Workplace360 Issue 10. March 2024

LET’S GO GIRLS...

C

onfession time: I’m not exactly the biggest Shania Twain fan, but as I settled down to write this Ed’s note, her anthem Man! I Feel Like a Woman kept looping through my mind, setting the perfect tone for what we’re diving into in this issue. Shania’s hit is all about female empowerment, and that’s precisely the vibe we’re channelling with Workplace360’s first Influential Women list (page 34).A ton of research, industry insights, thoughtful debates and discussions have culminated in this feature, shining a spotlight on 30 of the UK industry’s most influential and inspiring women. Undoubtedly, there are many more women out there who merit recognition, and I’m optimistic that by the time we next revisit the list in 2026, we’ll not only celebrate these remarkable women but also significantly broaden the field.

With that in mind, I am confident there will be a wave of younger women ascending through the ranks and making their mark on our industry.

Shania’s hit is all about female empowerment, and that’s precisely the vibe we’re channelling with Workplace360’s first Influential Women list

Strategically publishing this piece to align with International Women’s Day on 8 March – this year’s theme is #InspireInclusion – is our way of spotlighting the exceptional, motivational and indispensable role women play in our workplaces. Not just because we’re damn good at what we do but because many of us are often juggling a complex balance of professional and personal commitments.

Writing the article, I was struck by the sheer number of women driving forward-thinking business practices in sustainability, diversity and inclusion, gender equality, youth development, change leadership and so much more.

My aspiration is that this feature not only enlightens but also energises the younger women and men in our sector. I hope it motivates them to emulate these leaders, ensuring that future generations not only continue to thrive in creating successful workplace supplies businesses but also champion fairness, equality and inclusivity.

On the topic of business growth, this issue also introduces the first segment of a two-part interview with evo CEO Andrew Gale in our In conversation with... section. He reveals the strategies he’s implemented to enhance sales and profitability and also make evo a better place to work (page 20).

Michelle Sturman, Editor EDITORIAL

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3 WORKPLACE360 - MARCH 2024

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46 Event

Messe Frankfurt has managed something of a turnaround for this year’s Ambiente show

48 Heart of the industry

BBSC Patrons’ Dinner celebrated the philanthropic nature of our industry

50 Heart of the industry

Calls for cyclists to join the 2023 Ride of Life get underway, with a new event – Dine of Life – added for the evening

54 Exposed!

Rob Harper from Prima Software

Influential W MEN in

Revolutionise your business through:

Cutting-edge insights:

Delve into the future with exclusive access to industry pioneers and thought leaders. They’ll unveil the latest trends, share breakthroughs and explore the untapped potential of AI technologies

Practical applications: Learn how AI can revolutionise

Viking re-establishes presence in Ireland

RAJA-owned Viking has confirmed it once again has a physical presence in Ireland. The reseller has opened a distribution centre in Dublin, which comes after the development of a local sales team and the creation of a customer service centre.

Owned and operated by Coll8, an Irish third-party logistics provider, the Dublin facility will enable quicker fulfilment for Viking’s 100,000 customers in Ireland – which were previously served from its warehouse in Leicester. Viking has also contracted two Irish transport and logistics companies to carry out its distribution operations. McCulla will move products between cities while An Post will ensure last-mile deliveries. Both companies will use biofuel or electric vehicles to help Viking reduce its carbon footprint.

“By bringing back our products to Dublin, we aim to provide a faster, more flexible service and develop closer customer relationships,” said Viking UK & Ireland Managing Director Simon Allan-Brooks.

He added: “Our customers have encouraged us to re-establish a physical presence in Ireland. Our partnerships with Irish companies further demonstrate our commitment to local ties and sustainability. Our goal is to massively expand our leadership as a multichannel office supplies provider to Irish businesses of all sizes.”

The move is part of Viking’s strategy to be closer to its customers. In March 2023, it re-insourced its customer service centre in the UK, creating 60 jobs in the process.

COLOP to close UK branch

Stamp manufacturer COLOP has decided to restructure its UK operations in a move that will see the closure of its Birmingham facility and the business transfer to distribution partner Greenstik Materials.

The agreement with Yorkshire-based Greenstik – a leading supplier in the crafting segment – came into effect on 1 February. COLOP UK Managing Director Chris Deighton, along with three colleagues, will be transferring over to Greenstik. There will be a transition period that will culminate in the closure of COLOP’s site in Birmingham on 31 March.

Deighton commented: “While this is a significant change, it makes good sense for the business and will allow us to continue to grow and be a force within the UK market. For me personally, I will be able to become more customer-facing moving forward.”

COLOP’s UK business has its roots in the Mark C Brown and William Jones Clifton companies that were acquired in 2006 and 2009, respectively, with COLOP UK officially established in 2013. The vendor moved to its Birmingham HQ in May 2019.

Advantia inks deal with Lexus

Advantia is supporting its members – and their customers – on their sustainability journeys.

With vehicle fleets an important topic in relation to reducing carbon footprints – not to mention regulations such as clean air zones – Advantia has been working with Lexus to develop an exclusive arrangement. This allows dealers and their customers to explore, and potentially take up the opportunity, to switch to an electric or hybrid car on a business contract hire lease scheme.

Advantia Managing Director Steve Carter said: “This is an exclusive and very attractive arrangement for Advantia members to utilise. Although the deal is mainly focused on the Lexus brand, we can also access certain other manufacturers’ brands, including commercial vehicles.”

Ryman aims to disrupt greeting cards industry

Ryman has launched its first mobile app, with owner Theo Paphitis saying he is looking to disrupt the online greetings card sector using the strength of the high street.

The app allows shoppers to design and pick up personalised greeting cards from their nearest Ryman store in just 60 minutes.

There are more than 2,000 designs to choose from, with the option to add messages and upload photos directly from a mobile phone. Customers can also access their Ryman account from the app. “The Ryman app will now enable us to offer something unique in the online greeting card industry using the strength of the high street and the Ryman portfolio of stores,” said Paphitis.

“Like others, you can download an app and personalise one of thousands of cards, but what makes ours unique is that you can then collect that card in a Ryman store within just 60 minutes. So, if you’re a last-minute Larry or Lucinda, or just a commuter wanting to save on postage, this is a game changer,” he added.

The cards – which cost £2.99 – will also provide funds for two charities the retailer works closely with: the British Dyslexia Association and the Helen Arkell Dyslexia Charity. A percentage of sales will help those supported by the charities and contribute to the minimum £100,000 of support Paphitis has pledged from the Ryman business.

Theo Paphitis

The Society of Old Friends 2024 Spring Dinner announced

The Society of Old Friends has confirmed the details of this year’s Spring Dinner. The event returns to one of its favourite and most prestigious venues, the RAF Club in Piccadilly, London, on 18 April.

The evening not only celebrates the inauguration of Workplace360 CEO Steve Hilleard as President, but also welcomes special guest Perry McCarthy. Former Formula One driver, bestselling author, TV presenter and original secret racing driver ‘The Stig’ from BBC’s Top Gear, McCarthy promises to provide a highly entertaining culmination to an enthralling evening.

Alongside tales of the adrenaline-fuelled and perilous world of Formula One, attendees can expect glimpses into the uproarious early seasons of Top Gear

The event is open to both Old Friends members and guests. Any guest wishing to attend should email Steve Hilleard at steve.hilleard@opi.net.

ExaClair National Account Manager Garry Wright will be moving on to join CTS Wholesale following his last day with the company on 29 March. Wright, who was previously with Pukka Pads, has been with ExaClair since 2016.

Keeley Shepherd will succeed Wright in April, joining the company as Head of Commercial Sales. Already well known and respected within the industry, she brings over 20 years of experience, having held roles at VOW, Office Friendly and, most recently, 3M.

Calidore and HCI York combine

Following the acquisition of software firm Calidore at the end of last year by Human Computer Interaction (HCI) York, the two teams are now working as one.

HCI York specialises in web applications, e-commerce and bespoke software development.

Post-acquisition, all of Calidore’s current staff remain with the business. HCI and Calidore plan to grow together by both creating new jobs and acquiring complementary UK businesses.

Calidore Director Richard Olds said: “Calidore will now be able to offer our state-of-the-art software to the office supplies industry with a dedicated, integrated webstore as well as enhanced capability to deliver bespoke websites and complex data architecture. We are now able to develop our current and new solutions rapidly in-house given HCI’s expertise in the field.”

HCI Chairman Hery-Christian Henry added: “It is an exciting time in the industry and, as mergers go, this was a no-brainer: one company has the perfect software in their industry and the other has the perfect technology team to add features.”

MOVERS & SHAKERS

HP Inc-owned Apogee has appointed its former CFO as its new CEO, taking over from Aurelio Maruggi, who will leave the business after four years. James Clark was CFO of the managed workplace services provider when it was acquired by HP in 2018.

He moved to a finance role at HP in June 2022 and was most recently Head of Finance in the Hybrid Systems division at the print and PC giant.

TD SYNNEX has named Miriam Murphy as President of its business in Europe. Murphy starts in her new role on 8 April and will be responsible for leading the company’s 7,000-strong European workforce, driving business strategy and operational execution in the region.

The appointment marks a return to the distributor for Murphy. She spent more than 20 years at Avnet and then Tech Data. For the past two years, she has been CEO Europe at IT services company NTT.

Staff changes at ExaClair

New CEO at Apogee

TD SYNNEX names European leader

Jade Wilson joins OPI management

Workplace360 publisher OPI has restrengthened its senior management team following the recent departure of the company’s former Chief Commercial Officer (CCO) Chris Exner.

With effect from 1 March, the position of CCO at OPI is occupied by Jade Wilson. Another well-respected and highly experienced executive, Wilson joined OPI from sales and marketing agency Highlands, where he was Managing Director Europe.

Wilson has enjoyed a distinguished and varied career in the business supplies industry, working in a variety of sales and business development roles for Staples Advantage UK, Stat Plus, Integra Business Solutions as well as The Business Performance Group – which was acquired by Highlands in 2014.

As CCO, Wilson will have lead responsibility for delivering growth in several key areas of the OPI business. These include events, where the company has identified several opportunities to diversify and expand its existing portfolio across multiple regions throughout the world.

He will also oversee a significant drive to deliver growth in memberships and subscriptions, as well as service offerings such as research, recruitment and executive search.

Commenting on the appointment, OPI CEO Steve Hilleard said: “Despite the substantial challenges and transformations unfolding across our industry, we are confident these circumstances present new opportunities.

“The addition of Jade will help us to effectively advance these projects and further enrich the already unparalleled array of services we offer to the global workplace supplies industry.”

Wilson added:

“Having been a satisfied customer of OPI for many years, I am now looking forward to working within the company itself, enhancing its portfolio of services and driving diversification and expansion across several continents.”

Jade Wilson

And the EOPA nominees are...

OPI, sister publication of Workplace360, has announced the shortlist for the 2024 European Office Products Awards (EOPA). This year’s shortlist features an array of UK-based businesses and professionals.

The companies on the shortlist run the gamut of categories and include Brother UK, ACS Group, Commercial, Exertis Supplies and JGBM. Furthermore, the UK boasts strong representation in the Young Executive of the Year and Executive of the Year categories.

The selection process took place in January, with a large group of experienced senior executives from a variety of channels across the business supplies industry gathering together for the EOPA judging meeting in Paris. Now in their 23rd year, the EOPA are firmly established as the ultimate accolade for business products companies operating in Europe – the high number of entries is testament to their prestige.

To distinguish between a person who has gone above and beyond in our industry over the past 12 months and someone who has been an outstanding leader for a longer period, the judges elected to create a new category – Business Leader of the Year – to recognise the latter. Meanwhile, Executive of the Year acknowledges the

2024 EOPA shortlist

Initiative of the Year

• ACCO Brands – Best Content Experience Award from OPTIMIZELY

• Brother UK – The Meaningful Meeting Manifesto

• Essity – Partnership for Progress UN event

Sustainability Excellence: Reseller

• ACS Group

• Commercial

• Interaction

• Lyreco

Sustainability Excellence: Vendor

• Bi-silque

• Essity and Tork brand –Life Cycle Approach

• KMP

• tesa

• UPM Raflatac

Vendor of the Year

• Durable

• Exacompta

• Fellowes Brands

• Nestlé

• Reckitt Pro Solutions

achievements of an individual who has made a significant contribution to the industry over a shorter period. Both the Business Leader of the Year and the Industry Achievement awards do not have a shortlist. All of the awards will be presented during a celebration dinner on 12 March 2024 at the Hotel Okura in Amsterdam.

For more information and to book your place at the EOPA dinner, please visit https://eopa.opi.net.

