Global Upholstery Solutions: Crafting the Future of UK Manufacturing
Global Upholstery Solutions, a company born in 2016 but rooted in over four decades of industry expertise, has positioned itself as a leader in the UK’s upholstery and manufacturing sectors. The company’s evolution highlights a commitment to quality, innovation, and UK manufacturing, and today, Global Upholstery Solutions (GUS) is at the forefront of upholstery design and production, employing over 100 skilled staff across four factories.
In this interview, we speak with Stephanie Judge, Business Improvement Manager, and Aleksandra Bennett, Commercial Manager, both of whom have played pivotal roles in shaping the company’s trajectory. Stephanie, who joined the team in 2009, shares insights into the company’s expansion and its strategic merger with 3D Ply, emphasizing their drive to maintain UK manufacturing capabilities. Meanwhile, Aleksandra, who has advanced from a sewing machinist to Commercial Manager since joining in 2019, highlights the company’s dedication to nurturing talent and fostering continuous improvement.
Together, Stephanie and Aleksandra shed light on the importance of maintaining a UK-based manufacturing model, the integration of traditional craftsmanship with modern technology, and the company’s strategic goals to expand its product offerings and enter new markets by 2025.
Global Upholstery Solutions was formed in 2016 but has a rich history that predates that. Can you share more about the origins of the company and its journey?
Stephanie Judge: The history of Global Upholstery Solutions actually starts with David Emmet (Upholstery) Limited which was Incorporated in 1978. David Emmett manufactured upholstered parts for the mobility industry including Stannah Stairlifts. When David retired in 1999, Mr Alan Holloway (who at the time was Purchasing Manager for Stannah Stairlifts) purchased the business and rebranded as Mobility Seating, expanding their workforce and services, exploring other industries, foreseeing it’s potential. I joined the company as a sewing machinist in 2009, swiftly moving into other areas of the business, gaining skills within cutting, spraying, upholstery, pick pack and despatch, ending in a leadership role as the business was taking over by the Stannah Group in 2016. Global Upholstery Solutions (GUS) was born, and later continued the expansion, we made an asset purchase of 3D PLY (3D) in 2022. As a key supplier into GUS, and supplying parts for all Stairlifts products, 3D ply were the only independent ply former in the UK, and it was strategically important to our Group. As an additional benefit, it gave us an opportunity to further extend our range of services, living up to the Stannah family’s history of investment within UK manufacturing.
From 2016 in a converted office building that wasn’t fit for purpose, and only two customers, we now have 4 factories and over 100 staff with scores of repeating customers.
It’s 2024 and we have 6 employees still from Mr Emmets time and 13 from Mr Holloways, still working for us, continuing to support our long-term business growth and success. GUS & 3D will be formally merging at the end of 2024!
Aleksandra Bennett: Long-serving employees like Steph, who joined in 2009, have been key to GUS’s success. Their dedication reflects the company’s strong, family-oriented culture. I joined the company a little later, in 2019, starting as a sewing machinist. Since then, I have developed my skills and taken on various roles, including leadership of the manufacturing team, purchasing and supplier management, and now working in a commercial capacity. GUS continues to uphold its heritage while evolving to meet future challenges, driven by a commitment to excellence and innovation.
How has being part of the Stannah Group, with roots dating back over 150 years, influenced the culture and values of Global Upholstery Solutions?
SJ: Stannah’s manufacturing history and expertise within the group, enabled GUS & 3D to hit the ground running, with force. By appointing their ‘Business Improvement Manager’, Mr Lee Ness, as General Manager for both GUS (and later 3D Ply). Acknowledging from the very top, Lee’s highly successful background as Manufacturing Manager, his work winning the UK Best Factory Award at Stannah back in 2005, his outstanding senior leadership and continuous improvement skills with a strong passion for people development. Lee’s and Stannah’s aligned values, culture sense, knowledge, skills, and behaviours, with over 30 years as a Stannah employee, is the key influencer that embeds the Stannah roots within GUS & 3D along with 4 other team members that have transferred to us from elsewhere in the Group. We are also supported by the group with IT systems, HR, Finance and most of all, investment.
