IN THE HOT SEAT


distributors and wanted to avoid complications. So, we had to fi nd a new product line. Fortunately, our timing aligned with LG’s plans


to restructure their air conditioning operations in the UK. They had been working with a single distribution company but wanted to take a diff erent approach with a group of partners. It was a convenient match – we decided to work with them, and here we are 25 years later. I became a director in 2004 and retained


responsibility for air conditioning product management until 2014, when MD Philip Sloper retired. I then stepped into the role of Joint Managing Director alongside Alan Wright. While taking on more responsibilities, I continued with product management until we recently promoted Shah Mughal from within to Air Conditioning Product Manager. This change has allowed me to focus on other aspects of the business. With LG, we’ve grown alongside their involvement in the UK market. Whilst we have access to their entire range, we tend to specialise in split systems, as our customer base – typically small to medium-sized refrigeration or air conditioning installers – doesn’t always generate large sales of VRF systems or air-to-water heat pumps. In the early years, we were LG’s top- selling distributor, but as the product range expanded into areas less aligned with our focus, others who specialise more in air conditioning have overtaken us in overall sales. That said, we’ve maintained our strong


relationship with LG. We hope it continues, though you can never predict these things. Distributors have come and gone over the years, and of the original group, only one other remains from 25 years ago.


Can you share some of the chal- lenges and opportunities that have come with the partnership? In the early days, we encountered issues working with products more suited to the Far East market than to Northern Europe. However, over time, LG has become increasingly adept at tailoring its off erings to diff erent regions, and its products are now as competitive as anything else available on the market. Today, we off er a broad, reliable, and stylish product range at competitive prices. LG’s product lineup has developed into something we’re proud to represent. We’ve secured some excellent contracts over the years, particularly at events like the Farnborough and Paris Air Shows, where we’ve performed well thanks to strong customer connections. We are very committed to carrying our own stocks of LG equipment, enabling us to respond


"I don’t think President Trump’s actions have helped. Take the tariff s, for instance – they may not be directly aff ecting us right now, but they are indirectly. So much of business is tied to confi dence, and when it’s low, people hesitate. It’s similar to our personal experiences – if you’re not feeling confi dent, you might decide to hold off on buying something, wait a month, and see if things improve."


quickly and off er next-day delivery. Consistency has been key for us, as has maintaining a stable team. Our staff ’s technical expertise has been invaluable in accurately identifying and supplying spare parts, a crucial element of our success. After 25 years of partnership, we’ve built up signifi cant experience, and both Shah and I have been deeply involved throughout this journey. It’s been a good, solid run.


What does the future hold for Thermofrost Cryo? We aim to remain independent and continue off ering something unique to our trade customers. In the refrigeration sector, we’ve transitioned


towards capital equipment sales, which we believe will be our future. Competing with the likes of Beijer Ref, Wolseley, etc, with their trade counters everywhere, isn’t our path. In the past, we did well selling accessories like copper fi ttings, pipe and insulation, etc, but these days we can’t match the buying power and convenience that those chains off er. To solidify our position, we’ve focused on building technical support to promote our products and off er robust after-sales service. However, challenges remain, particularly in air


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conditioning, where aggressive pricing creates a race to the bottom. It’s disheartening to see such slim margins sometimes. We’ve learned the importance of being self-


suffi cient. Unlike some distributors who work back-to-back to fulfi l orders, we stock extensively and plan well in advance. This ensures we’re prepared for peak seasons, such as May to August, avoiding delays and ensuring negligible lead times for our customers. This readiness also off sets pricing issues.


A recent example comes to mind: an air conditioning customer told us they could get a better price elsewhere. When we asked if the competitor had stock, they admitted they didn’t but claimed they could source it. We said: “We can deliver tomorrow – can they?” Availability can matter as much as price, if not more. Since leaving the EU, we’ve noticed


signifi cantly longer lead times for importing products. In our case, many of the goods we receive are ultimately manufactured or stored in mainland Europe, which means that delays caused by customs procedures that weren’t an issue before are now a concern. Previously, we could comfortably receive items within two to three days, but now it takes at least a week, sometimes up to 10 days. This has forced us to plan much further in advance and become more effi cient in our processes. It’s a diff erent world now. Competition is


far greater than it was 10 or 15 years ago, and leaving the EU has had an impact not only on lead times but sometimes on costs too. Importing spare parts can be particularly challenging – not necessarily for LG, but for certain other brands. It can take a considerable amount of time to bring items into the UK, and sometimes the costs of shipping and customs paperwork exceed the price of the product itself. As a result, companies that maintain substantial stock levels have become more prominent following the EU departure. Having the space to store inventory has proven invaluable, ensuring quicker access to goods and avoiding the hassle of lengthy shipping times. We have considerable access to third-party warehousing, ensuring we have suffi cient space for the quantities of stock required to meet today’s market demands. Reaching our 25th


anniversary with LG seems


quite natural to us, and the time has passed incredibly quickly. We have several long-term partnerships with suppliers, which have been key to the stability we have enjoyed over the last 50-plus years. Let’s hope that in 2050, we can celebrate our 50th leading brand.


anniversary with such a world-


www.acr-news.com • July 2025 19


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