The Door Industry Journal: Jobs and Careers

Showing posts with label Jobs and Careers. Show all posts

Monday, 7 September 2026

DHF is set to transform the industry with Building Hardware training launch

Door & Hardware Federation (DHF) has launched a new accredited training programme designed to give professionals across the building hardware sector the knowledge and recognised qualifications needed to support competence and career development.

DHF Core Competencies: Understanding Building Hardware is an innovative online learning programme leading to an Ofqual-regulated Level 2 certificate, accredited by the Awarding Body for the Built Environment (ABBE).

Developed for product managers, customer service teams, trade counter operatives and anyone working in or looking to enter the building hardware sector, the flexible programme provides a solid grounding in building hardware fundamentals while enabling learners to build specialist knowledge through a range of product-specific modules.

It is also ideal for employee induction and ongoing professional development. All learners complete a mandatory Core Module, comprising six guided learning units and multiple-choice assessments, before selecting at least one of 12 Product Modules. Additional modules can be purchased at any time, enabling learners to tailor their learning to their role and responsibilities.

On successful completion, learners receive a DHF Level 2 Certificate in Core Competencies: Understanding Building Hardware, as well as an Ofqual-branded certificate from ABBE. The certificate also lists every product module completed, providing employers with clear evidence of an individual's knowledge and achievement. To support learning, every participant can download a dedicated study guide containing module learning outcomes, guided note-taking sections and prompts to reinforce key concepts throughout the course.

"This programme, which launches on 30th July, represents a step change for the building hardware sector and is, without doubt, one of the most significant investments DHF has made in developing the competence of our building hardware industry," explains DHF’s Chief Executive, Patricia Sowsbery-Stevens.

"From the outset, we listened carefully to our members to understand the knowledge gaps that existed across manufacturing, distribution, technical support, and sales. We then developed a programme that directly addresses those needs while aligning it with the CPA's White Paper on Construction Product Competence, which has since evolved into the draft BS 8670-2 standard. As an industry, we believe we are ‘ahead of the curve’ by providing a qualification that reflects both current and emerging competence expectations."

The ABBE Level 2 Certificate in Core Competencies: Understanding Building Hardware is an Ofqual-regulated qualification, giving learners a nationally recognised qualification that provides employers with clear evidence of the knowledge element of the Skills, Knowledge, Experience and Behaviours (SKEB) framework. It creates a credible, structured route for individuals to develop professionally, while giving employers confidence that their people have acquired knowledge that is directly relevant to their role.

The programme is delivered through the DHF Training Academy, built on the digital learning platform that DHF invested in back in 2019. This provides learners with the flexibility to study at their own pace, while enabling managers, HR teams and training professionals to monitor learner engagement, progress and achievement through a dedicated management portal. It ensures organisations can actively manage competence across their workforce rather than simply delivering one-off training.

“We are incredibly proud to add this qualification to DHF's portfolio,” concludes Patricia. “We believe it will transform the way building hardware competence is developed, providing our industry with a robust, future-proof training pathway that supports individuals, strengthens businesses and ultimately raises professional excellence throughout the entire supply chain.

"We would like to thank everyone who has contributed to this publication, particularly our Working Group Committees (WGCs), members, industry experts and partners, whose knowledge, time and commitment continue to strengthen our work and help promote standards across the industry.”

The programme is initially available exclusively to DHF members from July 2026 , with broader industry access planned as part of the next phase of the programme’s rollout.

To find out more about the programme, visit:

Programme overview: https://www.dhfonline.org.uk/pg/core-competencies-understanding-building-hardware-training-programme/1178.htm

Flexible learning pathway and course structure: https://www.dhfonline.org.uk/pg/flexible-learning-pathway--core-competencies-understanding-building-hardware/1179.htm

Preview video: https://www.dhfonline.org.uk/pg/new-a-teaser-of-the-building-hardware-training-programme/1239.htm

For training enquiries, please contact the DHF Training Department at training@dhfonline.org.uk

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Saturday, 5 September 2026

ADSA Welcomes Familiar Face in New Member-Focused Role

The Automatic Door Suppliers Association (ADSA) has appointed experienced industry professional Steve Rutherford as its new Membership Development Officer, reinforcing the association's commitment to supporting members, strengthening engagement and helping businesses maximise the value of their membership.

