Interview: Nicholls & Clarke CEO David Forbes on thriving in tough times

As the distributor, retailer and manufacturer Nicholls & Clarke celebrates its 150^th anniversary, Tim Wallace learns from CEO David Forbes how a combination of heritage, innovation, and focus on customer needs have allowed it to turn market turbulence into opportunity.

In an industry battered by rising costs, shifting consumer habits, and a critical shortage of skilled tradespeople, there are some KBB businesses that are retreating. But Nicholls & Clarke (N&C), a 150-year-old stalwart of the UK market, is not just weathering the storm – it’s positioning itself to thrive. Through deep product diversity, vertical integration, and an unyielding focus on trade customers, N&C is proving that adaptability in tough times is more than survival; it’s a blueprint for growth.

“We’re growing, but it’s really hard work,” CEO David Forbes admits. The reality of the current market is undeniable: consumers aren’t spending as freely as before, particularly on big-ticket refurbishments. First-time buyers are now on average 36 years old, squeezed by affordability issues and an ongoing rental crisis. This has slowed down what used to be a steady stream of home improvements. “Everyone’s got the same problem: there’s not enough business out there,” Forbes says. Yet, in this shared challenge lies a shared opportunity – a chance for nimble players like N&C to lean into their strengths and expand their footprint.

One of those strengths is sheer breadth. Nicholls & Clarke is not a one-product company. It operates across multiple sectors – from tile adhesives and manufacturing, to bathrooms, healthcare fittings, and panelling, the latter bolstered by a recent acquisition. This product range can sometimes be a communication challenge because many customers don’t fully realise the scope and innovation behind the brand. “When we explain what we do, the quality, all the USPs, that’s the lever for growth,” Forbes explains.

With 2 catalogues a year showcasing fresh tile collections, bathroom, and healthcare lines, N&C aims to stay at the cutting edge of market trends, whether that’s the rising popularity of wood and brass finishes or natural stone, and with very accessible prices.

N&C’s business model isn’t about forcing customers down a single channel or pushing just one product line. Instead, it meets buyers wherever they are – whether they prefer ordering through an app, sending a text, calling, emailing, or walking into a showroom. The company recently launched a trade app targeting younger contractors who “live on their phones,” but it’s not designed to replace personal contact or in-store visits. It simply complements them, offering convenience and consistency. “If a pigeon was to bring us an order, we’d still take it,” Forbes laughs. “We fit into wherever the customer is.”

This flexibility is underpinned by a significant competitive advantage: vertical integration. In a world still struggling with supply chain disruptions, N&C’s control over manufacturing, distribution, and retail gives it resilience. Where many international tile manufacturers have cut production by as much as 30%, N&C’s Europe-focused sourcing and in-house production soften the blow for customers. They’ve even pioneered circular manufacturing methods, recycling glass waste into tile adhesive production – a sustainability feat few competitors can claim.

Wet rooms are a great example of this integration and quality control. N&C is reportedly the only company that supplies every component – from the deck and waterproofing system to adhesives, tiles, and even cleaning materials. This level of control drastically reduces the risk of component mismatch, a common cause of failure in wet room installations. “If it goes wrong and we’ve supplied it, there’s only one person you have to ring,” Forbes explains.

Trade remains at the heart of the company’s approach. While retail footfall has softened across the sector, N&C is seeing increased traffic from trade customers in their showrooms. To support them, they offer attractive display deals, credit facilities, and technical advice, ensuring that merchants and contractors feel valued and well-served. “We’ve always focused on trade,” Forbes says, “and we just keep cranking up the heat on what we’re already good at.”

As other retail brands rush to expand into trade, Forbes explains that N&C isn’t chasing trends but building on decades of expertise. It is also facing one of the sector’s most pressing challenges head on: the skills shortage. With Government ambitions to build 1.5 million homes in the next 5 years, the question remains – who will fit them out? Many experienced installers are nearing retirement, and while new entrants come in, they aren’t nearly enough to fill the gap. This shortage has altered the cost structure of projects dramatically. “Installation cost is more than 50% of the total now,” Forbes says, “and that completely changes the dynamic.” 

Despite the challenges, Nicholls & Clarke is deeply committed to nurturing future talent. It sponsors SkillBuild, a leading trade skills competition, annually supplying all the tiles and materials for competitors. Dubbed the ‘Olympics of trade skills', SkillBuild reflects the company’s passion for elevating construction careers and shifting perceptions around trade professions. “Trade isn’t a fallback – it’s a competitive career,” Forbes insists.

Beyond products and people, N&C’s heritage is a vital asset. “We invented all sorts of things,” Forbes says, from tile cement to innovative bathroom fittings like half-height showering systems and raised-height toilet pans. This long view – rooted in 150 years of continuous innovation – affords the company credibility and trust. In a market flooded with online flash sales and dubious discount offers, its physical presence and brand legacy offer buyers confidence and peace of mind. “I might spend a fiver online from somewhere I don’t know,” Forbes says, “but I’m not going to spend £5,000 on that.”

At its core, N&C values people – the honesty, directness, and friendliness of the trade industry. Asked what word best describes him, Forbes laughs that he’s “enthusiastic” and lives by an old piece of wisdom from his father: “Pride is an expensive commodity, and you’re not a rich man.” That lesson tempers his approach to competition, negotiation, and leadership, reminding him to swallow his pride and act strategically.

He also recalls his father as the best boss he ever had – supportive and ambitious, but one who allowed room for mistakes and learning. His advice to SMEs echoes that philosophy: “Concentrate on a few areas. Don’t try to win at everything, and be passionate about what you do.”

Even with all the digital tools and innovations, he insists there’s no substitute for human connection. “You learn more over a cup of coffee,” he says. While Nicholls & Clarke invests heavily in apps, websites, and digital services, the personal touch remains central.

Looking ahead, N&C is focused on steady, sustainable growth. It believes each sector it operates in, be it tiles, bathrooms, healthcare, or manufacturing, has massive potential. By continuing to innovate, maintaining vertical integration, and deepening relationships with trade customers, it aims to turn today’s challenges into tomorrow’s opportunities. “Everyone’s a winner,” Forbes says about its model of manufacturing, distributing, and retailing products, “because we control what we make, the prices, the output – it suits everybody.”