Words: Alex Jenman

I started Gainsborough Kitchens in 1998 because I wanted the creative freedom that came with running my own business. What I really got was 28 years of lessons in resilience.

Resilience is about getting the basics right, then spotting, reacting to and embracing change. Looking back, everything that followed depended on getting the early foundations right.

We bought our premises rather than rented them – a large part of our budget at the time that turned out to be one of the best decisions we ever made. We chose a simple, descriptive name, Gainsborough Kitchens, that people immediately understood, long before Google rewarded that sort of clarity. 

We found a reliable supplier in Symphony, who remain our main kitchen partner today. Most importantly, I had an excellent fitter alongside me from the very beginning. In that first year it was just the two of us and, in many ways, it was one of the simplest and most enjoyable periods of the business.

 Once you’ve got the foundations in place it’s all about how you navigate change.  And a lot has changed in nearly 30 years! When we started, most kitchens were straightforward ‘like-for-like’ replacements. Today, almost every project is a complete redesign involving multiple trades and far greater design input.

Those of us in the mid-market are increasingly being squeezed as the sheds continue to improve their showrooms and offering. Unhindered it seems by margin, they can offer the same product as independents at better prices.  

A lot of independents choose to go upmarket and look for product exclusivity to combat this. I’m pushing in that direction too, but without alienating my core customer. Rather than chasing the luxury market, I’ve chosen to compete on design, service and value. Customers still benchmark us against Howdens and Wren, so we must demonstrate why a specialist offers something genuinely different.

Differentiation is now more important than ever. We know what sets us apart, so we’ve continued to build on it. We offer an interior design service as part of any large project.  In partnership with a local interior design company, we now provide colour consultations and painting and decorating. I believe our future lies in becoming an even more interior design-led business, with kitchens, bedrooms and bathrooms at its heart.

There’s an old saying that if you’re not moving forward, you’re falling backwards. I don’t think that’s ever been more true. Whether it’s product, suppliers, or the way you use new technology, standing still isn’t an option. Loyalty between manufacturers and showrooms is important, but we live in volatile times and suppliers don’t always offer the same exclusivity they used to. They don’t put all their eggs in your basket, so don’t put all your eggs in theirs. 

I’ve benefited enormously from looking over the fence. Through organisations such as the KBSA, Der Kreis and BIFIS, and of course kbbreview itself, I’ve learnt from retailers facing the same challenges. 

Resilience isn’t just about the business – it’s personal too. Running a business isn’t easy.  We’ve faced recession, Covid, rising costs, staffing problems, cashflow issues and the day-to-day problems any business faces. 

There will always be sleepless nights and periods of worry. The longer you survive, the more you see the patterns and the more you realise ‘this too shall pass’.  I’ve come to believe that long-term success depends on two things: doing the right thing and never being afraid of hard work. Whenever things seem overwhelming, I remind myself to keep trying my best for everyone and simply work harder than anyone else. It’s always worked so far.

After 28 years, I’ve learnt that resilience isn’t about surviving difficult times, it’s also about being willing to become a slightly different business every few years. Customers change, suppliers change and technology changes. The businesses that last are the ones prepared to change with them.