MERCHANT FOCUS: STARK GROUP
each of the market sectors we operate in.” Obviously, there were many separation and integration issues, as well as legacy IT systems and processes, which needed to be managed in the first year. Carter continues: “From the outset, we also had a huge desire to simplify the business in everything we do, so that everyone benefits – from our customers and colleagues to the communities we serve and charities we support. We have made significant progress, with our branch teams now at the heart of our operating model who are fully focused on supporting customers with the products and services they need. We have established strategic supplier partnerships and leveraged the power of the European breadth of the Group. And, we have continued to invest in our local branch and distribution network and national transport and logistics platform, with better technology solutions underpinning our service improvements.”
New brand on the road Last April, the Jewson Live showcase made a reappearance, and this time it went out on the road, introducing the new branding to a wide range of customers across the country. Branches of the Future are now open in Bridgwater, Somerset, Farnborough in Surrey, as well as Craigentinny in Edinburgh. Jewson Luton, the company’s largest flagship project to date, will open later this year, with a broader property investment programme rolling out over the next two years.
Carter says: “Also, we now have three flagship Jewson Partnership Solutions AVAIL Hubs supporting our local authority and social housing sector, and our Major Build Solutions business customers are benefiting from the network of six dedicated facilities. In Jersey, we committed a significant investment to our Five Oaks site; and our branch improvement programme continues at pace across JP Corry, our Northern Ireland business and Minster and Frazer, our specialist trade propositions.” The aim, he explains, has always been to put local operations at the heart of a simplified organisation: “The branch teams are at the centre of our operations; they are actively empowered to grow and win in their local markets and are brilliantly supported by central functions that are fully focused on and dedicated to their operational colleagues. Representing two thirds of STARK UK, Jewson is a great example of a business that is now positioned as a network of local builders’ merchants, supported by a national distribution platform. We have simplified everything it does and continue to improve how it operates, so that we are doing things better and better, every day that comes.”
Above: Sally, driver working from Jewson Oban Right: Ritchie, BM at Jewson Bridgewater Below: Wayne, BM at Jewson Shetland Isles
To support the teams on the ground, Carter and the STARK UK Executive have visited as many branches, hubs, distribution centres and regional offices as possible over the past 24 months, with Carter himself having spent time at more than 500 branches. He says: “Although the challenging macroeconomic and market conditions have meant the pace of change has been squeezed, the challenges have given us a real opportunity to get our house in order and be well positioned and ready to help more customers as recovery builds. Two years ago, STARK UK inherited a Jewson business that had lost its way. Today, we have invigorated Jewson. Everything we have done so far and everything we have planned for the next phase of our journey is about doing things better, so our customers reap the benefits of knowing Jewson’s got the lot to help them deliver their projects and grow their businesses.” Introducing the new Jewson brand into the market in last April was an important turning point, Carter explains. “We engaged our suppliers early in the journey and have continued to actively partner with them on category solutions; we have been inspired by their appetite for supporting colleague conferences, customer events, and marketing and charitable programmes.”
In common with its industry peers, Jewson has been impacted by the ongoing economic and market challenges, further compounded by the increases to National Insurance and National Minimum Wage. He says: “However, these are all challenges that we continue to work through by making difficult decisions when we need to, but always implemented in accordance with our company values. At the outset of our journey, when Jewson and its sibling business brands joined to form STARK UK, we knew we wanted to do the basics better. We
April 2025
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actively sought and listened to the feedback of customers, colleagues and suppliers, and set out a clear plan to simplify and improve how Jewson is structured and operates to deliver the proposition our local builders need.
Transformation programme “Over the past 24 months, we have developed and been implementing a clear and essential 10-pillared strategy to get our house in order, repointing the foundations on which we are now growing our businesses. When you are delivering a significant transformation programme at pace, and at the same time as integrating into a parent company, the challenges are always in keeping the coordination and communication of the changes clear, simple and actionable, and to make sure your colleagues are informed, involved and supported throughout. As our investment programme continues, we are fully focused on supporting our customers and delivering the next phase of our transformation and growth plans. Across our businesses, we are rolling out a significant investment programme to establish a branch and hub network that makes customers’ lives easier and our operations ever more efficient. Customers will continue to see scaled improvements across all of our branches and hubs in line with each of the business propositions.”
The long-term hope is for the STARK UK businesses to be the preferred builders’ merchants and distributors of materials throughout the local markets in which they operate, Carter says. “We hope our customers will be thriving as they deliver their projects for the communities we all serve. We also hope to have helped build strong foundations for women to have thriving careers in construction, for there to be a pipeline of skilled professional tradespeople with a strong culture of apprenticeships, and that those working in the industry are able to grow their futures in good physical and mental health.” BMJ
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