Q&A INTERVIEW WITH REGINOX
Reginox UK – accelerating future growth
Reginox has grown into one of the UK’s leading brands for kitchen sinks, taps and accessories, earning a well-deserved reputation for the quality and innovation of its products and a willingness to listen to its customers in the pursuit of service excellence. Such status isn’t achieved overnight, however, and Reginox UK has 25 years of continuous development to thank for its place at the top table of KBB suppliers, builders, developers, contractors and specifiers. Success means never resting on your laurels, and as Reginox looks towards the future, we’ve been talking to the team leading the charge.
Dave Mayer, Commercial Director
Dave, you recently announced significant changes among your sales team, what prompted you to do this? “The simple answer is to accelerate future growth. Mark Skinner has joined us as the new National Sales Manager, mainly covering London and the south east, but also working closely with Andy Robinson, our UK Contract Specification Manager.
“We’re looking to build on an order pipeline that has already surpassed last year’s £600k by some margin and 2026 is shaping up to be even better.
“Mark’s stepped into the role vacated by Rebekah Tomkinson, who has been appointed National Key Accounts and Business Development Manager, as well as looking after our North of England sales area. “Rebekah’s been with us for 12 years and she knows Reginox inside out. Her role is to target major suppliers in the UK kitchen industry, including DIY retailers, multi outlet merchants and kitchen furniture manufacturers, as well as serving as area sales manager for the North.
Hope Eardley, Sales Office Manager
Hope, you’ve been with Reginox for eight years now, how is the business changing?
“We’ve had eight years of working within the same order processing structure, primarily handling smaller orders. But as we deal with more developers, we’ve experienced a significant shift and evolved how we work.
“We’re now seeing larger orders and call off schedules, which has required us to look at adapting our systems to support new ways of working.
“It’s been a steep learning curve, involving training and adjustments along the way, whilst still managing the day-to-day operations. It’s an ongoing process that’s pushing us to be more creative, work smarter and think outside the box.”
6 BKU NOVEMBER 2025
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44
