Interview: Matt Baker

You’ve been with Poggenpohl since 2011, starting as a technical designer. How has that journey shaped the way you approach the MD role?

I started in 2011, straight from university, and it’s the only company I’ve worked for. I joined as a technical designer at our Wigmore Street location, and that really shaped my work ethic. It was quite an intense time, but I really enjoyed it.

Since then, I’ve held various roles across the business – in design, sales, operations and as part of the senior management team. That’s given me a really deep understanding of how the business works and the different pressures across each area. What that’s helped me with is leading with empathy. I’ve stood in the shoes of many of my colleagues, so I understand their challenges.

My focus now is on empowering the team – helping people feel confident to make their own decisions, understanding what they’re dealing with and supporting them to deliver, rather than taking a
top-down approach.

Not many people can say they’ve stayed with one company that long…

There are a lot of people in our business who have been with the company for a long time, so it’s never felt unusual to me to stay as long as I have. More broadly, you do see people moving between roles and companies more frequently now, and there’s definitely value in that in terms of personal development and gaining wider experience.

But I also think there’s real merit in staying with a brand you believe in, working with the same teams over a long period and building that depth of understanding.

You’re stepping into the position following Sharon Wallis’ departure. How do you balance maintaining continuity while putting your own stamp on the business?

I’ve been part of the senior leadership team for around seven or eight years, so I’ve already been heavily involved in shaping many of the operational and strategic decisions we’ve made in the UK. Because of that, my goal isn’t to come in and completely overhaul what’s already working. It’s about providing stability, while focusing on enhancing key areas – identifying efficiencies and continuing to elevate the customer experience.

For me, it’s about steady leadership with targeted improvements, rather than change for the sake of it or reshaping the business simply because it’s a new role. I’m not looking to change what we do well – just to improve the areas where I can add value.

What do you see as the biggest opportunities for Poggenpohl in the UK right now?

In the UK market, the focus has to be on further elevating the customer journey. At this level, clients aren’t simply buying a kitchen – they’re investing in an experience and the lifestyle that comes with it, and the feeling of ownership that creates.

If we can improve every touchpoint in that process – from the studio experience to how projects are managed on site and everything in between – even marginal gains at each stage will build into a stronger end-to-end experience. That’s what ultimately makes a brand the natural choice for customers. Alongside that, our independent retail partners represent another significant opportunity.

It’s a very important part of the business, and one where we see clear scope to grow at a sustainable rate.

There are plans to grow the retail network, can you tell us more about that strategy?

We’re not looking to grow in sheer volume or be on every corner. Our approach is deliberately highly selective. We want to partner with companies that are aligned with our vision, ethos and values – and, importantly, those that are passionate about delivering the same elevated level of service we aim to offer in our own studios.

A key focus is identifying strategic locations where we’re currently underrepresented, and engaging with the right partners in those regions. Alongside that, we’re also working to strengthen and develop our existing network. We have a dedicated sales channel focused on this, and the aim is to ensure growth comes at a sustainable, scalable rate – without expanding in ways that dilute the brand or take it off in too many directions.

Premium retail has faced challenges. How do you stay competitive?

It’s not purely about the product. At this level, people don’t buy something like a Rolex just for the product itself – it’s also about the experience of ownership that comes with it.

At factory level, there’s a strong focus on consistency, quality and brand elevation, all of which require ongoing investment. Delivering consistently in those areas naturally drives referrals and repeat business, which is a significant part of our business locally. We also position ourselves to appeal not only to end customers but also to design professionals, and we work collaboratively with designers as a key part of the business.

How would you describe the culture at Poggenpohl?

A lot of my colleagues have been with the business for many years, and over that time people really do become friends. There’s a strong sense of trust and support across departments, and a genuine willingness to help each other. I’m not looking to change that, because it’s a real strength of the business.

What I do want to do is bring departments even closer together and continue to evolve the culture towards even greater openness. I don’t believe every decision should sit with one person, and this culture really supports that shared approach.

What does success look like in your first 12 months?

The simple answer is delivering on the growth projections we’ve set out – and staying on track to achieve them. If I look back in 12 months’ time and we’ve maintained stability within the team, and we’ve improved the customer journey in a way that’s reflected in increased referrals and repeat business, then I would consider that a successful first year.