Steve brings more than 20 years' experience within the automatic door industry to the role, alongside a strong track record in training and skills development. Most recently, he played a key role in delivering the industry's pioneering Powered Pedestrian Door Technician apprenticeship programme, helping to develop training content and support more than 70 apprentices through the qualification.

In his new role, Steve will act as a dedicated point of contact for ADSA members, working closely with businesses across the UK to understand their challenges, identify opportunities for support and ensure they are fully benefiting from the association's extensive range of services, resources and training opportunities.

The newly created position reflects ADSA's continued growth and the increasing diversity of its membership base. With more than 600 member organisations, ADSA is investing in stronger member engagement and ensuring businesses of all sizes have access to consistent support, guidance and opportunities for professional development.

Said Steve: “One of the most important aspects of this role is listening to members and understanding what they need from ADSA. Whether that’s training, professional development, technical support or simply helping them navigate their membership, I want to make sure businesses are getting real value from being part of the association.

“I’m looking forward to meeting as many members as possible, learning more about their businesses and helping ensure ADSA continues to deliver the support, guidance and expertise that the industry needs.”

As part of his role, Steve will undertake a programme of member visits and meetings across the UK, gathering feedback that will help shape future services and training provision.

A particular area of focus will be skills development and competency, with ADSA continuing to explore how it can support members as industry requirements evolve and expectations around training, qualifications and continuing professional development increase.

ADSA Managing Director Ken Price welcomed the appointment: “Steve’s extensive industry knowledge, practical experience and passion for skills development make him an excellent addition to the ADSA team.

“Our membership has grown significantly in recent years and it is important that every member, regardless of size, receives the same high level of support and engagement. Steve’s appointment will help us strengthen relationships across our membership, better understand the challenges businesses are facing and ensure ADSA continues to evolve in line with the needs of the industry.”

Before joining ADSA, Steve spent four years delivering the PPD apprenticeship programme at South Staffordshire College, helping to address skills shortages within the sector and supporting the next generation of automatic door engineers. He previously worked for GEZE UK.

Away from work, Steve lives in Tamworth with his wife, Jackie. Between them, they have four grown-up children and share their home with a much-loved Border Collie. A keen runner, Steve has completed almost 300 Parkruns and remains an enthusiastic supporter of Aston Villa. When time allows, he and Jackie enjoy touring the UK in their caravan and spending time with family and friends.

For more information about ADSA membership, training and industry support services, visit www.adsa.org.uk

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Saturday, 29 August 2026

Inspiring future female talent

Endurance® Doors has demonstrated its commitment to nurturing future talent by supporting the WiME Raising Aspirations Programme in partnership with Women into Manufacturing and Engineering (WiME) and The Vale Academy.

The initiative is designed to encourage more young women to consider careers in STEM (Science, Technology, Engineering, and Mathematics), showcase the breadth of opportunities available within modern manufacturing and engineering, and provide practical insight into modern industry, helping to bridge the gap between classroom learning and real-world careers. Confidence building is another key aim of the programme.

The programme reflects Endurance® Doors' wider focus on investing in local communities, developing the workforce of tomorrow and helping to promote greater diversity across the manufacturing sector.

Students were inspired by female industry professionals, including Endurance® team members, Emma Sloan and Jessie Meakin who led a series of workshops designed to help participants identify their strengths, develop confidence and think about their future ambitions.

Other speakers included Sarah Cook from Wood and Lisa Carter from Munich Re who shared their own career journeys and experiences and highlighted the value of determination, resilience and self-belief.

The second phase of the programme included a visit to the Endurance® Doors manufacturing facility where students were given a guided tour of the extrusion department by Ryan Clarkson.

The visit offered valuable first-hand insight into a modern manufacturing environment, allowing students to observe production processes, ask questions and gain a deeper understanding of the diverse range of roles available across the sector, including engineering, manufacturing, operations, quality, logistics and business functions.

