Bathroom Brands // Advertisement Feature
By the end of 2025, we’ll have held prices for 36 months - even reducing them in some cases
production teams and integrated them into Bathroom Brands.” Ewer believes wall panelling is on the rise, particularly in the mid-market,
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where it is displacing traditional tiles. “Developments in materials and digital printing have elevated that market into a more premium category. It’s now stylish, easy to install, and increasingly popular with both consumers and installers.” The acquisition also brought strategic infrastructure benefits. “We gained
a distribution site in Newcastle-under-Lyme that strengthens our service to Northern customers and gives us a Midlands base. It’s a great synergy for the group.” Bathroom Brands has also doubled down on its retail support network.
“We’ve always been committed to having reps on the road, and we probably have the largest dedicated retail sales team in the industry,” says Ewer. “With the addition of Showerwall, we’ve added four more sales managers with dedicated
May 2025
management support. It’s a big part of how we
deliver
service
and value, face-to-face representation matters.” Despite market pressures and operational challenges, Ewer says one thing has never changed: the brand’s commitment to design. “Design matters at every price point,” he insists. “It’s central to our identity. Our head of design Jorge Hernandez is doing a fantastic job and we’re continuing to invest.” That investment includes the ‘Design House’ at the company’s Dartford
HQ. “It’s a space for inspiration, creation and collaboration with the design community. It underlines our belief that great design should be accessible and relevant.” Whether it’s reimagining bathroom aesthetics or overhauling IT systems,
Bathroom Brands is playing the long game, focused not on waiting for the market to recover, but stimulating it where it can and ensuring that it is supporting it’s key customer base in preparation for when it does. “In this kind of environment, resilience is about preparation, not prediction,”
Ewer concludes. “We’re investing in design, in our people, and in systems that make us more agile. The pain, in the end, will be worth the gain.”
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