Marketing Campaign of the Year

• Avery France – Back to School Campaign 2023

• BIC – BIC 4 Colours ‘A pen for every side of you’

• Fellowes Brands – Let Your Productivity Flow – Monitor Arm Campaign and Positioning

• Kensington – Privacy Screen Filters: Keep Your Data Private, Anywhere

• Newell Brands – DYMO LetraTag 200B

Business Product of the Year

• Bi-silque – Earth Kyoto Easel

• Durable – Laptop Stand Rise

• Exacompta – SumUp Thermal Receipt Rolls

• tesa – tesapack Eco & Ultra Strong ecoLogo

Reseller of the Year

• ACS Group

• Bruneau

• Bureau Vallée

• Lyreco

• RAJA Office

Wholesaler of the Year

• Exertis Supplies

• JGBM

• PBS Holding

• Soennecken

Young Executive of the Year

• Scott Ellis, Head of Corporate Accounts, Banner

• Rasmus Olsen, Product Manager & Team Lead, Lomax

• Jérôme Perhaut, Key Account Manager, Fellowes Brands

• Nicola Phillips, European Account Manager, Victor Stationery

• Ben Sutton, B2B Sales Lead UK, Reckitt Pro Solutions

Executive of the Year

• Irma Garbella, Managing Director, MondOffice

• Leanne Gregg, Group People Director, evo

• Richard Smithers, Director of Sales, UK & Ireland, Europe, Victor Stationery

• Jonathan Weiss, Commercial Director, Global Business Solutions UK & EUANZ, Reckitt Pro Solutions

Business Leader of the Year

No shortlist – winner announced on the night

Industry Achievement

No shortlist – winner announced on the night

A ‘Compleat’ package

From pub musings to a thriving, customer- and communityfocused business, Compleat Office Solutions is prioritising growth in every sense of the word

Let’s face it: over the years, some of the most ingenious business ideas have originated in the pub, often scribbled down on a napkin or the back of a cigarette packet during a round (or three) of drinks. This holds true for seasoned workplace supplies professionals Paul Hicklin and Paddy Dobbyn. Both hailing from the same firm, they frequently found themselves on Wednesday evenings, pint in hand, discussing the prospect of going it alone and setting up their own business.

However, it wasn’t until 2008, after years of contemplative ‘should we, shouldn’t we’ conversations, that they decided the timing was finally right to embark on their entrepreneurial journey.

Securing the ideal setting for their venture took eight months, with the duo ultimately settling on premises in Mildenhall, Suffolk. Adhering to the crucial importance

of ‘location, location, location’, they launched Compleat Office Solutions in an 800 sq ft office and warehouse. On the first trading day, Paul used an old pedestal for a desk, while Paddy made do with two PC boxes for his workstation, with a shared phone placed on the floor between them.

CRAFTING SPACES

Fast forward 16 years, and the team has expanded to ten staff, operating out of a 6,000 sq ft office and warehouse. “I remember the day we got the keys to our current premises; I did wonder how we were going to fill the warehouse. Now we’ve outgrown it and are actively seeking new space as it’s frequently a struggle to fit everything in – especially if we are preparing an office fit-out and have to store furniture from several suppliers for one job,” reflects Hicklin.

20% SALES GROWTH IN FY2022/23

4 NO. OF DELIVERY VANS

While Compleat doesn’t classify its furniture services as full fit-outs, the installation process is managed by the team, encompassing tasks from painting and decorating to flooring, furniture plans and design layouts. “We tend to draw the line at kitchens, but client requests range from small, merely supplying furniture, to larger installs. Essentially, it’s about maximising the space a customer has,” says Dobbyn.

Aside from desks and chairs, the warehouse also accommodates approximately 800 fast-moving lines alongside products where it’s made sense to buy in bulk for the price advantages. This, say the pair, is primarily to protect themselves in case of any wholesaler stock blips. Aligned primarily to VOW for years, Compleat –like many dealers today – also maintains accounts with Exertis Supplies and Spicers.

NEW HORIZONS

Furniture accounts for roughly 40% of their business in terms of sales, with stationery still making up about 30%, alongside a significant turnover from paper, and the rest from growing areas including cleaning and hygiene, safety and PPE, and workwear.

The latter is an area in which the dealer is exploring new options, particularly in the realm of bespoke workwear, where significant earning potential may lie. Compleat currently offers this service through a local embroiderer, but Dobbyn admits it’s something they need to delve into further. “The jobs we do get are from existing customers as they trust us to take care of it due to the service levels we provide for them in other areas. It surprises me that nobody in the industry has jumped on it to offer such an initiative to dealers.

“If someone were to provide the quick turnaround, arrange the pricing, etc at that level, it would also remove a lot of the research we have to do. We’re not all in the position to afford to or have space for the machines and the resources to do this,” he says.

Another product category being discussed in dealer circles, yet seemingly slow to gain traction, is tools. As part of the Office Friendly deal with Toolbank, Compleat embraced the catalogue around 18 months ago. So far, it’s been a successful and straightforward addition for the team, despite the varying margins depending on the product. Thanks to deals with Toolbank’s head office and the benefit of branches nationwide, Compleat enjoys the convenience of local deliveries. “It’s a simple add-on,” notes Hicklin.

When it comes to their own deliveries, the duo prefer to keep it local, with four vans servicing customers within a 30-mile radius of Mildenhall. They prioritise adding value to orders, with delivery drivers

instructed to place products in the client’s office where appropriate. “Anyone can do an Amazonstyle delivery and drop boxes at reception. It’s an old saying, but if you’re in business on price, you’re going to lose it again on price. We make sure to go the extra mile,” Hicklin asserts.

CUSTOMER CONNECTIONS

Customer service remains paramount across all aspects of the business, as demonstrated by one memorable occasion when Hicklin and Dobbyn personally drove to Paris on a Friday evening to fetch a replacement for a damaged conference table for an installation, ensuring it was ready for the client by Monday morning. “This was roughly ten years ago, and our little trip is still talked about by the client, who has remained loyal to us ever since,” Dobbyn shares.

Conscious of the need to be more aligned with customers’ sustainability endeavours, Compleat, along with signing up to Office Friendly’s Weaver Sustainability Programme, has ramped up its own efforts. The dealer took delivery of its first electric vehicle last October, with the co-founders also switching to electric cars.

Now we’ve outgrown [the warehouse] and are actively seeking new space as it’s frequently a struggle to fit everything in

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40%

Compleat Office Solutions co-founder and Director Paddy Dobbyn

One thing COVID taught me about dealing with the current cost of living crisis is that if you’re open with customers, they will accept higher prices

The journey so far has furthermore included making incremental yet effective changes, such as switching to LED lighting in its warehouse and office space. Hicklin emphasises the importance of not only becoming a more sustainable company but also communicating this commitment to customers.

On this point, Compleat is recognised in East Anglia for its CSR efforts, particularly with the charity Keeping Hearts Beating. Following the death of his father 12 years ago, Hicklin has played a crucial role in providing 24-hour accessible defibrillators to the local community and across the UK, with at least 30 defibrillators installed so far thanks to this initiative.

He also got the business involved and now funding for these devices partly comes from a customer recycling toner programme, which, while not a huge revenue generator, contributes to the cost of the defibrillators (around £1,500 each) and their maintenance, including the replacement of pads after each use and batteries.

Hicklin says fewer than one in ten people survive an out-of-hospital cardiac arrest; but good-quality CPR along with defibrillation within 3-5 minutes of collapse increases survival rates by between 50-70%. “I am passionate about placing more of these machines in the community in memory of my dad. Our defibs are deployed regularly and I’ve been told they have saved the lives of people since being installed. On the environmental front, it also saves the toners from ending up in landfill.”

CHARTING THE FUTURE

Although Dobbyn modestly states that the company is “not setting the world alight”, Compleat continues to see year-on-year organic growth, ranging from 5-20% annually. Elaborating further, he says: “Looking at FY2022-23, we had our best ever year with 20% growth. Compared to pre-COVID figures, we’re seeing about a 35% increase. Already in 2024, we’ve surpassed 2023’s total at the same point, so sales will be heading towards growth of 5-10%.

“We’ve only seen a slight dip in margin in the past few years, with the expectation for this year being a 5-6% increase in percentage points over 2023.”

In this period of inflation, Dobbyn believes many in the industry still adhere to a short-sighted view on pricing: “One thing COVID taught me about dealing with the current cost of living crisis is that if you’re open with customers, they will accept higher prices.

“We’re all in the same boat as they, too, are having to raise their prices. It has helped get the message across

to our salespeople to just be honest when talking to clients. This has been key to our discussions and how we have managed to adjust to realistic pricing levels and maintain and even increase margins,” he explains.

With sales on a steady incline and margins returning to acceptable levels, the duo have set a target to increase sales by an additional £500,000 by 2026. One strategy to achieve this is by securing new business and identifying opportunities within their existing client base through gap analysis. “I prefer a sniper approach over a scattergun approach – being more focused and able to pick off our targets,” Dobbyn says.

However, he acknowledges the challenge of expanding their team with the right talent, emphasising the industry’s unique learning curve. “You’ll always get a bum on a seat, but our sector has so many quirks that it takes a while to get up to speed. It works out that with our present employees, there are 138 years of experience between us, and we have been fortunate in the past with industry-experienced salespeople and admin staff who could hit the ground running.

“The industry would benefit greatly from better training programmes to elevate the quality of sales and knowledge. We need something in our sector to pull it together because as independents, we don’t have the resources to do it ourselves. It would be lovely to have some kind of ‘umbrella’ under which this could happen.”

As for the future, with employees returning to the office full-time – at least in East Anglia, it seems – it can only mean good news for the dealer. With a solid, loyal customer base, continual reinvestment in the business and always being careful to ensure there’s money left in the pot, the duo will just keep doing what they’re doing.

Compleat Office Solutions co-founder and Director Paul Hicklin

Literally hours before the previous issue of Workplace360 was due to go to press, confirmation was received that Nectere was being placed into liquidation. A subsequent meeting, held on 1 February, duly rubberstamped the motion to wind up the company, with Simon Killick and Jeremy Karr of Begbies Traynor appointed as joint liquidators.

A report published by Begbies Traynor confirmed the organisation had been approached by Nectere’s directors on 15 December 2023. This was followed by a board resolution on 12 January that the company was unable to pay its debts.

The document also affirmed that Nectere had ceased to trade in December “save for a discrete debt collection exercise that continued into January 2024”. The word ‘discrete’ is open to interpretation, depending on who you speak to.

In the last issue of W360, we outlined a “perfect storm of intertwined events” that led to the downfall of Nectere, and it appears we were not too far wide of the mark (read Nectere: a perfect storm, Jan/Feb 2024, page 16). In the liquidators’ report, the organisation’s failure was attributed to the following:

All that GLITTERS…

More on the fallout of the Nectere collapse after the company officially went into liquidation on 1 February 2024

• An accelerated decline brought on by the pandemic

• Key wholesaler terms being adversely changed at times of instability and transition

• Complexities and complications in implementing new supplier lines

• Loss of partner business and cash flow issues

• Lack of available funding and investment needed to bring the company back to profitability

It is clear that the switch in the main wholesaling partner from VOW to Spicers at the beginning of 2023 was a key factor. The explanation of the causes of Nectere’s failure in the liquidators’ report points to “multiple price increases from its key wholesaler” and a reduction in its credit cap by £1.25 million “without notice” that “significantly hindered the company’s ability to trade effectively”.

The inference is that this threw Nectere into the arms of Spicers earlier than anticipated – at a time when the wholesaler and other OT Group (OTG) entities were going through a disruptive ERP implementation. For evo’s view on VOW ending its relationship with Nectere, read Rising to the challenge on page 20.

At the end of January, the liquidators also published a statement of affairs (SOA) that provided a full list of Nectere’s creditors. Debts to non-preferential creditors were in excess of £4.5 million, with suppliers representing around £3.4 million of this. Unsurprisingly, OTG took quite a hit – to the tune of £2.4 million – while

other well-known names included wholesalers Exertis Supplies (£137,000) and Antalis (£63,000).

In an update published on 27 February, the liquidators reported that unsecured creditors are “unlikely to receive any dividend”. However, it added the caveat that this was an early prediction given purely to assist creditors with their initial provisioning for bad and doubtful debts.

HE SAID, SHE SAID…

Currently, there is a lot of conflicting information surrounding certain events related to the demise of Nectere. This may, or may not, be clarified in further reports from the liquidators and/or various stakeholders, but there are still several areas of uncertainty and/or contradiction that raise a number of questions, including:

• Who at Nectere authorised the departure from VOW and the five-year deal with Spicers? The former owners or the new management team?

• Why haven’t details been released yet of the exact nature of the management buyout that came into effect in February 2023?

• Did Spicers and OTG look closely enough at Nectere’s financial position before the wholesaling agreement? Or was Spicers blinkered by the chance to take share and volume from a competitor?

• Did over-generous credit terms offered by Spicers force OTG’s hand in pumping capital into Nectere to prop it up? In addition, why was OTG’s investment not finalised until October 2023 although it had been announced in July?

• For a dealer services organisation, why did the SOA show Nectere’s books carrying stock valued at around £760,000? Furthermore, to what extent had the balance sheet been weakened by partner debts/ loans of over £700,000 plus an intercompany loan to shareholder Potentas of £400,000?

• What was the additional level of investment required in Nectere by December 2023 to keep it afloat and

Debts to

non-preferential creditors were in excess of £4.5 million

what had changed so fundamentally in just a few weeks that caused OTG to say ‘enough is enough’?

• Why wasn’t the business placed into liquidation until 1 February when it had ceased trading before Christmas and there was clearly no hope of a turnaround?

• How did a Nectere customer service telephone number end up in the hands of a dealer in the southeast of England at the beginning of the year?

W360 will be regularly reviewing the situation and providing updates and answers as new information comes to light.

ALTERNATIVE SOLUTIONS

One possible reason for the speed of Nectere’s demise at the end of last year could be that the majority of its larger and most successful partners had already left. Many of the bigger dealers were snapped up by EO Group’s Office Power, while some were assisted by Prima Software. Another beneficiary was Unity, a proposition developed by Loughborough-based dealer Whittakers, which had also been actively targeting Nectere resellers in 2023.