AB: Being part of the Stannah Group, with roots dating back over 150 years, has deeply influenced the culture and values of Global Upholstery Solutions (GUS). The family-oriented culture, passed down through generations, emphasises the development of new, young talents and reflects a commitment to people and continuous improvement. This is evident in the company’s practice of supporting employee education and helping them gain qualifications.
I am the best example of this supportive environment. I joined GUS in 2019 as a sewing machinist and was supported by Lee Ness from the very beginning. His passion for developing people helped me advance my career faster than I ever imagined. Through the development program, I completed my Operational and Departmental Management apprenticeship in 2020-2022, becoming a leader of the manufacturing group. I then moved to the purchasing department, completed my CIPS qualification, and recently was promoted to Commercial Manager. This focus on nurturing talent and fostering continuous improvement is a core value at GUS, driven by the influence of the Stannah Group’s legacy.
What were some of the key turning points or milestones in the company’s history that have significantly shaped its current operations and reputation?
SJ: After the early years finding our feet and our niche, the focus on B2B commercial furniture, gave us clarity on the type of services that we provide and how we support our clients. Later, this led to the purchase of 3D Ply, not only to improve our own range of services, but to maintain that capability within the UK to enable customers to continue to source sustainably and locally. These strategic decisions have been crucial in shaping GUS into the reputable company it is today. By focusing on B2B customers only, we have implemented processes and strategies that aim to support our customers to grow.
How important is it to Global Upholstery Solutions to be a UK-based manufacturer, and what advantages does this bring to your business and your customers?
SJ: Proximity to our customers brings sustainability, better relationships, quicker adaptation, and innovation based on customer feedback. We aim to understand customer and market needs and this has led us to provide a one stop shop for those who require it. Some of our customers have completely outsourced their entire manufacturing process to us. The relationships we have with our supply chain, reduces dependency on oversea suppliers, allowing us to provide short lead times and low minimum order quantities for flexibility. Our setup allows us to handle large batches and continuous production orders with our 60,000 sq foot total factory space and over 100 skilled staff. “Made in the UK” is a strong selling point for us, associated with high quality and reliability.
AB: Being a UK-based manufacturer is crucial to Global Upholstery Solutions (GUS). It allows us to create jobs for local people, contributing directly to our community and the national economy. Importantly, being local means our customers can source products closer to home, benefiting from quicker turnaround times, reduced logistical costs, and supporting sustainability efforts by minimizing carbon footprints associated with transportation.
How do you maintain and integrate traditional upholstery techniques with modern production methods in your current manufacturing processes?
SJ: While some of our upholsterers are more traditionally trained, and this is important at times, our primary core competency, in both 3D and GUS is to engineer the process for efficiency. This includes use of 3D CAD, machinery investment in automation or lean manufacturing techniques. Additionally, we have appointed one of our senior upholsterers over 25+ years’ experience, to provide 1-1 training full-time, to support our recruitment phase and our development within upholstery. This initiative keeps traditional craftsmanship alive while integrating it into our modern production methods, ensuring we maintain the highest standards of quality and innovation.
Can you provide insight into the different product types and services you specialise in, and how these have evolved to meet business customer needs?
SJ: Despite our current focus of manufacturing our customers products and designs, we have decided that with our capabilities, we are aiming to offer a range of seating products to our customers early in 2025. This will allow them to choose from a standard product range with wide flexibility in colours and finishes at a higher quality with short lead times from a local source. Our in-house Motto “You want a product that consists of Wood, Foam, or Fabric… or all, we can make it”.
AB: Global Upholstery Solutions specialises in a wide range of products and services designed to meet the needs of business customers across sectors like hospitality, theatres, office furniture, commercial furniture, and automotive. We’re flexible and support customer-driven product development, collaborating closely to ensure we meet their specific needs. At 3D Ply, we can create custom tools to fulfil unique product requirements. We’re also preparing to launch our own product line in 2025 (as mentioned by Steph), with ambitious plans for further growth beyond that. Our goal is to always innovate and provide top-notch solutions that exceed customer expectations.
What are some of the future goals and strategic plans for Global Upholstery Solutions in the next five to ten years?