Russell Hensman, Brand Engagement Manager at Endurance® Doors, said: “As one of the UK's leading composite door manufacturers, we are passionate about supporting the next generation and helping young people understand the exciting opportunities available within modern manufacturing and engineering. Programmes such as WiME play a vital role in raising aspirations, building confidence and challenging perceptions about careers in STEM and we are proud to champion and be a part of the initiative.”

“It was fantastic to see the enthusiasm and engagement from the students throughout the programme. By opening our doors and sharing real-world experiences, we hope we have helped inspire some of the future talent that our industry will rely on for years to come.”

Manufacturing and engineering continue to face a significant gender imbalance, with women remaining underrepresented across many technical and leadership roles. Initiatives such as the WiME Raising Aspirations Programme help address this challenge by increasing awareness of career opportunities and encouraging more young women to consider STEM-related pathways.

By supporting programmes such as WiME, Endurance® Doors is helping to invest in future skills and local talent development, strengthening links with local education providers, and contributing towards building a more diverse and inclusive workforce for the future.

www.endurancedoors.co.uk

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Saturday, 22 August 2026

Patricia Sowsbery-Stevens appointed Chief Executive Officer of DHF

Door & Hardware Federation (DHF) has announced the appointment of Patricia Sowsbery-Stevens as its new Chief Executive Officer, following the retirement of Bob Perry. Patricia takes up the role after more than ten years with the federation, during which she has played a leading role in its growth and development.

Since joining DHF in 2015 as UK Marketing Manager, she has progressed through a number of senior leadership positions, including Commercial Manager, Head of Commercial Operations, Commercial Director and, most recently, Deputy CEO.

A Chartered Marketer and Fellow of the Chartered Institute of Marketing, Patricia has helped shape many of DHF's most significant achievements over the past decade. She has led the federation's rebrand, expanded its industry-leading training and qualifications, introduced CSCS card schemes and played a key role in developing industry competence frameworks. Her work has strengthened DHF's position as the leading trade association representing the UK's door, gate, shutter and building hardware industries.

As CEO, Patricia will lead the federation's strategic direction, working closely with the Board, Executive Committee, members and industry partners to continue raising standards across the sector through technical guidance, training, advocacy and member support.

"I am absolutely delighted to be taking on the role of CEO at DHF,” says Patricia. “Having been part of the federation for more than a decade, I know first-hand the difference we make to our members and to the industries we represent. It is a real privilege to lead such a knowledgeable and dedicated team.

"Our purpose remains clear; to help businesses succeed while raising standards across the industry. We will continue to champion competence, professionalism and compliance, expanding our training and qualifications to meet the changing needs of the sector. We already deliver training that aligns with BS 8670-1 and the National Occupational Standards, and I look forward to building on that work as we support the development of BS 8670-2 and continue helping both individuals and businesses demonstrate the highest standards of competence.

"The industry is changing rapidly, with increasing expectations around safety, compliance and professional standards. DHF is well placed to support our members through those changes, and I am excited about the opportunities ahead. I look forward to working closely with our Board, our members, our partners and the wider industry as we continue to strengthen the federation and build on the excellent foundations already in place."

Under Patricia's leadership, DHF will continue its commitment to supporting members through trusted technical advice, accredited training, industry guidance and advocacy, while helping drive higher standards of competence, safety and professionalism across the UK's door, gate, shutter and building hardware sectors.

"Whilst we are very sorry that Bob Perry is standing down as the DHF CEO, we are delighted to appoint a very capable successor,” explains Chairman of DHF, Paul Browne. “Patricia has played a central role in the development of DHF over the past few years in terms of the growth of our membership and the range of services and benefits that the DHF offers its members. Given her outstanding track record and knowledge of DHF she is very well placed to lead the growth and development of DHF in the future. We wish Patricia every success in her new role, which she so deserves."

www.dhfonline.org.uk

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Saturday, 1 August 2026

“Strong partnerships are not defined by systems or processes”

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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Saturday, 18 July 2026

Hörmann Appoints New Trade Door Sales Manager

Hörmann has strengthened its sales team with the appointment of Andrew Vodden as Trade Door Sales Manager for its Hörmann Truedor composite door range. Covering the Southern Counties and Wales, Andrew joins the business at a significant time as Hörmann continues to drive forward its ambitious growth plans within the UK composite door market.

