
Strangest thing you’ve ever eaten?
I was a fussy eater up until about three years ago, but I’ve got a lot more adventurous since then. The weirdest thing I’ve eaten so far is a reindeer hot dog.
Who is the most famous person you’ve met?
When I was a teenager, I was on The Xtra Factor and spoke to Simon Cowell over video chat – then my dad embarrassed me by walking through the background. Absolutely mortified!
Is there something you consider yourself really bad at?
I’m usually a bit of a show-off, but when it comes to accents, I just start stuttering and they all sound awful.
What’s your favourite place to visit?
I love Nydri in Greece. My nana used to have a boat there and we had so many gorgeous holidays. I really miss that boat.
What’s something new happening in your life right now?
My boyfriend and I have just bought our first house, and we’ve adopted a cat called Mr Tom – who I am completely obsessed with. I’m officially a cat dad now!