SJ: The next phase for GUS & 3D, is to complete the investment in premises, process, and people. To relaunch our business to the market early next year, including the addition of our product range, our new ERP system and new branding. Additionally, continuing to develop our most valuable and important asset ‘Our People’. The on-going commitment to training and developing our leaders across GUS and 3D, ensuring our company core values continue to live and breathe throughout and making sure both our people and business benefit. We believe that providing opportunities for self actualisation to our teams through training, development and mentoring is strategically important as their growth improves our business which improves our offering to our customers.
AB: Looking ahead, Global Upholstery Solutions has ambitious goals and strategic plans for the next five to ten years. Following the merger of GUS and 3D Ply into one company, our focus will shift towards enhancing branding and marketing efforts to showcase our expanded capabilities.
How do you plan to engage and support the next generation of your team?
SJ: I hope to inspire others to believe they can achieve the same as I have so far. I have progressed from the shop floor to one of the most senior level positions in the business. In the process I achieved a degree and other qualifications through Stannah’s investment, whilst working full time and parenting. This is alongside my passion for creating an environment where individuals feel cared for, deeply valued and undeniably significant. Most of our senior leadership team started on the lowest level of the business and 4 of the 6 most senior roles in our business are women. We are proud that this is the case in a manufacturing company. This kind of progression is not only good for morale, it also creates a strong emotional bond with the business and this is then reflected in our service levels to our customers. The ultimate aim “To help others to become the best version of themselves”.
AB: We plan to engage and support the next generation of our team by following the successful model that has shaped our current management team. Most of our managers began their careers on the shop floor and have been developed and promoted into leadership/management roles. We will continue this tradition by offering training and development programs, including mentorship from experienced members of the team who have advanced within the company. Our approach includes ongoing education initiatives to enhance skills and clear career progression pathways, ensuring that every team member has the opportunity to grow. We also actively seek feedback from our team members to continuously improve our practices and adapt to evolving workplace needs and expectations.
Can you share more about your apprenticeship programs and other initiatives aimed at fostering new talent in the upholstery industry?
SJ: Stannah’s investment in apprenticeships apply to all levels of the business, right up to Masters Degree. We train and develop all our skilled positions from scratch due to the scarcity of skilled resources across all factories. We also put the time and effort into talent spotting through our tailored review process, and this is what sets us apart from the competition and helps to retain our people. Increasing the speed of our business growth whilst representing Stannah’s core value “We take care”.
AB: We invest in apprenticeships at all levels of the business, from entry-level positions to advanced roles. This approach not only fills immediate skill gaps but also prepares our team members for long-term career growth. By providing hands-on training and academic support, we develop a highly skilled workforce capable of maintaining our high standards of quality and innovation.
In what ways do you see Global Upholstery Solutions expanding its services or entering new markets or sectors in the future?
SJ: Through our new range of product offerings and creating more awareness of the benefits, using a one-stop service. We recognise that many customers are multi sourcing services and there are several markets that we are investigating but not currently serving. We aim to educate our current and future customers of our one-stop capabilities, empowering them to make informed decisions to simplify their purchasing process and enhance their overall experience, by providing convenience and comprehensive solutions in one place.
AB: We are exploring new opportunities to extend our reach and offer our expertise to more markets. By developing and introducing our product range, we aim to meet our clients’ needs and enter new sectors. This expansion will help us provide comprehensive solutions, increase customer satisfaction, and strengthen our position as a leader in the upholstery industry.
With a strong emphasis on long-term relationships, how do you ensure continuous innovation and adaptation to meet the changing needs of your customers?
SJ: By continuously innovating and adapting through strategic planning, our organizational culture, and practical actions. By constantly implementing our business strategy whilst monitoring both market and customer needs. To always remain alert and ready for change, ensuring our business stays ahead of the curve so that our direction continuously aligns with both our business and customer needs. To achieve long term business growth and success, following the footsteps of the Stannah group.
AB: We actively seek and act on feedback from our customers to understand their needs and preferences. Maintaining open lines of communication with our clients helps us stay informed about their challenges and requirements. We invest in research and development to create new products from our own range, ensuring we stay ahead of industry trends. Continuous training and development keep our team’s skills up to date. We work closely with our customers in a collaborative manner, ensuring that we develop solutions aligned with their goals.
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