As Unity Sales Director Martyn Hammond revealed to W360, this solution was not an opportunistic reaction to events that unfolded last year, but rather a nod in the direction of the success that Nectere was enjoying – or seemed to be enjoying – at the time.

In fact, Unity – somewhat ironically – came about following discussions with a dissatisfied Nectere dealer prior to the pandemic. “We created a similar model because we thought it was a great idea,” he admitted. That said, there was heightened interest in Unity as Nectere began to unravel, with the number of members now up to around 16.

Martyn Hammond, Sales Director, Unity

A vital component of successful outsourcing is the technology. Unity is based on the Horizon backoffice system coupled with EvolutionX e-commerce management tools. These are now both part of ECI’s portfolio following its acquisition of ES Tech last year, a “happy coincidence” for Hammond that has accelerated the integration of the two products.

“Horizon works very well in being able to bolt on businesses,” he explained, “while EvolutionX allows us to deploy and manage multiple e-commerce stores. They are managed centrally, but each member that comes on board has its own bespoke webstore.”

MORE CHOICE

The solutions mentioned above are not the only new kids on the block. Advantia dealer UKOS, has developed a Partner Programme in the past year that now has four members – although just one of those is a former Nectere reseller.

Ian Haywood, Managing Director, UKOS

I don’t think controlling the cost of overheads has ever been more difficult than it is now

For UKOS Managing Director Ian Haywood, the offering allows his company to bring in additional volumes and revenue without fundamentally adding to its own cost base.

“In all my time in business, I don’t think controlling the cost of overheads has ever been more difficult than it is now,” he said. “Margins continue to be squeezed and –especially on the office products side – there is a market crying out for consolidation.”

UKOS has its own logistics operations, including vans and a warehouse, and Haywood views the Partner Programme as a form of consolidation that brings supply chains together. “A few select partners running alongside our own independent, direct business makes an awful lot of sense,” he argued.

Not all former Nectere partners that are still trading chose to go down the outsourcing route again. However, the model does offer some interesting benefits, including a low-risk barrier to entry and, certainly in the cases of Unity and UKOS, transparent financial relationships based predominantly on margin sharing.

Unity is eyeing reaching 25 members in the short term but is mindful of not repeating mistakes others have made in the past by taking on more than it can chew. “We want to preserve what Unity is about, which is based on great service levels and personal interaction with all the partners,” affirmed Hammond.

Similarly, UKOS is taking a careful approach; Haywood is looking at bringing on another two partners this year. Could these initiatives by Whittakers and UKOS inspire other dealers to take a look at doing something similar? That could be a possibility, although wholesaler partners (Whittakers majors with VOW and UKOS with Exertis) may have a say in that. In addition, setting up these models is not easy – just ask Hammond and Haywood!

It is encouraging to see more options for resellers at the smaller end of the market and a greater degree of choice for entrepreneurs who might be looking at going it alone. However, in the aftermath of the Nectere debacle, there will have to be a high level of transparency and clear communication in order for outsourcing models to fully win back confidence in the market.

Rising to the challenge

In this first part of a two-part interview, evo CEO Andrew Gale sat down with Workplace360 CEO Steve Hilleard for an in-depth chat on the state of the group. Gale shares insights into the transformations he has implemented since assuming leadership in December 2022, outlines his ongoing objectives and talks candidly about the acquisition of Complete and its future, the downfall of Nectere and much, much more…

Workplace360: Andrew, could you begin by framing evo as it now stands, detailing the group structure, composition of the divisions and their revenues?

Andrew Gale: Evo is a holding company comprising several complementary trading businesses. The portfolio includes VOW, Banner and now Complete, Ireland, Premier Vanguard and finally Staples, which addresses consumers. These sales channels are served by four UK and Irish warehouses and our Truline fleet of vehicles. It is all supported by a thin back office.

In terms of overall group turnover, this is now north of £500 million. The biggest contributor is VOW (just), closely followed by Banner, Complete, Ireland and Premier Vanguard, with the latter generating c£30 million in sales but more than punching at the right weight at EBITDA level. Staples is the smallest sales channel, but I expect this to grow strongly in FY2024.

W360: While we will delve deeper into the financials in the second part of our interview in the April/May issue, would you define the past year as successful?

AG: Absolutely. We have delivered a record evo EBITDA – our primary metric for assessing profit. Consequently, colleagues achieved their commission targets, the senior leadership team received bonuses and there have been company-wide salary increases for all employees. We’ve delivered the 2023 EBITDA goal set by our shareholders, which is good, so naturally we all want more in FY2024.

W360: It seems they are quite patient.

AG: Endless has been a great shareholder for evo, and yes, they’ve been patient; but we’ve momentum now and I’m not patient.

W360: How long have you been with the company?

AG: It’s been just over 15 years now, which is longer than planned, and it would be fair to say I’m a man in a hurry now I’ve got my chance to lead.

W360: And you assumed the role of CEO about 13 months ago, correct?

AG: Yes, following the 2022 BOSS Awards.

W360: Were you part of the company during the chaos of July 2009, when the business nearly went under?

AG: Yes, I joined as Group Controller a few months before that all kicked off. I’m glad I got the chance to

work with Richard Martin (CEO) and Mark Johnston (CFO). Although the business was challenged, I rate both men highly. I learned a lot from both of them. While 2009 is a long time ago, I will note that when a business goes through a challenging period, you either step up and fix it or run for the hills. I chose to fix it and I’m still on that journey.

When Mark departed, Robert Baldrey appointed me as CFO and I will always be grateful to him for giving me my first opportunity as an executive. I worked closely with Robert and Steve Haworth subsequently before the opportunity arose to take over as CEO.

I’ve been here longer than anticipated. Some colleagues rib me about my early expectation that this would be a quick turnaround, strike a deal, make some money and then move on. Yet here I am, several years later. It’s definitely been a journey and far from dull.

We’ve delivered the 2023 EBITDA goal set by our shareholders […] so naturally we all want more in FY2024

When you’ve worked in a business that narrowly avoided failure, the stewardship element – 2,000 people relying on the company for a pay cheque –resonates with you.

Over the past year, as CEO, I remain driven to fix evo. Yes, we will make some money under my watch, but I hope I’ve also made evo a better place to work. Coming into 2024, one of my top priorities is to ensure everybody again receives a pay rise. Once we’ve delivered that, there is other fun stuff we can do – but let’s do the basics first.

W360: It appears significant progress has been achieved in a relatively short period.

AG: Yes, on several levels. I think I was ready for evo and evo was ready for me. Whether people like it or not, I was appointed to do a job, and I’ll do it my way. It was time to pass the baton and the business performance needed to improve.

My first conversation with my direct reports was to ask if they wanted to be here and were up for it. These were discussions with sensible adults I’ve known for a long time. Some people might not have been in the right job, some were ready for retirement, and others weren’t quite up for it. That’s fine… I sorted my top team in December 2022 and this process extended to their direct reports in Q1 2023. The result is a refreshed senior leadership lineup.

Cultural shifts have been instituted, such as aligning my bonus targets with the executive team’s and offering them an equity interest in the business. My approach is to lead through people, not do it for them, so my focus is on working through the senior leadership team to ensure we’re all moving in the same direction.

In the first six months, while the departures attracted interest, around 30 employees were promoted, paving the way for a new generation of leadership. This process is ongoing. I have just been talking to Adrian [Butler, VOW Managing Director] about sales initiatives for 2024, which will allow some of our next level of sales leaders to show us what they are capable of delivering. It forms part of our strategy to nurture talent, anticipating these folks will sit around the board table in five or ten years.

If we get the right blend of experience and complement that with talented and enthusiastic

youngsters, we can move forward. Our collective efforts so far have delivered better performance in revenue, better margins and lower overheads.

Obviously, the Complete acquisition was an unexpected early challenge in December 2022/ January 2023, but sometimes things happen and you just have to deal with it.

Overall, this is a simple business – get the basics right and good things follow. Like our stock fill rate. In truth, this was a struggle in the Brexit/COVID years. In the past 12 months, though, our inventory management and merchandising teams have made significant strides, with our fill rates exactly where we want them. It means the warehouse can be efficient – pick once – and the transport team can make deliveries in one go, so we can all be efficient and make a little money.

The improvements in fill – on the back of a range review – I think justify my call to bring back Simon McLoughlin [Group Buying Director] and Steve Ford. These are high-quality operators who have brought a good level of thinking back to the business. The customer feedback has been positive so far, but there are other aspects I still need to work on.

W360: Are there any objectives set where you haven’t quite hit the mark or underachieved?

I have promised the Complete team that I will roll my sleeves up and help them fix their business

From left: Steve Hilleard and Andrew Gale

AG: It sounds a bit naff, but the numbers will never be as good as you want them to be, even though the past year has been really successful. Complete lost a bit of money last year and we’re working hard to turn it around. I have promised the Complete team that I will roll my sleeves up and help them fix their business. I remain committed to that task – I don’t quit.

While the Complete deal has taken a lot of my time, I would have liked to have landed another acquisition or two before the end of last year; but hopefully, there will be something to announce shortly. Subsequent acquisitions will complement what we’re trying to do here in broadening our product offering and moving into categories where we are underweight.

W360: Has there been any change in the business model for Complete or plans to rebrand it under the Banner name?

AG: My basic definition is this: Banner targets large businesses and the public sector, while Complete focuses on smaller companies within the private sector. Thus, they perfectly complement each other and Complete addresses a gap in the evo multichannel model. The decision regarding the brand’s future, specifically whether to maintain the Complete name, rests with its management team. I don’t have a strong view. Think of Banner as ‘big’ and Complete as ‘smaller’ in terms of customer size.

W360: Given the longstanding acceptance among independent resellers of your direct business primarily targeting larger entities – an area they’re less likely to compete in – Complete presents a slightly different dynamic. How are you handling that potential conflict?

AG: Honestly and respectfully, I believe this thinking is outdated. Complete complements Banner and I cannot remember the last call I had from a reseller challenging the multichannel model. Most folks also seem to accept that it was better for evo to pick Complete up than the other options. Many resellers see evo as a potential exit route and I’d also note that evo/VOW are supportive of dealers buying other dealers.

Evo is a multichannel model – if you want all the range of services on offer, this approach is necessary to provide the volumes. Let’s be clear, though: the VOW team’s job is to support the independent dealer and work very hard at that job. But if a dealer principal wants to sell, that is a conversation best directed towards me, not Adrian or his team.

Looking ahead, don’t be surprised if other acquisitions are bolted on to leverage our warehouse and logistics facilities and the thin back office of the group. In a couple of years, I could end up with eight or nine trading divisions addressing business products/ people supplies in different but complementary ways.

W360: You just mentioned the phrase ‘people supplies’. With Simon’s return, what is the strategy for realigning and expanding product categories?

AG: I would politely suggest that if I tried to build a company selling just lever arch files, I wouldn’t have one

for very long. When I joined the business, it was ‘core’ and ‘other’; now it’s nine categories.

It’s about listening to what our customers need and increasingly selling ‘people supplies’ as opposed to ‘business supplies’ and venturing into new areas that, to be frank, we probably would never have considered a few years ago.

Increasingly, the aim is also to provide access to suppliers’ complete product ranges and I’m looking at the practices of larger wholesalers globally and figuring out how to make available not just the top-selling SKUs but the entire catalogue. This could mean facilitating direct deliveries or devising virtual stock solutions.

When I read your interviews with my peers, we’re all on the same journey. While companies in other regions talk about offering two million SKUs, the reality is that they’re not physically stocking all these items. So, a model of stocking the fast movers and being able to make the rest of the range available – that’s got to be right. With Simon and Steve’s expertise and brains, we’re embracing new perspectives on how to meet these challenges.

The aim is to provide access to suppliers’ complete product ranges […] This could mean facilitating direct deliveries or devising virtual stock solutions

W360: A common critique is that when wholesalers venture into new, adjacent categories, they lack the purchasing power and volume required to be competitive in terms of pricing. So it’s… AG: …to begin with, yes.

W360: Precisely, a difficult cycle.

AG: Entering into new areas involves learning and not all are good at listening. Take feminine hygiene, for example. Last year, I met with a new evo supplier and the important bit was for us to collectively shut up and listen to their sales lead. She knew what she was talking about – product, lead times, how to sell it, etc. We needed educating. This year, I expect we will buy/ sell several million in this space.

So the product range is getting wider and more diverse – and quickly. In terms of how we do that, the trick is to make the best use of our warehouse space – fast movers – and explore different options such as arranging for direct deliveries from suppliers so we can make it work.

Our range is also now continually under review. While we now stock fewer products in some ranges, this is offset by adding thousands of SKUs to deepen

other categories. The optimum range of the business is a continual work in progress.

W360: You’ve touched on an interesting point. In the US, there’s an ongoing discussion about inventory being handled too frequently by too many parties. Could a more collaborative model enable VOW or even Banner to offer a broader breadth of products without the need to inventory them or for dealers to form new partnerships with other distributors?

AG: Yes, but the skill is to make it all knit together. The challenge lies in the complexity of listing a new SKU, which requires capturing a vast array of parameters and presenting that information in various formats. I don’t think anyone has come up with the perfect answer.

Then how do we physically get the SKU to the customer? We’ve played around with concepts like consignment arrangements, where we envision our warehouses as extensions of our suppliers’ operations, thereby sharing the benefits of reduced working capital requirements. Change is coming, and it feels as though many global players like us are exploring similar directions. The trick is to crack data plus stock holding and distribution... Oh, and we’ve got to sell it first –whatever ‘it’ is moving forward.

