This article is sponsored content

Words: David Hance

Listen to a full interview with Dave Hance in a special episode of The kbbreview Podcast. Listen NOW using the player at the bottom of this post or go straight to this episode in Apple Podcasts, Spotify or YouTube. Alternatively, simply search ‘kbbreview’ wherever you get your podcasts.

For us at Bathroom Brands Group, and for the wider bathroom industry, 2025 has been a year of hard reflection, renewed focus, and getting back to doing the simple things right.

When I stepped back into the business alongside Pat Riley a couple of months ago, it wasn’t because we fancied a change of scene. The market was tough, and the business had been through a turbulent period following the introduction of a new IT system that caused major disruption. It affected our service, our customers, and our confidence. So, we came back to steady the ship, not just as executives, but as people who care deeply about this industry.

The first thing I want to say is a sincere thank you to our customers and partners who stuck with us through that period. And to those who took the brunt of the fallout, particularly our internal and external sales teams, I owe you enormous gratitude. They’ve kept the wheels turning with a professionalism and resilience that frankly humbles me.

It’s no secret that 2025 hasn’t been easy for anyone. Disposable incomes have been squeezed, and consumers have had to make choices between a new bathroom and, say,  a much-needed holiday.

In most cases, the holiday won. Across the board, retailers and manufacturers have reported slower footfall and longer decision times. The challenge hasn’t been a sudden crash; it’s been the sheer length of the slowdown. This has been a flat, stubborn market devoid of any real growth.

But while that’s been the reality, I’ve never been one to sit back and wait for conditions to improve. If you want to see momentum, you have to create it. So, we’re tackling 2026 with action, not hesitation.

Lessons learned

The first step is price realignment. We’ve accepted that we were a little too quick with price increases at the tail end of COVID when freight costs were soaring. That left us slightly out of step with the market, and now we’re bringing prices back to a more realistic level. Our goal is to make our offer sharper, more competitive, and better value for our customers.

Next, we’re relaunching our showering offer as part of a broader strategy to reinvigorate the Burlington and Crosswater brands. As the only company in the market offering a full colour-coordinated bathroom solution, from flush plates to enclosures, we’re doubling down on what makes us distinctive: design, innovation, and choice. I’m also delighted to see new energy in the business from the next generation. Pat’s daughter Natalie Riley is now leading marketing, bringing fresh creative thinking, while his sons Timothy and Andrew Riley are stepping into key roles. It’s a reminder that while we’ve got decades of experience at the top, our future depends on nurturing talent and energy from within.

Operationally, 2026 will be about being closer to our customers. We’re reshaping our sales structure, reducing territory sizes and combining Bathroom Brands and Crosswater representation under single, focused salespeople. That means more face-to-face contact, faster response times, and stronger relationships. I built the Crosswater business on personal contact, on solving problems quickly, and on service that delivers on time and in full. That philosophy hasn’t changed and, if anything, it’s more important now than ever.

You can’t predict a recovery, but there are signals: housing transactions, car sales, even the mood in retail showrooms. Those are the things I watch. And while the wider economy remains fragile, I do believe 2026 will be a year of quiet optimism. No explosive growth, but a steady return of confidence.

I remember the 2008 financial crisis when Crosswater grew due to people chosing to improve rather than move. That spirit is still out there. People will always want to invest in their homes and they just need to feel reassured that they’re buying from partners who deliver on their promises.

So, as we head into 2026, my resolution is simple: do the simple things right. Have the stock. Deliver on time. Solve problems fast. Treat every customer with honesty and respect. It’s not complicated, it’s just good business

This article is sponsored content

Listen to a full interview with Dave Hance in a special episode of The kbbreview Podcast using the player below…