The kbbreview Interview: Adrian Stoneham
Kent-based Stoneham Kitchens celebrated its impressive 160th anniversary last year. While obviously extremely proud of the company’s rich heritage, MD Adrian Stoneham explains why his strategy is very much about the future…
Whether it’s the rich history or a quintessentially British heritage, for a KBB brand Stoneham Kitchens is uniquely endearing.
Started as a woodturning business by William Hone Stoneham in the basement of his Deptford family home in 1864, it has survived two World Wars and numerous economic and market challenges to become a luxury bespoke British kitchen brand.
Now in its 161st year, and in its fifth generation of family ownership, Stoneham Kitchens operates out of its 65,000 sq ft factory, has a workforce of 70 staff and 32 appointed kitchen showrooms across the UK.
Over the years, as well as dealing with a variety of high-profile clients, Stoneham has become a recognised supplier of furniture to the Royal family and, since 1995, were in fact a Royal Warrant holder to Her late Majesty Queen Elizabeth II. Last year, its reputation as a trusted manufacturer was solidified when it was one of 400 companies to receive a new Royal Warrant from King Charles.
Having worked in roles across the business since his teens, Adrian became MD of the company at 30 and has been in the role for over 35 years. So, it’s fair to say he knows a thing or two about manufacturing kitchens and, as it powers through its 161st year, as a fifth-generation family-owned operation, the business couldn’t be in a safer pair of hands.
Stoneham turned 160 last year. That’s quite a milestone. What do you put that longevity down to?
My father was adept to change. He didn’t hold back on change at all. In fact, he embraced it. And that, I think, is the key to our longevity. He actively encouraged new ideas and that culture has continued throughout the business. Change is exciting but it can also be challenging, so change management becomes the key. You have to learn how to bring people with you on those new journeys – that’s a skill in itself. Beyond that, being true to our values is significant. I like to think our customers would speak of us as being dependable and reliable people of our word. If we say we’ll do something we do it, and we stand by our product. Also, we have a fantastic, experienced workforce, many of whom have been here for decades. Without that stability, undoubtedly, we wouldn’t have been as adept to change over the years.
How proud are you to be part of a business that has been operating for so long, but is still owned by the family that founded it?
Business is fast paced. You tend to always be looking forward rather than back and you often don’t have time to be reflective. It’s only during anniversaries or achievements that you get the opportunity to reflect. One such year for me personally was 2014. It was one of those ‘once in a lifetime’ opportunities where we were invited – along with other Royal Warrant holders – to exhibit in the grounds of Buckingham Palace. We got to show off what we do to presidents and foreign diplomats from all over the world. We were also involved in the renovation of Windsor Castle after the fire in 1992 – that was another pinch me moment.
Is a big part of the company’s longevity down to the fact that it is still family-owned and run?
It’s certainly partly down to that. As a family business, you can make long-term decisions that you can’t so easily do as a non-family business. Most non-family businesses are looking for a payback period of three or four years. In a family business you can afford to make a ten-year investment decision. We can be highly flexible externally to deal with market changes but also internally. That’s particularly helpful in an industry where trends are constantly evolving.
It’s a challenging market, how is Stoneham holding up right now?
Business has been pretty stable, and we’ve been growing since 2020. We had a strong year last year – in fact, 2024 was the best year we’ve ever had, turnover wise. This year has started with a tougher backdrop than people were hoping for but, certainly in our sector of the market, there are still customers out there, which is the good news. Those customers aren’t perhaps being as quick off the mark with their decision-making and I think retailers are finding themselves having to go back to basics a little to secure projects.
Is that what you’re hearing from your retail network?
Yes. They’re telling us it’s tougher than it was but – and this is the key – it’s certainly not dead. The climate has altered. Housing transactions are down. House building is down. Confidence is lower than it was, and budgets are stretched. However, the good news is that consumer confidence can change very rapidly.
You have 32 retailers across the UK. What is it that makes them choose to work with Stoneham?
We’ve worked with some of our retailers for 25 years or more. We’ve nurtured those relationships, sometimes with second generations from within that business. I also think a lot of retailers are attracted by the breadth of our range, the access they have to our comprehensive product catalogues, as well as having the benefit of being able to speak directly to our sales and technical teams. Perhaps the reliability of a British manufacturer that understands how British properties are constructed helps too.
And, I imagine having 160 years of trading and the Royal Warrant under your belt helps emphasise that brand stability…
We’re not arrogant enough to think that we can afford to let our longevity, or the Royal Warrant, do the work for us. This is a competitive market, and the fact is we need to have the right products at the right price and be able to create desire and aspiration. But that’s what we do. We are very proud of our heritage and whilst reflection is wonderful, controlling the present and shaping the future is very important.
With the market so static, what advice would you give to retailers?
My advice to any dealer right now would be to spend some time looking hard at the business. Is your showroom the best it can be? Is it tidy and well presented and up to date? Are you marketing and communicating about your brand well enough? Perhaps now is the time to re-engage with old clients and lean on your suppliers. They might have a promotional offer that may just help turn queries into sales. All of these things probably sound pretty obvious but it’s only during quieter periods that we have the luxury of looking at how our business operates. We all need to do that now and again.
Stoneham is known for its bespoke kitchens, but bespoke is one of those words that is bandied around this industry. Has the meaning been diluted from overuse?
It’s an often-overused word. Some manufacturers will describe “bespoke” as being an adjustment in height, depth, or width of a cabinet. Our version of bespoke, however, is that we will truly go off-piste if a customer wants a curve or a particular shape, or if they want it done in a particular material. I guess we’re a hybrid really because we do have a very broad product range but, essentially, if the retailer can sketch it, we can make it.
What can we expect from Stoneham in 2025 and beyond?
We’re very proud of the company and how it’s evolved over 160 years but it’s now our job to take it to the next phase. My father taught me that the key to running a successful business is to not be afraid of change and, in fact, to actively encourage it. Understanding the challenges ahead while listening to the needs of our customers and being open and willing to change and adapt to new ideas, technologies and materials is what I believe strongly is the key to our next chapter.