W360: Do you believe the UK wholesaling market is too crowded?

AG: My job is to keep evo ahead of the competition, to provide and maintain its competitive edge, but I now think more by category rather than a straightforward contest between VOW, Spicers, Exertis Supplies, Lyreco, etc. For example, the array of suppliers a customer considers for paper differs from those they might look to for EOS or office products.

W360: Talking about competitors, why did the Nectere and VOW relationship end so abruptly?

AG: I guess that follows several discussions between Paul Musgrove (former owner of Nectere) and Adrian/ me in January 2023. We were clear about what would work from an evo/VOW position moving forward and what would not. Paul was equally straightforward and on the back of those conversations, Nectere decided to enter a five-year key partnership with Spicers [part of OT Group]. Their decision.

W360: There’s a lot of confusion around this, as Paul indicated that the switch was a decision made by the new management team.

AG: My understanding was that Paul and his team were aligned, but that’s one for them. From my position, Nectere signed up with Spicers – there was talk of a five-year deal and strategic investment. Nectere actively targeted Complete’s leaders and salespeople. We didn’t moan about the new competition, we just got on with our job. So if a competitor fails, don’t ask me to say sorry. I’d also note that we lost c£60,000 when Nectere failed, although we materially reduced our exposure during FY2023. We did manage our credit risk – that is part of the job.

All things considered, I believe we handled the Nectere situation with a high level of tolerance and responsibility, even though we incurred a bit of bad debt

Ultimately, Nectere chose to partner with Spicers last March. Then OT Group made a ‘strategic investment’ in the group and recruited an ex-senior employee from Complete as part of its leadership team. Nectere was targeting our business directly. So, I think you have questions for others.

In terms of our response to the collapse of Nectere, we’ve hired several of its employees. In our Birmingham offices, we have provided space, equipment and a credit line to some former staff to actively support a fresh start-up business. I think we’ve done our bit for the Nectere employees and suggest it wasn’t their fault it failed.

In tandem, the VOW team worked their socks off in December/January to help Nectere dealers find new supply sources – whether through Office Power, the Unity group from Whittaker or going direct with us. Again, I think we stepped up.

All things considered, I believe we handled the Nectere situation with a high level of tolerance and responsibility, even though we incurred a bit of bad debt and saw the Nectere partner business we own fail due to the loss of supply.

W360: You own a Nectere partner?

AG: Yes. Several years ago, we acquired a Nectere partner called BOS. This business no longer trades due to the failure of Nectere. It was small and in hindsight a mistake.

W360: Let’s move on and talk about how the Banner business has progressed.

AG: The Banner business has made substantial progress with a significant improvement in performance year on year in terms of sales, margin and overheads. In 2022, we got behind on cost inflation and in 2023, we caught up in terms of passing this through to customers.

Many of Banner’s contracts include terms with price lock-ins for a set duration, which can present challenges during periods of inflation. Viv [Slater, Manager Director of Banner] and her team have done a good job.

W360: Is that business more sane, price-wise, than it used to be?

AG: Our stance is clear. We do not engage in bids

that would result in loss-making contracts. I cannot comment on the position others take.

W360: This segues nicely into my next question. Considering the vast array of product categories Amazon Business offers, how do you view its potential threat to Banner?

AG: It’s not a huge competitor at the moment. Amazon has been around for a long time and I think there is enough business for Amazon, Banner and our VOW dealers if we all focus on what we are good at. I suspect the question is whether Amazon really wants to get into B2B office supplies. Time will tell.

W360: Let’s turn our attention to Staples, the B2C aspect of your business.

AG: This is how evo goes to the consumer and it’s an area where we want to grow. When we negotiated with Staples to buy its book of corporate business, the online segment was part of the deal but not something to which we attributed great value.

With a relatively short-term licence agreement for the Staples brand, we allocated minimal resources to developing the website. However, Nikola Simpson [evo Head of E-commerce] and our in-house Legal Counsel, Simon Hynard, negotiated new terms with our American friends and we’ve now secured a multi-year licence. This commitment opens up this

opportunity for us and you will now see us make real investment in the Staples website. This is a gap in the evo model that we can now address.

It necessitates a different product strategy compared with what we typically offer businesses – again, we are selling new SKUs. So you will see us put effort and collateral into growing the Staples e-commerce offering this year. While it is currently a c£10 million business, it needs to be bigger to really punch its weight in the evo model.

W360: Is it worth the effort?

AG: I believe it is. I’ve pledged my support to Nikola by providing additional resources – both internal and external – to help her. I’m interested to see what we can do here.

W360: I raise this as it’s a tough market segment.

AG: I agree; but all things being equal, if I’ve got more to sell you, I should sell more. If visitors to the website increase, I should sell more. You don’t reach £10 million doing nothing, so the team has done a great job, even when they didn’t really have the corporate ear. Now we’re committed to the long haul, we’ll put some effort into it and see where it goes.

W360: What is the duration of the licence agreement with Staples?

AG: I prefer not to share those details publicly but suffice to say, it’s long enough for me to be able to make investment decisions.

W360: Could you provide some insight into Premier Vanguard – why it was a good fit for evo and what you’re learning from the business?

AG: It was a good fit because it was complementary –it was already a supplier – and the people chemistry worked, which it doesn’t always.

We’d known Premier Vanguard for a number of years before the deal and it was local to us. Based in Bradford, it was co-founded by John Clemie, who very sadly recently passed away, and Dominic De Luca. They had reached a point where, after having built a successful company, they wanted to realise its value.

Since the acquisition, the Premier Vanguard team has doubled the EBITDA – so it has been a brilliant acquisition. They are good at what they do, have a great team who work well together and boringly make money year after year, targeting hospitality and independent pharmacies. The business has also enabled evo to expand our product offerings across the group – initially till rolls, and now other exciting new ranges, thereby opening new sales avenues.

We also left John and Dom to run the business and didn’t try to integrate it. The Premier Vanguard team know what they are doing and we’ve been smart enough to give them space to do their thing. It has worked and we are bringing forward their sales leaders – Nick Kirkham (new Managing Director) and Scott Overend and Emma Medley (Sales Directors) – as the leadership baton passes over time.

W360: Does this mean we could see more slightly leftfield acquisitions?

AG: It’s like waiting for a bus sometimes with M&A. There are areas we’re trying to grow, such as facilities supplies and workwear, and if bolt-on businesses are available at the right price and fit with the group, don’t be surprised to see us move more into those spaces. We are also open to talking to our VOW resellers if they are looking for an exit.

For the current investment cycle, our focus is primarily on opportunities within the UK and Ireland. Maybe in the future, it could be Europe. Of course, if something fantastic came across my desk, would I look at it? Yes, I would.

W360: Since we have readers from Ireland, could you share some insights into evo’s operations there?

AG: It’s important to recognise that our Irish operations stand as a distinct division of our business, not merely an extension of VOW or Banner. The team in Ireland independently manages the business and the relationships with our Irish customers and suppliers. They have been very successful in winning business and improving their financial results in recent years. It’s a close community and we’ve given them the space to manage their P&L.

There have been plenty of downsides to Brexit, but one of the upsides is master distribution in Ireland and we’ve picked up business by providing that service for suppliers. It’s been a success story.

It’s a fun business to be part of, with a great team led by Ashley Burke [Irish Managing Director] and some great customers led by some really interesting folks with lots of great experience.

W360: To conclude this first part of our interview, I’m interested in your perspective on external factors shaping our industry – the war in Ukraine, for example, and the current situation in the Red Sea. AG: I think we gloss over the gravity of situations such as the Ukraine/Russia war way too quickly. It’s horrendous: a war in Europe. If you want to talk about it from a business standpoint, we’ve adjusted to its repercussions, but let’s hope it comes to a close soon.

As for the Red Sea issue, if ships are diverted around Africa, then lead times will be pushed out by two to three weeks. Freight rates have already started moving, but we’re not going to overreact.

Should prices go crazy, they will need to be passed through the supply chain. Let’s see how it plays out. It’s early days, but with current inventory levels, we have some degree of protection.

The second part of this interview will be published in the April/May 2024 issue of Workplace360. In this, Gale talks about the latest financial results for the evo group, refinancing, sustainability, the evo Foundation and his legacy (but politely notes that he is not done yet...).

Photography by Jonathan Beretta

Data leak lockdown

The transition to hybrid work marks a paradigm shift in how organisations approach business operations and necessitates a re-evaluation of traditional data security practices. By Michelle Sturman

The advent of hybrid work models has fundamentally reshaped the landscape of workplace productivity and collaboration. This shift, however, introduces complex challenges in data security, compelling companies and their technology partners to seek innovative solutions.

Dealing with the multifaceted approach to securing data across decentralised workspaces necessitates a focus on both physical and digital security, the evolution of workplace design and the strategic integration of advanced protection technologies.

A PARADIGM SHIFT

The primary challenge for businesses lies in securing data across various locations while adopting multi-layered strategies to accommodate the fluid nature of hybrid work. As noted by Phoenix Safes UK Sales Manager Leon

46%

Haigh, it has taken some companies time to recognise that GDPR compliance still needs to be considered in remote work scenarios, highlighting the necessity for solutions such as safes and secure storage units outside the conventional office. “Ensuring adherence to data protection laws such as GDPR remains crucial and businesses are continuously refining their security measures to maintain compliance,” he adds.

Fellowes Brands Head of European Marketing Workplace Solutions Steve Hickey concurs. He points to the significant impact of hybrid work environments on the information security sector, particularly concerning home offices, robust print security and mobile data protection. He adds: “Our Keep it Confidential Survey 2022 revealed a concerning trend: half of the participants believed hybrid working environments might have escalated the risks of sensitive information being misplaced, lost or breaching GDPR.

“This issue extends beyond digital data, with the physical safekeeping of papers emerging as a critical area of concern. The transition to hybrid work has increased the volume of documents transported between home and office settings, highlighting a significant gap in traditional security policies that did not initially prioritise paper document protection. Fast forward to 2024 and these challenges and risks remain.”

The trend towards open and collaborative office layouts designed to foster teamwork poses additional data privacy and security challenges. The move away from private offices to open-plan designs and hotdesking amplifies the risk of visual hacking, where sensitive information is inadvertently exposed to unauthorised individuals.

ACCO Brands Regional Marketing Director UK & Ireland Elisabete Wells says this shift necessitates enhanced privacy measures. “Our Kensington privacy filters are designed to stop prying eyes that may want to read the contents of someone’s laptop or desktop screen. Simple, yet highly effective. We have launched new and improved privacy filters tailored for hybrid

The transition to hybrid work has led to an increase in the volume of documents being transported between home and office settings

workers, ensuring their screen information remains confidential in public spaces like coffee shops and trains.

“Moreover, the evolving workspace demands nonintrusive, space-efficient and aesthetically pleasing products that don’t compromise on productivity or security – a direction ACCO has embraced with its latest offerings,” she adds.

SAFEGUARDING DIGITAL DATA

In today’s digital-first landscape, cybersecurity, encryption and network defences play a pivotal role in securing data, especially cloud-based information. Contracts, employee records, customer details and financial statements often exist in both digital and physical formats, making it essential to secure data as it transitions between these realms.

As Brother UK SMB and Solutions Business Development Manager Andy Johnson notes, the interplay between security and digital transformation is vital, with the expansion of decentralised and electronic working increasing the attack surface for cybercriminals.

Explaining further, he says: “IT leads are increasingly seeking software solutions from partners to safeguard company systems against hackers. We’re working with third-party companies to build Brother Cloud Solutions

(BCS), the latest portfolio of tools at our partners’ disposal for helping customers shore up security. Tools within BCS, such as PowerPDF and SignDoc, offer functionalities like search and redact, ensuring that only authorised personnel can access specific content stored in the cloud – a significant security advantage for firms handling sensitive documents.

“Additionally, the adoption of digital solutions such as SignDoc facilitates secure document signing without the need to print and potentially expose sensitive information.”

Regarding print security, Johnson states that Printix, a component of BCS, enables cloud-secure printing, with location-aware technology allowing staff to print from anywhere. In addition, many of Brother’s devices offer automatic intrusion detection software, print release authentication and SSL data encryption as standard.

The ubiquitous use of devices for creating, storing and transmitting data underscores the vulnerability of traditional passwords and login credentials, especially in a hybrid work context. Wells points out that while these can be especially unsafe, legacy two-factor authentication methods may also offer inadequate protection or poor user experience.

In response, ACCO has ventured into more sophisticated and secure technologies. “Kensington VeriMark uses biometric authentication to grant access to users with less vulnerability to hacking. We’ve seen a high demand for desktop versions of the Kensington VeriMark biometric authentication key for office use, alongside increasing sales of the laptop and mobile device models, ideal for hybrid and remote workers,” reports Wells.

PAPER HANDLING

Despite predictions of a paperless office, physical documents continue to be a staple in business operations. This reality accentuates the need for secure destruction methods catering to office and

70%

of shredder users take printed work documents home, print work documents at home or both.

Source: Fellowes Brands Keep it Confidential Survey 2022

Fellowes Brands Powershred 425HS high security shredder (P-7)

41%

of shredder users still have not experienced a formal update to the GDPR policy for homeworking

Source: Fellowes Brands Keep it Confidential Survey 2022

remote work settings and necessitates innovative solutions that can adapt to the different priorities.

