Good partnerships in the door industry aren’t built on price lists and purchase orders alone. For HOPPE (UK) and Pendle Doors, it’s about picking up the phone, solving problems together and having the confidence to be honest about what works and what does not...Here,
Andy Syms, National Sales Manager at HOPPE (UK), and
Darran Mowe, Supply Chain & Technical Operations Director at Pendle Doors, talk about collaboration, technical support and why strong supplier relationships matter more than ever in today’s market. And how their own connection has developed into part technical collaboration, part day to day problem solving, and part long term planning…
A partnership built on trust and alignment Andy Syms
has been working with Pendle Doors for around four years, and for him the relationship has been built as much on people as it has on product.
“Pendle Doors is a highly efficient operation,” he says. “Everything is manufactured in house and they have a large scale setup across production and storage. But what really stands out is the relationship. We get on well and that comes from trust and everyone pulling in the same direction.”
For Andy, that sense of alignment is what separates a transactional supplier relationship from something more meaningful. It is not just about supplying hardware, but about being embedded in the way customers operate and plan.
And, at Pendle Doors, the feeling is mutual. While HOPPE is a key hardware supplier, the relationship is described less in terms of procurement and more in terms of collaboration that develops over time.
“Day to day, it is not always about constant interaction,” Darran explains. “As products become established within our processes, the partnership really comes into its own in product development and innovation. That is where it feels most active and most valuable.”
When new projects come into play, both sides describe a two way flow of ideas rather than a one directional supply chain. Suggestions are shared early, reviewed collaboratively, and often refined together before decisions are made.
“We can suggest something and HOPPE will come back with solutions or alternatives we may not have considered,” Darran says. “Likewise, when HOPPE brings a new product to market, we get sight of it early and assess whether it is a good fit for us.”
That openness is especially important in a sector where timing, specification and compliance all carry increasing weight.
Communication, trust and honesty If there is one theme that runs through the relationship, it is communication and trust.
Andy Syms is clear that this is what keeps partnerships working in a sector where small misalignments can quickly become costly.
“Supplier relationships work best when there’s clear and open communication about what’s happening, whether that is short term or long term,” he says. “With Pendle Doors, it is a cliché to say there is an open door policy, but there genuinely is. They can call us at any time.”
That openness cuts both ways. Rather than information sitting in silos, both teams describe a working rhythm where updates, concerns and developments are shared early enough to actually influence outcomes.
Darran sees that as essential, particularly as technical and regulatory requirements continue to evolve.
“It’s about working together early and staying aligned,” he says. “That way, we can make sure everything meets the right standards without unnecessary delays.”
For Andy, that point is non negotiable.
“For all of the above, we have one answer, honesty,” he says. “It is not the best policy, it is the only policy. Keeping in touch with one another and making sure information flows both ways.”
That transparency also helps avoid one of the biggest risks in supplier and manufacturer relationships, late stage misalignment. When communication breaks down, time, cost and testing effort can all be wasted.
Instead, both sides describe a rhythm of early conversations that allow decisions to be shaped before they become locked in.
Technical collaboration, testing and EXAPs
As the industry continues to evolve, technical requirements are becoming more complex and more critical to get right at an early stage. For HOPPE (UK) and Pendle Doors, that has made early collaboration around testing and specification an essential part of how they work together.
A key shift in recent years has been the move away from traditional Field of Application approaches towards EXAPs (extended applications), alongside wider changes in testing standards and compliance expectations.
“Primary testing is really important to us as we build our portfolio,” Darran says. “And support from HOPPE is key.”
Rather than stepping in only at the supply stage, HOPPE is involved earlier in the process, helping to shape decisions before testing takes place.
“There is a lot of change for door manufacturers at the moment,” Andy says. “Building Safety Act requirements, evolving testing standards and different fields of application, it is all happening in real time. Supporting customers through that is intrinsic to what we do.”
Darran agrees that early engagement is now essential.
“This is where we are discussing requirements and getting specialist input to determine whether the testing is likely to be successful,” he explains. “We listen to that expert knowledge to help form our final decisions.”
The benefit of that approach is not just efficiency, but confidence. When technical teams understand each other’s systems and constraints, decisions can be made with far greater certainty.
“Without that level of understanding between both parties, there is potential for wasted time and money testing products or systems which may never have been viable,” Darran says. “If something is not viable or does not have the correct specification, that information has to be shared early to make sure the final product is fit for purpose.”
Feedback, innovation and bespoke solutions
Beyond testing and compliance, much of the relationship is shaped by a continuous exchange of feedback from the market.
“We listen to what the market is asking for and feed that back to HOPPE,” Darran says. “Generally, there is either already a solution in place or there is a willingness to innovate and adapt.”
One of the clearest examples of collaboration in action is the development of personalised hardware, including branded hinges supplied by HOPPE and stamped with the Pendle Doors logo.
“These hinges carry their own Declaration of Performance and give a very clear point of identification,” Darran says. “It just sets us apart a little.”
For Andy, this kind of bespoke support reflects a wider approach.
“Personalised service and support is key,” he says. “Relationships span many years and while the standard of service remains consistent, the experience is always tailored to the individual customer.”
Trust, culture and the future of partnerships
Trust in the relationship is also grounded in culture and shared values.
“Trust is gained through the quality of the business in general,” Darran says. “Values and culture drive everything else. We believe HOPPE align with us in many ways, from being a family owned business through to their integrity when it comes to compliance.”
That alignment helps create stability in a sector where pressures are increasing and expectations are rising.
Looking ahead, both sides expect more partnerships to follow this model as the industry continues to change.
“As legislation changes, I think this will become more prevalent,” Darran says. “Options in the wider market are narrowing, so working relationships between brands will naturally become stronger.”
For Andy, the underlying principle remains simple.
“Relationships span many years,” he concludes. “We maintain a high standard of service across all customers, but there is also a personalised element to how we support each one.”
In the end, both sides return to the same idea. Strong partnerships are not defined by systems or processes alone, but by communication, trust and a willingness to be open when it matters most.
www.hoppe.com www.pendledoors.co.uk
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