ROUND TABLE
TS: Exactly. We should all go back and look at 2018 figures. That was a more genuine benchmark. The Covid years were an anomaly. If you strip those out, what we have now might actually be standard trading conditions – with inflation layered on top, of course. TS: Interestingly, in one of our recent meetings the conversation naturally moved to technology. The younger generation is using apps, payment links, automated processes. They’ll send a link to a builder and take payment instantly on a phone. Even at PTL, we’ve started embracing more of that. It’s changing expectations for how merchants interact with customers. RF: And that shift influences how we structure regional meetings too. Our membership is expanding in different categories. The roofing members, for example, have diversified hugely since joining NBG. Access to more Suppliers and broader product ranges has opened whole new opportunities for them. TS: We’ve had meetings with over 40 people around the table. It’s valuable, but it can get unwieldy. Meeting venues need to be centrally located with enough space, which is another challenge. RF: In our region we’ve adjusted how we run the agenda. We now run plumbing and heating reports earlier in the meeting so these Partners can leave early and get back to their businesses. The heavyside reports then follow. It means we still share key information but also respect how different groups operate. Mark Smith: I’ve been involved in all four regions over the years. Cross-category sharing of information is still vital. Sometimes a plumbing initiative sparks a timber idea or the other way around. You lose that if groups separate too much. ND: A great example was when Scott from Woodstock came to one of our meetings and brought underfloor heating samples. He wasn’t even a sponsor that day. He just showed an opportunity. Within two weeks, we had our first order. That’s the sort of value these meetings can create. Even when someone shares an idea and you think, “that’ll never work for my business,” there’s value in that. You’ve learnt something, tested your assumptions, widened your perspective. TS: As Chair, one of the biggest lessons is that you constantly have to reinvent the format. You can’t let things get stale. Julie Chandler, who chaired before me, made great changes, with some new structures, new questions, new approaches. After 10 years in NBG or Chandor before that, it’s easy to fall into habit. Reinvention keeps participation fresh. RF: We should reintroduce sharing regional minutes across the whole group. They used to be
January 2026
available on the Hub. Sometimes the Northern region might be discussing something that would be just as useful in the Southeast. If we could see each other’s minutes more easily, we could borrow ideas, add items to our own agendas, and spread good practice. MS: That’s one of the key strengths of NBG: shared knowledge. Category reports, rebate performance, strategic points can all influence regional planning when they’re widely shared. Each region has its own flavour but the core challenges are similar. TS: Speaking of shared approaches, the Scottish region has set the benchmark in group buying. When they pull together and commit, they negotiate excellent deals. It’s simple: find a high-volume product everyone uses, gather commitments and negotiate a bulk order. The supplier gets volume certainty and we get price benefits. ND: Exactly. You start with easy wins, with the buckets, wall starters, bagged products. Then build from there. Everyone benefits if everyone participates, keeping Suppliers viable, which is critical. If they don’t make money, they won’t be here next year. We can’t squeeze them into extinction. TS: The roofing members in my area are incredibly strong at group buying. They commit collectively, trust each other and move as a unit. It’s impressive. They know who’s got the best price, share information openly and will commit to slate loads or similar to unlock discounts. It’s the collaboration NBG was built for. ND: With the IBC alliance, some people worry about structural changes. But it’s IBC that is the Partner, not the individual branches. Any adjustments are administrative. Nothing is changing in how the regions operate day to day. TS: New Partners now go through the Board first, which makes sense. It streamlines approvals. But for the regions, the day-to-day role remains the same – running meetings, sharing information, supporting each other. RF: It’s important to emphasise that our regional meetings have real structure. They’re not just Partners getting together to moan. There’s a formal agenda, standard reporting items, an MD report and category updates. And questions flow both ways, from the Board to the regions and back again. TS: Communication is a two-way tube. If there’s something we can’t answer in the room, Tim Rowbottom takes it back to the Board. And if something needs urgent clarification, we use email or calls. But generally the flow works well. ND: Regions stay out of office politics. We focus on membership issues, trading conditions, Supplier performance and shared learning. MB: Geography plays a big role in our
challenges. In Scotland, supply continuity is everything. We’re hours away from Suppliers. Some products don’t travel well. If it’s a three- hour trip for some regions, it’s an eight-hour trip for us, and of course it’s even longer for the islands. That affects margin, planning and availability. ND: The Southwest isn’t dissimilar – long distances, dispersed customers and a reliance on Suppliers who have to make the economics work. If they don’t make money, they won’t survive, and then the deal weakens. It’s a balancing act. TS: Trust is the foundation. Ten years ago, deals could be derailed because someone wanted to buy from their mate. That’s changed. The Category Management Team (CMT) process is respected. There’s real trust now in the deals and the people negotiating them. ND: Because regional negotiations are just recommendations before going to CMT, there’s transparency. If someone disagrees, they can voice it. But I’ve never seen someone go against a Written Recommendation Report (WRR). The process works because it’s professional and well structured. TS: Having Mark as a Central Buyer has transformed negotiations. Real experience, real expertise. The Central Team is the best it’s ever been. RF: NBG’s investment in the future shows real commitment expanding the office, growing the Central Team, elevating professionalism. Suppliers see it too. It sends a strong message about stability and long-term vision.
BMJ: What should NBG and its Partners keep in mind as we navigate the next year? RF: I’d say accept that this may be normal trading. Stop comparing everything to Covid- era spikes. Focus on collaboration, information sharing and adapting quickly rather than waiting for the world to stabilise. TS: Keep reinventing, keep communicating, keep the meetings relevant and dynamic. Trust the CMTs and embrace technology – it’s transforming expectations faster than we realise. ND: Support Suppliers. Healthy Suppliers mean healthy deals. If they don’t make money, neither do we. MB: Acknowledge regional realities. Distance, logistics, and geography matter. One size doesn’t fit all. MS: Remember that the real strength of NBG is partnership. Collaboration, professionalism, shared knowledge, and adaptability – that’s what will carry us through uncertain times.
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