“Numerous processes have transitioned to electronic and collaborative formats, utilising cloud-based storage. However, we mustn’t forget the paper documents generated by a business, especially those detailing personal data or commercially sensitive information. If employees are handling or printing paperwork at home with the same information as in the workplace, then they also require appropriate destruction facilities in their home office,” says HSM Head of Sales UK&I –Office Technology Mark Harper.

He reiterates that such security extends beyond destruction methods – it encompasses clear desk policies, the secure storage of sensitive papers in the office and at home, the avoidance of wastepaper baskets and a policy to shred all documents. “The best way to remain secure is to have appropriate-sized shredders in office environments at the correct security level, complemented by similar smaller home office devices,” he notes.

Fellowes’ Hickey agrees, adding that changing working environments and the need to ensure hard copy data is securely destroyed wherever work is taking place have greatly influenced Fellowes’ product development roadmap over the past three years.

“To address this need, we have introduced shredders specifically designed for home workers, hybrid shredders offering both manual and auto-feed capabilities and high-security versions such as the new 425HS, catering to the increased demand following the repopulation of offices after four years of reduced occupancy,” he states.

Novus Dahle has also recently expanded its range of shredders, adding Deskside shredders with three different security levels – P-2, P-4 and P-5 – to the line-up. As the name suggests, the new shredders are

for use at a desk or for smaller teams, with the 204P and 404P models capable of destroying CDs, DVDs and credit cards. These two machines are also oil-free in operation, which the company says makes them both simple and environmentally friendly to use.

DEALER TIPS

The critical importance of complying with regulations and ensuring data security, particularly for remote and hybrid workers, cannot be overstated. Wells believes employees are unlikely to visit the office solely for shredding purposes, potentially leading to unsafe disposal methods for physical data. This situation presents a double opportunity for document destruction solution sales, given the dual work locations with distinct priorities.

“The shredder market continues to offer significant sales potential, driven by the ongoing need for portability, space efficiency and effectiveness. Resellers should focus on addressing the specific needs of these customers,” she advises.

Harper highlights the advantages of in-house shredding versus outsourcing, noting that installing shredders in the workplace not only reduces unauthorised access and offers smaller cut sizes compared to typical contract shredding services, but also proves to be cost-effective.

He says: “A typical in-house shredding setup can result in savings of 60-80% over outsourced services over five years. Dealers can highlight these benefits to their customers, especially to larger professional firms, where the financial implications may be substantial.” (For more information on the benefits of on-site shredding, read Mastering data security on page 32).

The best way to remain secure is to have appropriate-sized shredders in office environments at the correct security level

Novus Dahle Deskside 204P shredder

Mastering data security

With over 47 years’ experience in the shredder arena, Michael Knight, Managing Director of Don Ruffles’ shreddingmachines.co.uk, offers advice and insight into current shredding trends

As the digital era ushers in a myriad of challenges and opportunities in the context of data protection and management, some pertinent questions in the field need to be addressed. The data security sector is witnessing significant advancements, primarily driven by technology and the emergence of new threats.

This evolution means a growing emphasis on comprehensive security strategies that safeguard digital and physical data, with advancements such as AI-driven systems and encryption methods gaining prominence.

As security needs become more complex, options for specialised media, digital data and eco-friendly cardboard shredding are beginning to emerge. There is also rising interest in degaussing solutions that essentially ‘wipe’ magnetic media and very high-security hard drive shredders that can pulverise platters to dust.

However, the fundamental role of physical data destruction, such as paper shredding, remains indispensable in ensuring complete information security. In this context, the demand for shredding machines and

associated products with various security levels is becoming increasingly evident.

High-security environments, such as government locations, require stringent specifications, yet traditional business users are equally gravitating towards higher-security solutions in response to escalating cybersecurity threats.

Security levels vary depending on the type of shredding required and the sensitivity of the information to be destroyed. The selection of a shredding solution should balance security with operational efficiency, taking into account the highest level of information sensitivity, the types of storage media used and the optimal destruction method that aligns with individual preferences.

The storage of sensitive assets before destruction must be considered, as both on- and off-site locations require suitable and secure space. It’s then necessary to focus on the best method of destruction, as several options are available with distinct advantages and drawbacks that should match specific needs.

LEGAL IMPACT

Legislative influences play a crucial role, with standards like the European DIN 66399 and the UK government’s NPSA guidelines shaping security practices alongside GDPR recommendations. Anticipated legislative changes aim to further fortify security protocols, introducing stricter data protection laws, heavier penalties for breaches and more stringent compliance requirements for digital and physical information handling.

At their most basic, security levels are used to categorise shredders based on their ability to destroy documents and media effectively and securely. Choosing the right security standard depends on the nature of the information to be destroyed and the degree of protection required to prevent unauthorised access to sensitive data.

The demand for shredding machines and associated products [...] is becoming increasingly evident

In response to these challenges, the market has seen a surge in the adoption of auto-feed shredders, which automate the shredding process, enhance efficiency and reduce manual labour. Unlike hand-fed machines, which require individual sheets to be fed manually into the shredder, auto-feed devices can process large volumes of paper automatically, offering time savings, reduced physical effort and improved safety features. This makes these devices ideal for

Michael Knight

busy workplace settings and substantial document destruction tasks.

In the wake of high-profile cybersecurity incidents highlighting vulnerabilities in digital storage, there has been a discernible resurgence of traditional physical data storage methods. On the flip side, environmental threats such as flooding and fires have prompted many organisations to take a proactive approach towards physical data security strategies.

ONSITE SHREDDERS VS EXTERNAL DESTRUCTION

Choosing between onsite shredders and external destruction services is a significant decision for businesses. However, onsite facilities offer numerous advantages in terms of security, convenience and cost efficiency:

• Enhanced security: The foremost benefit of onsite shredding is its superior security. Shredding documents in-house eliminates the risk of sensitive information exposure during transport to offsite locations – a critical consideration for entities handling confidential data.

• Immediate destruction: Onsite options ensure the prompt destruction of documents, mitigating the risk of potential information leaks that could occur during the wait for offsite service pickups. This immediacy ensures sensitive information is not left vulnerable.

• Control over the process: In-house shredding allows organisations to directly control the entire destruction process. This is vital for compliance with legal regulations such as GDPR and industry standards, as a company can ensure that all protocols are followed correctly.

• Reduced costs: While there is an upfront cost to purchasing an onsite shredder, over time it can be more cost effective than regularly paying for a service. This is especially true for businesses that generate large volumes of sensitive documents that need to be shredded frequently.

• Environmental considerations: Onsite shredding can be more eco-friendly. The shredded material can be directly recycled without the need for transportation to another facility, reducing the carbon footprint associated with the shredding process.

• Customisable options: Onsite shredders are available in a variety of models and sizes, offering companies the flexibility to select a machine that best matches their security requirements and volume needs. This includes different levels of security, from strip-cut to micro-cut shredders.

• Convenience and efficiency: Onsite shredding is often more convenient and efficient, as documents can be destroyed as soon as they are no longer needed without waiting for a scheduled service. This also reduces the time employees spend managing document destruction.

Choosing the right security standard depends on the nature of the information to be

destroyed

• Regulatory compliance: Certain industries are governed by regulations dictating how and when specific information must be destroyed. Onsite shredding ensures compliance through the direct management of the destruction process.

• Reduced risk: Transporting documents offsite increases the risk of human error, such as misplacing documents or delivering them to the wrong location. Onsite shredding eliminates these transportationrelated issues.

• Peace of mind: Ultimately, onsite shredding provides reassurance to the organisation, its clients and its stakeholders, knowing that sensitive documents are securely and immediately destroyed on-premises.

While onsite shredding offers many advantages, each organisation needs to assess its individual circumstances – including the volume of documents to be shredded, the sensitivity of the information and cost considerations – to determine the best approach for document destruction.

As the data security sector continues to evolve, influenced by technological advancements, changing work environments and emerging threats, the importance of having trusted partners to provide expert advice and collaborative solutions cannot be overstated.

For resellers of specialist security products, these partnerships are essential to meeting the nuanced destruction requirements of both their business and their customers.

Influential

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in the UK workplace supplies industry

Workplace360 celebrates 30 trailblazing women shaping our industry

The workplace supplies sector has long been characterised by its male dominance, with progress towards gender equality moving at a painstakingly slow pace. Recognising this, Workplace360 – following in the footsteps of its sister publication OPI and its Influential Women feature last year – set out to identify the wonder women making waves in the UK industry.

To compile a comprehensive and representative list, we sought recommendations and nominations from across the sector. The results were surprising – yielding more names than initially expected, underscoring the significant yet often under-recognised contribution of women in our industry.

Not every person put forward for consideration made the cut and there were plenty of discussions between the W360 team as to who should make the final selection. Various factors, including personal modesty or career changes, also meant the list was pared down to 30, but there are aspirations for an even more expansive list in our next Influential Women feature in 2026.

The criteria for inclusion were multifaceted –emphasising leadership, influence within their companies and/or the broader industry and advocacy and support for the independent dealer community, among many other considerations.

INFLUENTIAL AND INSPIRING

The 30 pioneering women celebrated in this feature are not just reshaping the leadership landscape but also at the forefront of driving innovation, sustainability and gender equality. Their influence, often overlooked, is paving the way for a more resilient future for our sector.

This feature aims to shed light on these remarkable women and their achievements. Hailing from diverse backgrounds and wielding a vast array of expertise, they are propelling their companies and the industry at large towards new horizons.

Their leadership extends beyond operational success to include championing environmental initiatives, embracing innovative business practices and cultivating inclusive workplaces designed for everyone.

The impact of these women is magnified by their commitment to mentorship and advocacy for the next generation of female leaders. Recognising and understanding the barriers women often face in climbing the corporate ladder, they are actively working to dismantle these obstacles and lay the foundation for a more inclusive and equitable future.

As we move forward, it is crucial to continue supporting and amplifying the voices of women in workplace supplies, recognising their contributions as fundamental to our sector’s growth and evolution.

HELEN BATSTONE, COMMERCIAL DIRECTOR, OFFICE POWER

Blending creativity with data-led insights, Helen Batstone is currently working with independent dealers to help shape their go-to-market and growth plans using cutting-edge software and services. Always keen to be an early adopter, she uses the latest trends and technology to help navigate the ever-evolving business landscape.

With a background rooted in the fashion world, her career transitioned into the furniture sector, where she adapted her skills to work across various roles and departments, gaining a holistic understanding of the industry. After a brief stint building her own start-up and working in e-commerce, she now advises other entrepreneurs and consults on digital marketing in her spare time. Having worked in largely male-dominated industries, she is committed to empowering and inspiring women.

BEV BODEN, FINANCE DIRECTOR, ADVANTIA

Bev Boden’s career showcases a deep commitment to both the workplace supplies industry and community service. After earning a BA Dual Hons in Pure Mathematics and Economics from Sheffield University, she qualified as a Chartered Accountant with Touche Ross in Birmingham, working there until 1992. She then joined TSB Bank as a Statutory, Tax & Financial Accountant, before moving to the family business and becoming a Director of Costs Consortium (now Advantia) in 1994. Boden is also a Methodist Minister and spent ten years working part-time in the Walsall Circuit alongside her role at Advantia. She retired from the ministry in 2021. Beyond her professional achievements, Boden has dedicated herself to various charitable endeavours and holds several trustee and committee roles in educational and social welfare organisations. In 2020, she was recognised with a BOSS Inspirational Individual award.

JEANETTE CASWELL, MANAGING DIRECTOR, OFFICE FRIENDLY

With over 25 years of extensive experience from her roles in both reseller and wholesaler environments – including positions at Viking, Office Depot, Spicers, SPOT Group and Staples Solutions – Jeanette Caswell has a rich background that spans the breadth of the industry. Her approach to leadership is characterised by her active participation in the sector, where she has made significant contributions to market insight, mentoring, coaching and fostering talent development. She is a staunch believer in the power of a positive mindset and a cando philosophy, encouraging individuals to recognise and harness their talents.

Since joining Office Friendly in 2021, Caswell has been instrumental in advocating for dealers to adopt a much wider product offering and diversify with a consultative approach. A key focus of her leadership is on nurturing a sense of community among all the dealer group’s stakeholders and members.

MARIE CHALLIS, CENTRAL CUSTOMER SERVICE DIRECTOR, ANTALIS UK

Over more than two decades, Marie Challis has demonstrated her adaptability and depth of expertise across various roles within Antalis UK, ranging from internal and external sales to sales management. In January 2024, she stepped into the role of Central Customer Service Director, leveraging her extensive experience to spearhead customer-centric initiatives and enhance service delivery within the company.

Beyond her professional achievements, Challis is equally committed to giving back to the industry. She has been an active supporter of the BOSS Business Supplies Charity, dedicating her time and energy to contribute positively to its initiatives. Notably, in 2015, she refreshed the charity’s fundraising approach by introducing a spa element to its events. This creative addition opened up opportunities for a wider audience, including both females and males, who may have been less inclined to participate in traditional events such as the Golf Day.

CAROL CLARKE, FINANCE DIRECTOR, JGBM

Carol Clarke’s journey from a Chartered Accountant at Grant Thornton to a central figure at JGBM illustrates a career defined by expertise, versatility and leadership. Her shift from practice to industry, initially serving as a financial controller and finance director for local SMEs, set the stage for her notable input at JGBM over the past 11 years.

Upon joining JGBM, Clarke’s skills and vision quickly led to her appointment to the board. Her role has expanded to encompass HR and her accountancy expertise and commercial acumen have been instrumental in driving the company’s growth. Her efforts have helped JGBM achieve multiple Wholesaler of the Year awards at both the UK and European levels. Clarke’s own accomplishments were recognised in 2022 when she was awarded Professional of the Year at the BOSS Awards.

