THE ERT INTERVIEW ROB
OBBIE PREST STEDGE
ROBBIE PRESTEDGE: HEAD OF COMMERCIAL FOR UK & IRELAND GE HE Research continues to guide these developments. “We regularly conduct consumer
research to understand how people are using their appliances and what matters most to them,” Mr Prestedge explains. Insights have revealed a heightened awareness of water and energy usage, alongside a desire for appliances that offer flexibility rather than rigid programming. That has informed the creation of controls that allow users to tailor cycle duration and intensity, ensuring appliances adapt to real-life schedules instead of dictating them. These findings also reinforce the role of sustainability as a practical benefit rather than an abstract principle. Efficiency is being framed in terms of cost savings, longevity and reduced waste — outcomes that resonate more directly with households navigating rising living costs and environmental concerns simultaneously. “We’re seeing a clear shift in consumer behaviour, with consumers placing
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greater emphasis on efficiency and the long-term value of their appliances,” Mr Prestedge says. Technologies that reuse residual heat, regulate energy output or prevent overuse of water are designed to deliver those efficiencies automatically, embedding sustainability into everyday usage. The aim is to make responsible choices the default setting rather than an additional consideration. Internally, delivering this balance between innovation and usability requires close collaboration across disciplines. Engineers, designers and consumer insight teams work together from the outset, testing concepts iteratively to ensure solutions translate effectively from theory to lived experience. The emphasis is on refinement, validating ideas through repeated evaluation before bringing them to market.
D2C insights
Communication with retailers is another critical link in that chain. Mr Prestedge stresses that “supporting retail teams with the knowledge and confidence to talk about our appliances has always been a priority,” highlighting investment in training programmes, refreshed showroom facilities and digital learning tools designed to bring product stories to life. These initiatives aim to ensure that innovation does not remain confined to specification sheets, but is translated into clear, relatable benefits at the point of sale. By equipping retail partners with deeper understanding, AEG hopes to strengthen the connection between technical advancement and consumer value. The company’s direct-to-consumer (D2C) activity provides an additional feedback loop. Rather than replacing retail relationships, it serves as a channel for gathering insight into how consumers research, purchase and interact with products. “The real value of D2C for us is in the insight it provides,” Mr Prestedge explains. Those insights are fed back into product development, communications and training strategies, ensuring lessons learned from one channel enhance performance across the wider ecosystem. Crucially, he emphasises that “our B2B relationships remain the lifeblood of our business and will continue to do so,” underscoring the continued centrality of retail partnerships. In the months ahead, Mr Prestedge says his priority will be spending more time in the field, meeting customers and partners to better understand how the business can support their day-to-day operations. The approach signals a focus on direct engagement and feedback as the company assesses where its products and services can deliver practical value. This direction reflects a broader strategy centred on incremental development rather than rapid transformation, with an emphasis on refining existing solutions alongside introducing new ones. The aim, the company says, is to align product development more closely with evolving household needs and patterns of use.
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