INTERVIEW LIFE PARTNERS BMJ investigates how long-term NBG partnership is paying off for three independents


BMJ: Why did you originally join NBG? What challenges were you facing at the time and how did NBG help? Tim Scott: I didn’t exactly join overnight. I was involved before NBG formally existed and we gradually became part of it, so I’ve been involved for 25 years plus. Back then, the appeal wasn’t just buying power but the information and expertise available as well as the time saved with everything in a central place. Tim Rowbottom: When we came in around 20 years ago, the market was moving fast with nationals consolidating, so independents needed scale to compete on price and availability. NBG offered independents like us a way to pool our purchasing power, retain our independence and still compete effectively on price and supply. Shane Watts: For us it was simple – we wanted to buy better and be part of a group of independents doing the same. We joined NBG 5 years ago, having formed the company 15 years ago. We were growing quickly but still finding our feet on Supplier relationships and negotiating power. Becoming an NBG Partner fast-tracked our learning curve as there was so much experience we could lean on. Whether it was in stock management, new products or IT systems, there was always support available.


BMJ: How has NBG impacted your business beyond buying power? TS: It’s about so much more than price. During Covid, the Central Team kept everything going while everyone else was focused on their businesses. That support allowed us to look after our customers without being left to manage Supplier chaos at the same time. The buying power matters, but the central resources and continuity matter just as much. TR: Over two decades, it’s easy to forget how transformative the pricing and supply security were initially. But the human element is key, with the 90-plus Partners forming a close community. People share real-world solutions; someone has been there before and will help out, whether it’s practical advice or something more hands-on. SW: Beyond procurement, NBG’s network helps with things you don’t always associate with a buying group: digital systems, HR questions, machinery, even card fees and fuel solutions. If you have an issue, somebody has solved it before and will share what works.


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BMJ: Is the social side worth the time? TS: Absolutely. You tend to learn more over a pint in the bar with friends than in a formal meeting. Social time builds trust and makes it easier to back one another when deals come up. TR: I agree, the social side is every bit as valuable as the business side and more great ideas start in the bar than in the boardroom. But there are really two very simple reasons we prioritise it: it’s enjoyable


Tim Scott Professional Traders Ltd


Tim Rowbottom Collier & Catchpole Ltd


Shane Watts Watts Roofing Supplies Ltd


and relationships matter. When you know and trust the people behind a deal, you’re far more inclined to support it. That camaraderie underpins compliance and success. SW: The Conference is a big part of that. Catching up with old friends and having frank conversations sparks ideas and collaboration you won’t get by email. It reminds you that we’re all facing similar challenges and want each other to succeed.


BMJ: What are the main industry challenges today and how does NBG help you meet them? TS: The government can be a headache. Yes, that’s an easy answer, but it’s a real one. NBG’s role isn’t about lobbying but about practical support; where helpful guidance exists, NBG and the network help you adapt. TR: Short term: we’ve got low demand and excess supply, which squeezes margins and volumes. Long term is about changing customer expectations regarding logistics, delivery speed and digital service. NBG helps by improving competitiveness now and by sharing insight so Partners can adapt services and product ranges. SW: Margins and rising costs are real, plus recruitment is tough. NBG deals, shared knowledge and the increasing experience in the group – especially with IBC now part of it –make the network even stronger. That collective know- how helps independents stay resilient.


BMJ: Why should more independents join NBG and what would you say to new Partners? TS: It’s not simply “join for a deal” – it’s a


bigger picture. NBG can offer a lot more and what you bring to NBG matters too. Long-term membership builds mutual strength. TR: NBG stands apart for its democratic nature. One Partner, one vote means decisions are made for the collective good, not the few. Get involved, engage and you’ll unlock Supplier relationships, peer learning and friendships that multiply the returns. SW: There’s no better group for independents, in my opinion. Whatever problem you’re facing, someone, somewhere in NBG has already cracked it and will happily share. For new Partners: go to the events, meet people and get stuck in – the more you put in, the more you’ll get out.


BMJ: What are you hoping to achieve in 2026 and beyond and what role will NBG play? TS: First, survive – there’s a lot against us – then look for growth. NBG plays a vital support role, but driving the business forward is down to us. TR: That’s right; survival and steady performance are definitely the top priorities. Beyond that, we’re looking to diversify product ranges. NBG opens doors to Supplier deals and the experience of merchants already operating in those categories. SW: We’re pursuing branch growth, acquisitions and new partnerships. Being in the right circles opens doors. The network, relationships and shared knowledge across NBG create opportunities you wouldn’t get on your own, and that’s why long-term partnership pays.


January 2026


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