DEBBIE CLAYTON, DIRECTOR, CTS WHOLESALE

Transitioning from a career in travel and promotions, Debbie Clayton joined CTS Wholesale in 2006, alongside (now) husband and fellow Director Steve Clayton.

Starting out when CTS consisted of just Steve and another staff member, she has since worked across all areas from warehouse to sales, embodying a selfdriven, problem-solving ethos.

Leveraging extensive customer service experience from a blue-chip travel firm and sales expertise gained from various sectors as a promotions consultant, she has been instrumental in the company’s expansion.

In addition to onboarding large customers and buying groups, Clayton played a key role in making CTS the first compatible supplier featured on Stock in the Channel’s website, elevating the business to new heights.

Her people-oriented approach has been crucial in motivating the team, recognising their strengths and exploring growth opportunities with dealers.

HELEN COLTON, HEAD OF MARKETING AND SUPPLIER RELATIONS, PRODUCT PROMOTION SERVICES

Initially qualifying as an accountant at 23, Helen Colton shifted her focus to the retail sector, gaining extensive experience before entering the business supplies industry in 2013 as a Retail Account Manager for Fellowes Brands. In 2017, she moved to evo as Group Product Marketing Director, later becoming Marketing Director at VOW and contributing to the business development team, focusing on new product and category opportunities.

In June 2023, Colton took on her role at the newly acquired Product Promotion Services, aiming to streamline the business supplies ecosystem to facilitate seamless connections between manufacturers, resellers and end users.

She received the Account Manager of the Year award from VOW in 2017 and in 2019 was honoured with the BOSS Professional of the Year award. She is also a committee member of the Society of Old Friends and BOSS North.

KELLY DE SILVA, GROUP MARKETING DIRECTOR, OT GROUP

Kelly de Silva was appointed Group Marketing Director of OT Group in 2019. She joined the new entity from SPOT Group following the acquisition of several of its components by Grenadier Holdings (formally Paragon Group). She has led the successful rebranding of nine separate companies into the single OfficeTeam identity. In July 2022, she led the relaunch of the Spicers name in the wholesale channel and, most recently, in November 2023, the rebrand of OT Group’s contract division under the Office Depot brand.

De Silva is responsible for all communications for both end-user and wholesale channels, advancing innovative propositions through to commercial success. Over the past two years, de Silva and her team have implemented a new ESG strategy, resulting in an EcoVadis silver award. She is passionate about transforming OT Group’s marketing strategy from a traditional model to a data-driven, technology-led programme and developing her teams to become revenue drivers rather than just support functions for sales.

STEPHANIE GENTLE, MANAGING DIRECTOR, BEAVERSWOOD

Stephanie Gentle’s career trajectory showcases her evolution within the business supplies sector.

Starting at Office Depot in the early 2000s, she spent 12 years in various sales and marketing roles before moving to Banner as Marketing Director.

In 2016, Gentle ventured into entrepreneurship, establishing a marketing strategy service for SMBs across diverse industries, enhancing her skills in both marketing and business strategy.

In 2019, her experience proved invaluable when she joined IWS Group, where she is Group Marketing Director as well as Managing Director of the company’s Beaverswood division.

WENDY GOODMAN, NATIONAL ACCOUNT MANAGER, BEESWIFT

Wendy Goodman’s passion for the PPE industry was sparked nearly two decades ago while managing a multinational client at Staples Advantage. This enthusiasm has continued to flourish at Beeswift, where she has been for over six years.

In this ever-evolving sector, she stays abreast of changes in regulations, certifications and advancements in product technology and design. Always with a positive ‘cup half full’ mentality, her energy and dedication enable her to communicate and educate dealers effectively on products, the PPE sector and Beeswift. With a major sustainability message from the sector, Goodman is currently on a drive to emphasise the significance of innovative fabrics, recycling and circular practices.

JULIE HADLEY, HEAD OF CORPORATE SOCIAL RESPONSIBILITY, EVO

Passionate about delivering all aspects of sustainability in the workplace, Julie Hadley strongly believes that all businesses can reshape their thinking to make a social and environmental difference alongside business as usual. When Hadley started out at evo in 2022, she already had 15 years of business supplies industry experience under her belt, having worked for Banner, Staples and Lyreco.

Her love of needs analysis and big-picture solutions was sparked in her first role, which involved liaising between a software developer and artists’ managers in a classical music company.

She stepped from this into an e-commerce role at Lyreco and quickly moved towards senior positions within quality and environmental management, developing a reputation for providing sound sustainability practices to customers and colleagues alike.

KARLY HALEY, MARKETING DIRECTOR, SUPERSTAT

Karly Haley has dedicated her 28-year career at Superstat to helping independent dealers prosper. With a degree in Business Management, she quickly rose through the ranks, from a marketing assistant to the leader of a division known as Office Biz by the age of 24. Thriving on the challenge of being responsible for her own P&L at such a young age, she led her team to rapid success and, in 2000, received the BOSS Young Professional of the Year award.

By 28, Haley had earned a directorship, playing a critical role in Superstat’s strategic direction and leadership. Haley is a vocal advocate for positive mental health in the workplace, particularly in addressing challenges faced by women.

EMMA HALLDEARN, COMMERCIAL DIRECTOR, UKOS

Emma Halldearn has over two decades of expertise in workplace products and services, navigating the industry from both vendor and dealer perspectives. Beginning her journey at ACCO Brands, she now holds the position of Commercial Director at UKOS, driving diversification efforts that have successfully propelled the company into new product categories and market segments for over 15 years.

With a multifaceted role encompassing supply chain management, marketing, product development and bid and tender team leadership, Halldearn remains dedicated to customer satisfaction and effective consolidation solutions. She is an industry pioneer when it comes to sustainability, earning UKOS recognition as the Sunday Times Best Green Company as early as 2010. She is currently guiding UKOS’ pursuit of Planet Mark certification as part of a wider net zero strategy which has already seen UKOS move to a low carbon logistics model.

Recently, Halldearn has been leading the development of UKOS’ Partner Programme, an innovative project that seeks to deliver supply chain consolidation within our industry.

SIAN HASKELL, DIRECTOR OF MARKETING, INTEGRA BUSINESS SOLUTIONS

Sian Haskell joined Integra Business Solutions in 1997 and has been Marketing Director since 2014. With over 27 years in the industry, Haskell’s expertise as a marketing professional has been instrumental in developing and implementing the group’s marketing strategies.

Her efforts have been central to supporting independent dealers in expanding their market share through innovative solutions. A key achievement under her leadership includes the successful rebranding of Initiative, Integra’s own brand, alongside the introduction of sustainability platforms aimed at guiding members towards achieving a net zero model.

Haskell’s collaborative approach to leadership and project management abilities have consistently delivered measurable results and driven business growth. She is a great advocate for customer excellence and the independent dealer channel.

VICTORIA HILTON, DIRECTOR OF SALES, EXERTIS SUPPLIES

With an illustrious career spanning over three decades in distribution, Victoria Hilton has left an indelible mark on the industry. Her journey, which included forays into dentistry and data management, led to her role at Exertis Supplies in 2013.

Over the past 11 years, she has been influential in shaping the trajectory of the company alongside the senior leadership team.

Hilton’s appointment as Director of Sales in April 2019 marked a significant milestone in her career. In this capacity, she spearheads the sales and customer service functions, with a relentless focus on supporting independent dealers through Exertis’s expansive product range. She finds immense satisfaction in nurturing and empowering her team and witnessing their growth in knowledge, capability and responsibility. In addition, Hilton champions diversity and individuality, which has seen her celebrate with the team following accolades for its extensive work on diversity and inclusion policies. Exertis was also recently named BOSS Wholesaler of the Year 2023. She exemplifies resilience, leadership and a steadfast dedication to excellence in the distribution industry.

JULIE HAWLEY, EXECUTIVE DIRECTOR – FINANCE, YPO

Julie Hawley is Executive Director of Finance for YPO, a publicly owned buying organisation supplying products and services to public sector organisations.

Her role also encompasses people services and business change where culture is a priority of any transformation.

Hawley began her career in the office products industry in 1990, working for Kingfield Wholesale Office Supplies (now part of VOW), became Managing Director of Office Friendly in 2016 and recently became the first female chair of the BOSS Federation.

She was named BOSS Awards Professional of the Year in 2018 and European Office Products Awards Professional of the Year in 2019. Hawley has a passion for growth, supporting individuals to realise their full potential with a focus on performance through collaboration.

SIMONE HINDMARCH, CO-FOUNDER & MANAGING DIRECTOR, COMMERCIAL

Simone Hindmarch’s journey from a Commonwealth Games swimming champion to a leading figure on the business products stage is marked by her unique blend of determination and creativity. As the co-founder and Managing Director of Commercial, she has steered the company on a path of innovation that is deeply intertwined with social and environmental responsibility.

Her passion for sustainability has had a significant impact not only within Commercial but also among its customers, supply chain partners and the broader communities the reseller interacts with. Hindmarch’s leadership style is characterised by her ability to inspire and unite her teams, positioning Commercial as both a challenger and disruptor in the workplace supplies sector.

KRISTINE HUMPHREYS, COMMERCIAL DIRECTOR, AVERY UK

Kristine Humphreys has made a significant mark since joining the company in June 2020, initially as Marketing Manager before advancing to her current role as Commercial Director in April 2022. Despite being relatively new to the industry, Humphreys brings a wealth of experience from over 17 years in the FMCG sector, including international roles across Asia-Pacific and Northern Europe with renowned companies such as P&G, Ferrero, Coca-Cola and Johnson & Johnson.

Humphreys’ diverse professional and cultural background has equipped her with a unique skill set and a broad business outlook, influencing her leadership and management approach at Avery. She is passionate about promoting inclusion and harnessing diversity of thinking and perspectives in the workplace. Her efforts in her previous role before joining Avery to challenge harmful stereotypes in advertising earned her recognition in the company’s Global DE&I awards. At Avery, Humphreys continues to champion these values.

AMY HUTCHINSON, CEO, BOSS FEDERATION

Amy Hutchinson breathed new life into UK trade association BOSS Federation when she stepped up as CEO in 2019, having previously served as Marketing Director at the British Printing Industries Federation, which is closely linked with BOSS. Her tenure has featured considerable challenges, including everything from Brexit and COVID to the current cost-of-living crisis affecting member businesses.

Under her leadership, Hutchinson promotes the ‘Better together’ mantra, focusing on engaging, educating, supporting and uniting the workplace and business supplies sector.

ASMANA IFTAKHAR, PEOPLE & CULTURE DIRECTOR, LYRECO UK & IRELAND

As People & Culture Director at Lyreco UK & Ireland, Asmana Iftakhar plays a pivotal role in shaping the careers of 1,500 employees, covering aspects from talent acquisition and people development to sustainability and more. Her commitment towards creating inclusive workplaces and promoting wellbeing have positioned Lyreco as a leader in these areas, earning accolades such as the BOSS Awards for Diversity & Inclusion and Best Employer for Mental Well-being.

Passionate about people development, Iftakhar leads by example and matches a rich background in various industries with professional memberships including the British Psychological Society.

She is a Fellow of the Chartered Institute of Personnel and Development and the Institute of Leadership and Management, as well as holding a Bachelor’s, Postgraduate Diploma and Masters in Human Resources Management.

Her dedication to personal development is evident in her pursuit of an ILM Level 7 Certificate in Executive Coaching & Mentoring, reflecting her desire to empower others who want to grow their career.

SARAH LAKER, OWNER, STATIONERY SUPPLIES

Sarah Laker’s jump from nursing to stationery entrepreneurship showcases her resilience, determination and strong sense of community. She ventured into retail with the opening of her first stationery shop over 18 years ago.

At the onset of the pandemic in 2020, Laker acquired a second stationery business, motivated not just by business prospects but also by a deep-seated desire to create a supportive workplace for her daughter’s mental wellbeing. Throughout COVID, she raised awareness of the challenges faced by independent stationery shops, earning media recognition across prominent UK platforms.

Laker’s leadership transcends her businesses. In 2023, she was entrusted with overseeing National Stationery Week, an event that brought together industry players. A keen proponent of community and collaboration, she actively supports her local area and fellow independent retailers. Her efforts have earned her not only multiple BOSS Independent Retailer awards but also recognition for her charitable work.

RACHAEL LEWIS, SALES OPERATIONS DIRECTOR, OT GROUP

With a background in retail, Rachael Lewis has rapidly made her mark in the industry despite her relatively recent entry. Lewis started as Head of Commercial Finance and Pricing for Spicers in 2019, before becoming Head of Pricing and Margin for OT Group.

Within just 18 months, her achievements and skills at OT Group led to her promotion to Sales Operations Director at the beginning of 2022. In this capacity, she works closely with the sales team to spearhead growth and enhance margin optimisation, playing a crucial role in cross-departmental collaborations to elevate the customer experience.

With her natural leadership ability, Lewis is also keen to develop young talent. She became co-Chair of the BOSS Leaders of the Future (LOTF) Committee in 2022, where she has been instrumental in organising and hosting impactful webinars and conferences for the LOTF community.

