Interiors specialist Roshal, of Swannington, Leicestershire, launches growth push
A business that builds and installs office and factory interiors is gearing up for growth by investing in its head offices and taking on staff.
Roshal is investing a substantial amount in Heritage House, its Grade II-listed headquarters in the village of Swannington, near Coalville.
The property was built by George and Robert Stephenson at the height of the Victorian coal boom and has been home to the company since 1993.
The business has also taken on a handful of new staff in recent months, including a marketing executive and sales staff to promote a new suspended ceiling system from France.
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Owner and managing director Bob Watson said he hoped the investments and the firm's reputation would help it grow turnover by 15-20 per cent over the next two years from its current £3 million.
Mr Watson said: "We've got 36 staff and we are a total interior design, build and fit-out contractor for offices, commercial and industrial buildings. Everything and anything we can do is done by our in-house workforce and the way we maintain our blue-chip client base is to have close control over the quality of our work.
"We are developing this new French product and, with the marketing strategy we've got in place, will be consolidating existing clients and targeting new ones over the next 18 months."
Roshal has just completed fitting out a big warehouse for garment manufacturer Charterhouse Holdings, in Castle Donington.
Clients over the years have included the Environment Agency, Loughborough University, United Biscuits and Boots, as well as the Leicester Mercury's former parent company, Northcliffe.
Contracts range in value from £10,000 to £750,000.
Mr Watson said he started the business at the start of the early 1990s downturn, so knew how to weather the latest economic hurricane.
He said: "To make a start-up at the start of a big recession was an enormous learning curve. But it does give you an early warning system. Having been through it you recognise the signs and take action.
"You cut costs, but also involve the workforce, because having spent years and money training them up there's a huge financial commitment and you don't want to lose all those skills."
Mr Watson said everyone took a six-month pay cut of 10 per cent to avoid redundancies and everyone stuck together.
He said: "We haven't lost anyone. It's been a good two-way street. I've invested in them and they've invested their time and effort in me.
"There are other companies out there doing what we are doing, but our uniqueness is the range of products and services we deal with in-house.
"A lot of companies subcontract out and that is not quite as attractive to clients."