Today, Schmidt is a multinational franchise with over a billion pound turnover, but the business has come a long way since 1934 when Hubert Schmidt founded a small masonry firm in Saarland, Germany.

Back then, the company developed and found success manufacturing dressers and kitchen cabinets. This led to a move to Lièpvre in the Alsace region of France in 1959, a small town close to the German border and not too far from its Saarland roots.

This is pertinent to Schmidt as a brand in 2025 because, despite its considerable size globally, the company is still headquartered in Lièpvre and family run – current president Anne Leitzgen is the granddaughter of Hubert Schmidt.

And just like the genetic make up of the small Alsace commune from which the brand developed, Schmidt’s mix of French and German heritage can be seen in its employees and products.

The rise of kitchen franchises in the UK has seemingly caused both an opportunity and an obstacle for the brand – the market is buoyant enough to know it’s a proven concept, but also highly competitive in an overcrowded space.

So, then, how exactly does Schmidt’s president see the brand developing in the UK market?

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Franchises have exploded in recent years, why do you think that is?

Franchises are a great way for entrepreneurs to start their own business. They provide support and resources so people don’t have to start completely from scratch on their own. Many entrepreneurs want to be their own boss and have their own project, but it can be daunting to do that entirely independently.

The franchise model allows them to be independent, but not alone – they have the brand and systems behind them. This franchise approach is also beneficial for the brand itself. If we had to open all the stores ourselves, it would be very difficult for us to grow as quickly. The franchise allows us to work with entrepreneurial partners who can effectively represent the brand and grow the business.

Customers are also drawn to recognised brands, especially in uncertain markets. The franchise provides a sense of security and trust that the brand will be there long-term. It’s a good model that works well for the entrepreneurs, the brand, and the customers.

Kutchenhaus has a stronghold in the UK, how does Schmidt plan to wrestle market share and how does your franchise offer differ from others?

The UK market has been very difficult and competitive, like in most countries. Last year was a very challenging year for the industry, but even though we are still a relatively small player in the UK, we actually grew our business last year. We’re quite proud of that, as it shows our dealers have done a good job, and we’ve provided the right products and service.

If the market is down, that doesn’t mean we have to stop investing and let our business decrease. Instead, we keep investing in our production, brand, and supporting our dealers to keep growing.

With a background in marketing, you understand communications and relationships. How does this filter into your leadership style?

I don’t know but maybe my marketing background has been very useful, as the company originally came from an industrial, production-focused mindset.

When we started building the brand in the late 1980s, it was important for me to help develop the marketing culture within the company. I pushed to have a more balanced approach, where marketing and understanding customer needs was just as important as the operational execution. My marketing experience helped me emphasise the need to really understand what products and promises we should be making to customers.

It’s not just about producing what the main market demands, but figuring out what customers truly need. This marketing perspective has also influenced the makeup of our management team.

Now we have a better balance between people coming from the industrial side and those with marketing backgrounds. This helps ensure we are making decisions that properly consider both the operational and customer-facing aspects of the business.

What is the one piece of advice that has stayed with you throughout your career?

There are a few important pieces of advice that have really resonated with me over the years. One is ‘keep the best, change the rest.’ This has been very useful in determining what core parts of the company’s culture and practices we need to preserve, versus what areas require change and improvement.

Another piece of advice my father gave me was that ‘each problem is ultimately a human problem.’ Technical issues can often be solved, but you have to understand the human factors and dynamics at play. Addressing problems through that lens is crucial.

My father also told me to ‘respect all the people you work with, because they are the ones putting food on your table every day.’ I didn’t fully appreciate the wisdom in that when I was younger, but I now deeply understand how essential it is to respect and value the contributions of everyone in the company.

Can you tell us about a mistake you’ve made in the past and what you learned from it?

When I first became president of the company, my goal was to manage with the existing leadership team. However, I learned that when things don’t work out with certain people, you have to be willing to make tough decisions.

In the past, I made the mistake of not addressing personal or professional issues on the team directly and promptly. I would wait, thinking the problems might resolve themselves. But I realised this only made the situation worse – it became more painful and dangerous for the company.

Now, I know it’s crucial to have open and honest conversations when there are issues. If I’m convinced someone is no longer the right fit, I don’t wait to make the necessary changes.

Treating human problems the right way, even if it’s difficult, is essential. The key lesson I learned is not to shy away from addressing problems head-on. Being willing to make tough decisions quickly, for the good of the company and the people involved, is what’s required as a leader.

Tell us about Schmidt’s approach to sustainability.

Embedding this sustainability-first approach has been a real cultural shift for the company, but I’ve made it clear to everyone that there is no other way forward. We have to deserve the right to grow as a business by demonstrating tangible positive impact on our employees, suppliers, customers, and the planet.

It’s a journey of continuous learning and improvement, as measuring certain sustainability metrics can be quite complex. But we are committed to partnerships and transparency to keep getting better. Sustainability is simply non-negotiable – it’s the only way we can build a lasting, responsible business for the future.

What are your UK market predictions for 2025?

It’s very difficult for me to make specific predictions about the UK market in 2025 as it’s been quite unpredictable. Last year we expected a small decrease but actually saw an increase instead. So I believe the market will likely remain challenging in the coming years.

I couldn’t say definitively whether it will decrease further or stabilise. There are just too many uncertainties to make a confident forecast. What I do know is that we will continue to focus on increasing our network of retail dealers in the UK. We believe our brand has a lot to offer customers in terms of our values, commitment to sustainability, and the unique products and services we provide.

Even in a difficult market, we’re quite positive about the potential for Schmidt in the UK. And we’ll keep investing in improving our sustainability credentials and being recognised as true experts in home design.

If we spoke in 12 months, what would you hope to have achieved?

In 12 months’ time, there are a few key things I would hope to have achieved. First and foremost, I would want all of our dealers in the UK to be in good shape, both personally and in terms of their business. Maintaining strong, long-term partnerships with our dealer network is absolutely critical.

Secondly, I would hope to have made tangible improvements and further proof of our sustainability efforts. It’s not enough to just make promises – I want to have concrete actions and results to demonstrate our positive impact.

Thirdly, I would like to see our brand become more widely recognised as a true expert in home design. Our goal is to have very satisfied customers who are advocates for the Schmidt brand. Building that reputation and trust with consumers is essential.

These three areas would be the key milestones I would hope to have achieved in the next 12 months. Steady, sustainable growth built on a foundation of trust and positive impact is what I’m aiming for.