SAMANTHA RYLANDS, HEAD OF MARKETING, DURABLE UK

Sam Rylands brings a wealth of experience from the education and defence sectors to her role as Head of Marketing at Durable UK, a position she’s excelled in since 2022. An experienced marketing leader, change manager and team builder, her primary role involves launching Durable’s range of workplace solutions to the UK market. In addition, she is a key contributor to leading change within both the business and the wider industry. This, she finds, is one of the most challenging and rewarding parts of her job. Upon joining Durable, Rylands quickly realised our sector is undergoing rapid transformation to meet new customer demands. This has presented plenty of opportunities to implement creative and progressive ideas, which she looks forward to continuing.

KEELEY SHEPHERD, KEY ACCOUNT MANAGER, CONSUMER BUSINESS GROUP, 3M NORTHERN EUROPE

Keeley Shepherd has 28 years’ experience leading successful teams to director level within the retail and business supplies channels. She is focused on cultivating a growth mindset through strategic planning and mental resilience – developed by understanding a team’s assets and playing to their strengths.

Renowned for her ability to spot new business opportunities, drive channel growth and adapt to changing market trends, Shepherd is recognised as a results-oriented leader. Her commitment to mentoring the next generation of business leaders highlights her dedication to professional development and leadership.

Believing there’s no such word as ‘can’t’, her ethos is always about raising the bar and aiming for the next level of personal or professional growth. Indeed, she is shortly moving on to the next chapter, as she is set to join ExaClair as Head of Commercial Sales in mid-April.

LOUISE SHIPLEY, HEAD OF EUROPEAN MARKETING –WORKPLACE HEALTH SOLUTIONS, FELLOWES BRANDS

Louise Shipley has been with Fellowes Brands for 21 years. As Head of Marketing, she has built the Workplace Health Solutions division for the vendor in Europe. She began by focusing on ergonomic accessories, always with an eye on countering ‘ergo washing’ in our industry.

In line with Fellowes’ emphasis on education around health and wellbeing in the office environment, Shipley launched ‘Professor Ergo’ to help communicate the benefits of using the correct equipment in the workplace. Other notable achievements include the ‘4 Zone Approach’, which demystified European display screen legislation; plus ‘Emma the Work Colleague of the Future’, which starkly demonstrated the detrimental health impacts of poor working habits.

Recently, she headed up the shift of product development responsibility for the category to the European team. The first product launch from this team, Breyta, is a range of compact, portable ergonomic accessories with sustainable attributes.

VIV SLATER, MANAGING DIRECTOR, BANNER

Beginning her career in the business supplies sector at Guilbert UK, followed by several years at office2office, Viv Slater left the industry for a while, taking on various consulting and project management roles.

She returned in 2015 as Corporate Sales Director at Banner – part of evo – where she spearheaded substantial growth and the successful acquisition and integration of Staples UK in 2020.

In February 2023, she was promoted to Managing Director of Banner. In this role, her focus is on driving excellent customer service and profitable sales growth, aiming to reinforce the reseller’s standing as a firstchoice partner for public and private sector customers in the UK and Ireland.

JESSICA STOTT, E-COMMERCE & MARKETING DIRECTOR, PUKKA PADS

Jessica Stott has had a remarkable journey of growth and adaptation at Pukka Pads. After joining in 2017 in a sales support role, she quickly advanced to become an online account manager.

The knowledge and experience gained in this position gave her keen insight into what the industry needed from stationery and an appreciation of the importance of an online operation. Her foresight and understanding of e-commerce proved pivotal when the pandemic necessitated a re-evaluation of Pukka Pads’ route to market. Stott led the development and implementation of a D2C platform and established Amazon seller and vendor accounts across multiple territories.

As E-commerce & Marketing Director, Stott’s role continues to evolve, managing multiple sales platforms primarily in the UK and the US. Her responsibilities also include planning, executing and attending retail shows in both regions. Her deep knowledge of the company’s product portfolio and operations has been instrumental in driving the vendor into new markets.

KIM THURGOOD-BROWN, SENIOR BUSINESS DEVELOPMENT MANAGER, EXERTIS SUPPLIES

With a 37-year tenure in the business supplies sector, Kim Thurgood-Brown has witnessed substantial evolution within the industry and broader B2B trading landscape.

Although her career started in global exports, she swiftly transitioned into marketing, working on own-label range development and producing direct mail publications for UK dealers. Today, Thurgood-Brown’s extensive industry experience spans various areas, including marketing, sales, systems and operations, providing her with a comprehensive understanding of the supply chain.

Five years ago, she joined Exertis Supplies to enhance the company’s early business development strategy in becoming a credible business supplies wholesaler. Thurgood-Brown is now part of the senior leadership team and also chairs the wholesaler’s Sustainability Steering Group.

FLO TURAK, HEAD OF MARKETING, EGAN REID

In her 20 years with Egan Reid, multi-skilled marketing specialist Flo Turak has been at the heart of every stage of its evolution into a leading provider of single-source procurement for the workplace.

She is proudest of the dealer’s successful expansion into education supplies and equipment, culminating in its strongest back-to-school campaign yet in 2023.

Turak relishes the challenges her role presents and the vision and versatility required in planning and delivering the company’s diversification, growth and sustainability strategy. Her responsibilities span campaign and content creation, design, branding, product and data management, supplier engagement and more – all handled with an unwavering ‘nothing’s impossible’ mindset.

ELISABETE WELLS, REGIONAL MARKETING DIRECTOR, ACCO BRANDS UK & IRELAND

Elisabete Wells celebrates a decade at ACCO Brands UK & Ireland this spring. Throughout her time with the vendor, Wells has played a central role in steering its marketing strategy through major transitions, including the acquisition of Esselte Leitz in 2017. This move introduced four new brands and thousands of products into the ACCO family while pivoting from a European marketing model to a UK-focused one.

In response to the post-COVID shift, she has been instrumental in reorienting ACCO towards supporting hybrid workers, ensuring the company’s product solutions stay relevant to the needs of the workforce, both today and in the future.

As a member of the ACCO UK Leadership Team for six years, Wells has helped shape the company’s go-to-market strategies across sales, marketing and operations functions. She recently joined the global ACCO Women network – ACCO Women Partnership for Success – on its mission to empower, develop and support the continued success of ACCO Brands’ female employees through education, training, mentoring and philanthropic opportunities. Wells is deeply passionate about supporting and guiding female colleagues and women in the wider industry in breaking the glass ceiling and fulfilling their potential.

Workplace360’s top 30 in 2024...

HELEN BATSTONE, Commercial Director, Office Power

BEV BODEN, Finance Director, Advantia

JEANETTE CASWELL, Managing Director, Office Friendly

MARIE CHALLIS, Central Customer Service Director, Antalis UK

CAROL CLARKE, Finance Director, JGBM

DEBBIE CLAYTON, Director, CTS Wholesale

HELEN COLTON, Head of Marketing and Supplier Relations, Product Promotion Services

KELLY DE SILVA, Group Marketing Director, OT Group

STEPHANIE GENTLE, Managing Director, Beaverswood

WENDY GOODMAN, National Account Manager, Beeswift

JULIE HADLEY, Head of Corporate Social Responsibility, evo Group

KARLY HALEY, Marketing Director, Superstat

EMMA HALLDEARN, Commercial Director, UKOS

SIAN HASKELL, Director of Marketing, Integra Business Solutions

JULIE HAWLEY, Executive Director – Finance, YPO

VICTORIA HILTON, Director of Sales, Exertis Supplies

SIMONE HINDMARCH, co-founder & Managing Director, Commercial

KRISTINE HUMPHREYS, Commercial Director, Avery UK

AMY HUTCHINSON, CEO, BOSS Federation

ASMANA IFTIKAB, People & Culture Director, Lyreco UK & Ireland

Influential

W MEN

in the UK workplace supplies industry

SARAH LAKER, Owner, Stationery Supplies

RACHAEL LEWIS, Sales Operations Director, OT Group

SAMANTHA RYLANDS, Head of Marketing, Durable UK

KEELEY SHEPHERD, Key Account Manager Consumer Business Group, 3M Northern Europe

LOUISE SHIPLEY, Head of European Marketing – Workplace Health Solutions, Fellowes Brands

VIV SLATER, Managing Director, Banner

JESSICA STOTT, E-commerce & Marketing Director, Pukka Pads

KIM THURGOOD-BROWN, Senior Business Development Manager, Exertis Supplies

FLO TURAK, Head of Marketing, Egan Reid

ELISABETE WELLS, Regional Marketing Director, ACCO Brands UK & Ireland

The full picture

The viscom category is undergoing an evolution and dealers prepared to embrace the new possibilities it offers could reap significant benefits. By David Holes

Specialists in the visual communications (viscom) industry report a transformation within the sector, attributed to several essential factors. Evolving workplace practices, the rapid advancement of technology and a heightened awareness of environmental concerns are all reshaping product lifecycles, from creation and usage to disposal.

HARNESSING THE HYBRID

The widespread adoption of the hybrid work model, a direct consequence of the pandemic, has permanently transformed perceptions of the workplace among employees and businesses. Steve Keen, VP of Products at ACCO Brands EMEA, highlights how this shift has fuelled the viscom market, with companies eagerly investing in innovative products designed to enhance communication channels with employees based offsite.

He elaborates: “With more employees working remotely, businesses are downsizing their offices and flexible communication tools that can be used throughout a building have never been so relevant.

This development has spurred interest in collaborative equipment, including mobile solutions such as whiteboards and easels, enabling the transformation of any area into a meeting space.”

Echoing this sentiment, Holli Hulett, co-founder of the videoconferencing manufacturer Boom Collaboration, acknowledges the significant impact of these trends on the sector. She emphasises the importance of ensuring home-based employees feel equally involved and valued during calls, stating: “Those working from home need the same ‘meeting equity’ so they don’t feel lost or inferior on calls. Consequently, businesses are trying hard to create a natural meeting experience regardless of where people are located.”

TECH TRANSFORMATION

The sector is experiencing a significant evolution, largely propelled by clever software solutions integrated into increasingly sophisticated hardware. Hulett highlights how the latest generation of products incorporates automation and AI-powered tools that facilitate more effective and efficient collaboration across teams.

Detailing advancements in meeting room technology, she explains: “Intelligent devices in meeting rooms now provide a more immersive experience, but importantly, they are also simple to deploy and use, avoiding the problems associated with the cumbersome platforms found on legacy equipment. Today, hi-tech cameras paired with excellent audio are the ideal combination for hybrid workplaces.”

The industry is witnessing a surge in the adoption of high-performance pan, tilt and zoom cameras, with a growing trend towards multi-camera setups. “Our latest conferencing model is our most powerful yet, with ultra-HD 4K clarity, a 27x zoom, a 70° field of view, and backed by cutting-edge AI features,” Hulett explains. These enhancements, she notes, make such devices ideally suited for professional settings, from video meetings and conference rooms to training facilities, boardrooms, live events and broadcast operations.

Bi-silque caters for all viscom needs

There’s a pervasive belief that these products [...] are inherently difficult to sell. Dispelling this notion is essential for embracing the new sales paradigm

According to Bi-silque Global Sales Director Perpétua Malta, the sector is entering a transformative era in display technology that will redefine interactive communication: “By harnessing the power of LED, holograms, QR codes and the Internet of Things, viscom will revolutionise the way people interact, offering unparalleled versatility to multiple verticals from retail to healthcare by enhancing user engagement.

“The integration of cutting-edge technologies is improving communication efficiency and fostering connectivity. Augmented and virtual reality create immersive and interactive experiences, which range from virtual fitting rooms in retail to learning and training modules deployed across businesses.”

SUSTAINABILITY SURGE

The third main factor influencing the viscom category is the industry’s response to changing attitudes towards environmental and wellbeing concerns. In a bid to tackle indoor air pollution, ACCO has responded to these shifting demands by offering ‘Greenguard’ certified glass boards, which adhere to strict criteria regarding chemical use and emissions of volatile organic compounds. This move ensures these products are acceptable for use in environments such as schools and healthcare facilities.

“Delivering on sustainability is now mandatory,” Malta says, noting the burgeoning demand for environmentally friendly and biodegradable materials, greener manufacturing processes, longer-lasting products and lifecycles that meet the principles of the circular economy.

“Our new Earth Kyoto Easel is designed to reflect these principles. It’s built to last, to be reused and repurposed as much as possible, and its recycled components are detachable, so you can easily replace or fix them if they get damaged.

“We are the only company offering a full Cradle to Cradle certified range and pledge to use recycled and recyclable materials in 80% of our products and packaging by 2025,” she adds.

Malta also predicts that advancements in materials and technology will further accelerate the greening of the industry. These could include adopting bioplastics to reduce emissions, using low-energy OLED displays and e-ink for reduced power consumption and integrating smart energy management systems. Switching to product rental rather than purchasing models may additionally enhance resource efficiency and product lifecycle management.

Boom UNO videoconferencing system

Hulett suggests that using viscom products can be environmentally beneficial: “Videoconferencing is so much kinder to the environment because it reduces business travel. Manufacturers have a vital role to play in reducing their impact on the planet and we’re determined to do our part here at Boom.”

DEALERS MUST ADAPT

As the viscom sector undergoes significant transformations, experts interviewed by Workplace360 emphasise the need for dealers to adapt their approaches to remain competitive and relevant. The cornerstone of this adaptation is continuous training and education.

The rapid pace of technological change demands that sales professionals not only stay abreast of the latest developments but also possess a deep understanding of the technical intricacies of the products and the various business models underpinning their sale – whether direct purchases, rentals or software subscriptions.

The adaptation of sales strategies is another crucial component. Consultative sales techniques, based on understanding the customer’s unique needs and crafting tailored solutions, should take precedence. Malta drives home this point, emphasising that demonstrations are pivotal in illustrating how technology can seamlessly integrate into and enhance existing operations.