With more than 30 years’ experience across the construction and fenestration industries, Andrew brings extensive expertise in trade sales, customer relationship management and business development. Having held senior sales roles within the door and window sector, he has developed a strong understanding of both the exterior and interior door markets, alongside a reputation for delivering outstanding customer support.

Throughout his career, Andrew has worked closely with installers, fabricators, trade counters and merchant customers, helping to build long-term partnerships and deliver sustainable sales growth. In his new role, Andrew will focus on expanding Hörmann Truedor’s trade presence across the South of England and Wales, supporting existing customers while identifying new opportunities within the installer and fabricator sectors.

Speaking about his appointment, Andrew said, “I’m delighted to be joining Hörmann Truedor at such an exciting time. The strength of the Hörmann brand, combined with Hörmann Truedor’s extensive UK manufactured composite door range, provides a fantastic platform to support trade customers and help grow their door sales. I’m looking forward to meeting customers, building strong relationships and helping develop the business across the region.”

Hörmann Truedor continues to invest in its composite door trade offering, with a strong focus on UK manufacturing, product quality, customer service, and long-term customer support.

For further information on Hörmann Truedor visit Composite Front Doors - Hörmann Truedor or call 01530 516868

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Friday, 10 July 2026

Mila UK promotes Julie Holmes to Director & General Manager

Mila UK is pleased to announce the appointment of Julie Holmes to the role of Director & General Manager, strengthening the company’s ongoing long-term strategic growth.

The newly created role will benefit Mila customers by leading to faster decision-making, enhanced coordination across sales and operations, and a more responsive service aligned to their specific needs.

Julie has worked in the fenestration industry for 20 years and has extensive customer and market experience. She joined Mila in 2013 and has progressed through the roles of Area Sales Manager, National Sales Manager, and Sales Director, making this latest step a natural progression.

Julie comments: “Our mission at Mila is to become the most customer-centric and trusted partner in the fenestration industry, delivering reliable products and industry leading service to our customers – and that’s exactly what I want to achieve in my new role. I can’t wait to get started.”

Mila has been at the heart of the UK hardware industry since 1980. It supplies the trade, merchant, and retail sectors, and has a track record of exemplary service and product development.

www.milasecure.com

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Monday, 6 July 2026

A lifetime in the industry and a new chapter ahead

At the end of June, I officially retired from my role as CEO of the Door & Hardware Federation, handing over the baton to Patricia Sowsbery Stevens, who currently serves as Deputy CEO. It feels like the right moment to reflect not only on my time at DHF, but also on a career that has given me more opportunities, friendships, and experiences than I could ever have imagined.

I started work many years ago, although I will leave you to guess exactly how many! What I will say is that I became the very first Commercial Apprentice at Josiah Parkes, better known to many as Union Locks, based in Willenhall in the West Midlands. At that time, Willenhall was regarded as the heart of the locks and hardware world, employing more than 6,000 people across the town and surrounding area. Looking back now, it feels like I entered the industry during a completely different era, yet even then there was a sense of pride, craftsmanship, and community that stayed with me throughout my career.

Fast forward to 2008 and I found myself preparing for retirement for the very first time. Strangely enough, I was still working in Willenhall, in the very same building where I had started all those years before. Of course, a huge amount had happened in between. Parkes had been taken over by Chubb. Chubb later became part of Racal Electronics, famous for launching Vodafone, before becoming a separate PLC listed on the stock exchange. Then Williams Holdings, who already owned Yale, acquired the Chubb lock division, and eventually in 2000, the business became part of the ASSA ABLOY Group. It was quite a journey and certainly never dull.