She adds: “Support mechanisms must also evolve to address the challenges introduced by technology products, with prompt and effective assistance available when needed. However, perhaps the most profound shift required is a change of mindset. There’s a pervasive belief that these products, by virtue of their complexity, are inherently difficult to sell. Dispelling this notion is essential for embracing the new sales paradigm.”

The viscom sector’s trajectory towards dynamic growth and innovation – fuelled by technological advances, sustainability initiatives and the needs of a workforce increasingly accustomed to hybrid work models – offers real opportunities for those willing to embrace these changes. By adjusting to the demands of the modern marketplace, dealers can meet the evolving needs of customers.

On the right track

Messe Frankfurt has managed something of a turnaround for Ambiente this year but there’s still work to be done

The Working section of Ambiente got off to something of a challenging start in 2023, it would be fair to say. Three years after the final Paperworld in Frankfurt, the small number of traditional office supplies exhibitors that had signed up found themselves shoehorned into a space that lacked identity and impact.

It was a different story in 2024. Messe Frankfurt had worked closely with German brand manufacturers’ association PBS-Markenindustrie and other sector stakeholders to come up with a better solution. The result was a) a special location called Office Heroes for members of the association, and b) a dedicated hall for B2B office and stationery suppliers.

Over 20 of the association’s suppliers were present, including some in the co-located Creativeworld expo – a vast improvement on the handful that attended last year. Meanwhile, in Hall 2.0, there were more than 60 exhibitors.

IDEAL SETTING

The layout of Office Heroes cannot be faulted. Located in the showground’s Forum, it was a spacious building bathed in natural light (how often can you say that about a trade show?), with generous-sized booths, a central catering island and a comfortable seating area.

As PBS-Markenindustrie Managing Director Volker Jungeblut noted: “Messe Frankfurt’s constructive collaboration and willingness to invest have created a top location.”

If there was one criticism, it was that the Forum and Hall 2.0 were somewhat off the beaten track and difficult to find, even for seasoned Messe visitors. As a result, there was virtually no through traffic – not a problem for scheduled meetings, but effectively ruling out attracting potential new customers and leading to a lack of ‘buzz’, particularly in Hall 2.0.

It was an issue the event organiser quickly recognised. “We have to focus on signage in the future, figure out where visitors are entering the fairground and help them find these dedicated product groups,” Messe Frankfurt VP Julia Uherek told Workplace360

BUILDING BRIDGES

Another topic for discussion will surely be how to achieve more synergies between Office Heroes and the Future of Work, the themed area located in Hall 3.1 aimed more at architects, facility managers and the contract selling channel.

As vendors in the Forum clearly demonstrated, they are moving beyond the office and taking a more holistic approach to the world of working and learning. They also have good sustainability stories to tell; this is something that resonates with buyers in the hospitality and catering verticals who may have visited Hall 3.1 but were probably unaware of the exhibitors in the Office Heroes section.

That said, all the exhibitors Workplace360 spoke to during the show were generally satisfied with Ambiente 2024 and recognised that it was a vast improvement on last year’s edition. Even a train strike in Germany which began on the eve of the fair seemed to have had little impact.

Messe Frankfurt’s constructive collaboration and willingness to invest have created a top location

The next Ambiente will be held from 7-11 February 2025, with Creativeworld taking place from 7-10 February

A worthy cause

This year’s BOSS Business Supplies Charity Patrons’ Dinner celebrated the philanthropic heart of our industry and the charity’s ambitions to continue its noble work

Held in early February, the BOSS Business Supplies Charity (BBSC) Patrons’ Dinner was a night of celebration – all in recognition of the life-changing work those in the audience have made possible. A distinguished crowd braved the whims of British weather – wind, rain and single-digit temperatures – in their finest attire to recognise another successful year for the BBSC.

The prestigious Stationers’ Hall in London served as the perfect setting for this gathering, with its grandeur impressing the approximately 100 patrons, trustees and guests who were in attendance.

LAUGH OUT LOUD

Professional golfer Tiger Woods once said: “If you can’t laugh at yourself, who can you laugh at?” The evening’s guest speaker – comedian Jo Caulfield – was certainly lucky her audience agreed wholeheartedly with that sentiment. After she walked onto the stage, notebook in hand, the room continually erupted into laughter as Caulfield’s witty observations took aim at almost every company represented at the dinner.

THANK YOU ONE AND ALL

Despite the challenges over the past few years, the charity reported a successful 2023. Chair Martin Wilde expressed his gratitude to both the company and individual patrons who had made it all possible, adding his ambition is to help even more people in 2024.

Following the dinner, Wilde commented: “Our annual Patrons’ Dinner is fast becoming one of the highlights of the year. Recent events in the industry – against a backdrop

of rising living costs – mean that we have increasing numbers of people asking for our help. Because of this, we are doubly grateful that many in our industry are so encouraging of the BOSS Charity’s work.

“I particularly want to thank Premier Paper, Lyreco UK, OPI and Phil Jones MBE for making the event possible, as well as our team of trustees.”

Against a backdrop of rising living costs [...] we have increasing numbers of people asking for our help

Rounding out the evening, Kelly Hilleard, BBSC Vice Chair and Finance and Operations Manager at OPI, stepped up to the stage. Echoing Wilde’s message of gratitude, she emphasised the charity’s role in offering support to industry members facing difficulties.

She ended with a call to action for guests to pass on the all-important message to their companies, teams and colleagues – that the BBSC is here and is dedicated to helping people navigate life’s challenges.

The next BBSC event will be the annual Charity Day, which takes place on 19 June at Carden Park, Cheshire. For more information, visit: bosscharity.org/bosscharityday2024

ANNIVERSARY EVENT

In recognition of 100 years of BBSC, the BOSS Charity’s Centenary Celebration and Patrons’ Dinner will be held at King’s College, Cambridge on 26 March 2025

Ride and dine

Save the date for a charity day and night to remember

Anew fundraising event to support the work of the Institute for Cancer Research (ICR) has been launched to help raise much-needed funds for the charity while having a great night out with friends and colleagues.

The workplace supplies industry’s dedication to supporting the ICR is well documented, notably through the Climb of Life, which has amassed nearly £2 million in donations. The Ride of Life, introduced in 2018, extended this charitable spirit to cyclists, taking the fundraising efforts from two legs to two wheels on the roads of the Cotswolds and Surrey. So far, the Lycra-clad riders have raised nearly £30,000, with all proceeds going towards the ICR’s cancer-defeating discoveries.

EXPANDING OPTIONS

Building on this momentum and following the success of the Discovery Ball held in 2019, a third event – the Dine of Life – aligns with the fourth Ride of Life, creating a full day and night of activity and camaraderie.

Both events will take place on 17 May, with the Ride of Life starting and finishing next door to Bedford’s Mercure

Hotel on the Great River Ouse, with the Dine of Life taking place at the hotel. The black-tie dress event includes a three-course meal, charity auction and raffle, capped off with live music and dancing.

This year, the Ride of Life is open to cyclists able to cover a 100 km route; or there’s a shorter, more leisurely option for those wanting a more relaxing time. Says Pelltech Workplace Supplies General Manager Sales and Marketing Matthew Whelan: “We’re excited to take Ride of Life to Bedfordshire this year, especially with the addition of a much shorter route. Hopefully, this will see more riders taking part to raise funds for this great cause.”

Regardless of cycling preference, the day’s activities will seamlessly transition into joining the ‘diners’ for a great night out – all aimed at raising essential cash for the ICR’s world-class work.

For more details on how to participate, volunteer or sponsor the event, email: david.richardson@acco.com or matthewwhelan@pelltech.co.uk.

For further information on the Dine of Life, please email: matthew@productpromotionservices.co.uk or frances@springfieldnet.co.uk.

Regardless of cycling preference, the day’s activities will seamlessly transition into joining the ‘diners’ for a great night out

The winds of change

As Advantia celebrates 35 years, Bev Boden looks at our industry’s triumphs, trials and transformation

We live in a world that’s in constant flux, as evidenced in every news bulletin. I love my tea in a fine bone china mug – I have to confess the ones I have are the fruits of the many conferences I’ve attended during my 30 years in this industry. Earlier, I reached for a mug for my tea –the logo had faded, but the name ‘Kingfield Heath’ was still there. It reminded me that our industry, as well as the world, is constantly changing.

As a part of Advantia, we are used to change. Innovation is part of our DNA. Looking back over more than three decades, it’s clear that while we have navigated a huge amount of change, there has been one constant – the dealer community’s entrepreneurial spirit. There have been casualties, but dealers are resilient, surviving recessions and, more recently, COVID.

CONSTANT FLUX

There have been many pivotal moments in the industry, but the standout one for me was the demise of Spicers. It impacted every corner of our sector, reshaping the landscape for dealers, dealer groups and suppliers alike. But as ever, new things emerge, as evidenced by the developments at Exertis.

During the last 30 years, I have witnessed the loss of many amazing individuals who have left indelible marks on our industry, who I wish were still around. But if I had to mention one person, it would be my dad, one of the founding members of Advantia, who worked in business supplies from finishing his National Service until he retired.

Bev Boden is Financial Director at Advantia

The conversation around dealer group consolidation has been long-standing, but in my view, each dealer group has a unique personality. I’m a firm believer in gut feelings, and it comes down to a dealer finding the dealer group that feels instinctively right for them. So, inevitably, yes, there will be consolidation of dealers and dealer groups; but groups and dealers gain strength from each other, making this relationship invaluable.

ADDING VALUE

Will dealer groups still be around in 2059? There has always been talk of dealers and dealer groups fading into obscurity. It hasn’t happened yet, and I don’t think it ever will. The bottom line is that groups need to add value for members. If this isn’t the case, they don’t really deserve to still be in business. For me, it’s not about the numbers, it’s all about relationships.

This is a fantastic industry; embrace its collaborative spirit and seize opportunities to learn and grow

The dealer channel’s resilience, adaptability and ingenuity have been proven time and again. I firmly believe this will continue, with dealers diversifying and offering bespoke services to their customers in the way only they can. We can see it happening now, with the emphasis on sustainability and tailored client solutions underscoring the channel’s capacity for innovation.

To those new to the sector and veterans alike, I offer this advice: this is a fantastic industry; embrace its collaborative spirit and seize opportunities to learn and grow. Relationships are key – in the words of a great friend of mine, Jules White, sales is ‘the art of human conversation’. Finally, if there’s one change I could make, it would be a downsizing of egos. In an industry built on innovation, resilience and relationships, humility remains a priceless commodity.

The

Favourite hobby?

Music is a big part of my life and always has been. Other than that, I do like (trying!) to keep fit. I visit the gym a few times a week and go on walks with the family. I’ve also been wanting to take up golf, but unfortunately, I just don’t have the time to fit it in at the moment.

Rob Harper, Marketing Director, Prima Software

Tell us a secret that your work colleagues don’t know about you.

This is a really tough question; I’m quite an open book. I’ve worked at Prima for over 12 years, and when your colleagues are some of your closest friends, there’s very little that you don’t know about each other.

Most embarrassing industry moment?

About ten years ago, I attended an event at Stationers’ Hall where ‘father of the internet’ Vint Cerf was presenting. After several glasses of wine, I thought it appropriate to invite Vint along to O’Neill’s for a few pints of Guinness with the team. However, my impromptu invitation was swiftly declined and he was whisked away by his wife.

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

I’ve recently taken up Gracie Jiu-Jitsu. I used to practise karate until about 18, so I thought I’d revisit my martial arts roots. It’s mainly for fitness, but it could possibly be a mid-life crisis. It’s enjoyable, although I’m finding aches in places I didn’t even know could ache.

Who is the most famous person you’ve met?

Sir Paul McCartney. I had the amazing experience of performing with him on stage at a George Harrison tribute concert about 20 years ago. Being a musician who grew up in Liverpool, the Beatles were a massive influence.

How would you spend your last day on Earth?

Somewhere hot – on a beach or beside a pool in a villa or a hotel – surrounded by my family, with good food and plenty of refreshments.

Which phone app do you use the most?

WhatsApp. I spend hours a day scrolling through the thousands of school/parent, work and football group chats I’ve somehow ended up in. I’m really just browsing for that one important message I fear missing.

What’s your most impulsive online purchase?

A night out with a former bandmate resulted in me ordering a drum kit on Amazon Prime. I don’t even play the drums. I had some explaining to do to my wife when the driver knocked on the door.

How do you start your day?

I’d love to say I get up at 5 am, do a spot of yoga and drink green tea prior to meditating to prepare my mind before diving into work. However, that’s far from the truth. With three young kids, our house in the mornings is more reminiscent of the scene in Home Alone when they almost miss their flight – pandemonium. But would I change it? Of course not.

Favourite holiday so far?

While Thailand is a favourite, I have a sweet spot for Goa, India. Before parenthood, we travelled there a few times. It’s such a diverse mix of cultures and people. Each day, we’d hop on our scooter, set off to a different beach, make new friends from all around the world, try the various foods on offer and chill out while watching the sunset.

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

About a decade ago, my band played a gig for a swanky global awards ceremony in Monte Carlo, alongside Cirque du Soleil. We were whisked away by helicopter, but with all our luggage and equipment, our guitars wouldn’t fit in. So they sent another chopper just to carry them. It was all very surreal, but the next weekend, when we were playing at a working men’s club in Runcorn, we were quickly brought back down to earth.