After so many happy years in the lock industry, I genuinely thought retirement had finally arrived. As it turned out, retirement lasted only a few weeks. I quickly realised I still wanted a new challenge, and that challenge came in the form of becoming Executive Chairman of the Door & Hardware Federation.

Looking back on my time at DHF, there are several achievements that have given me enormous satisfaction, but training has to come first. In 2013, DHF introduced its very first training course covering automated gates and traffic barriers. At the time, we had no real idea what demand would look like, but it very quickly became clear that there was a significant need across the industry. The response was so strong that DHF appointed its first full-time Training and Compliance Officer. Encouraged by this success, further training programmes were introduced covering industrial doors and garage doors. Working alongside BRE, DHF also launched training courses focused on fire door installation and maintenance.

Today, DHF offers nine training courses and has welcomed nearly 7,000 learners. That growth is something I am particularly proud of because training and competency are absolutely essential for the future of our industry. Importantly, we have never stood still. DHF continues to develop new programmes to meet the changing needs of members and the wider sector. In the coming weeks, we will launch the new Building Hardware Training Programme, which is the biggest project DHF has ever undertaken in terms of both time and investment.

What makes the programme especially valuable is its flexibility. Companies can select training modules specifically suited to their employees and business activities. For example, if a company specialises in padlocks, there is a dedicated module focused solely on padlocks. Altogether there are twelve individual product modules, creating a truly tailored learning experience.

Another source of great pride has been the growth of DHF’s membership. Today, DHF represents six product groups and has more than 600 members. All areas have grown steadily, but the expansion within the automated gate and industrial door sectors has been especially significant, with 380 and 356 members participating in those groups respectively. Without doubt, part of this growth reflects companies recognising the value of access to high quality training and guidance at reduced member rates.

DHF has also continued to play a major role in supporting industry standards and developing its own Technical Specifications. This commitment stretches back many decades. In fact, DHF was instrumental in creating the well-known BS 3621 thief resistant standard for single point locks during the early 1960s, a standard still widely recognised today. More recently, DHF introduced TS 007, which addresses anti-snap protection for lock cylinders. Work is also nearing completion on a new Technical Specification for key safes.

As I prepare to step away, naturally my thoughts also turn to the future. One thing on my wish list is a return to more face-to-face meetings. Teams and Zoom meetings undoubtedly have their place, but I do believe we have become too dependent on them and, in so doing, have lost some of the benefits that come from personal engagement and networking. Another ambition is the creation of a proper apprentice scheme for gate and door installers. DHF has explored this possibility for several years, often encountering dead ends along the way, but there now appears to be a genuine opportunity to make it happen. I sincerely hope the industry can bring it to life.

I would also like to see a greater understanding and use of the Competency Frameworks developed by trade bodies across the sector. These frameworks provide clear pathways for becoming a properly trained and competent professional. The work has been done. Now the challenge is ensuring those pathways are recognised and adopted across the industry. Hopefully this will encourage greater uptake of NVQs, particularly those offered by Entrance Systems Alliance, a company jointly owned by DHF and the Automatic Door Suppliers Association.

As for me, after decades in the industry and many rewarding years at DHF, it is finally time for a new chapter and perhaps the biggest challenge of all deciding what to do with all my free time. It has been such a privilege to work alongside so many talented and dedicated people throughout my career, and I would like to thank everyone who has been part of that journey.

Finally, I must congratulate Patricia Sowsbery-Stevens who is taking over from me as CEO. Patricia has been with DHF for ten years and has played a major role in developing our commercial function involving marketing, membership and training. She works tirelessly for DHF and her promotion is well deserved. I am sure that you will join me in wishing her all the best in her new position.

Best wishes,

Bob Perry

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Thursday, 2 July 2026

25 Years in Motion: The Alliance Door Engineering Story

When Alliance Door Engineering Ltd was first incorporated back in 2001, it didn’t start with fanfare or grand statements, just a modest unit on Moss Industrial Estate in Lowton and a clear intention to build something that would last.

25 years on, that modest beginning has become a 27,000 sq ft manufacturing operation, built step by step through steady growth.

So, when we heard about Alliance’s milestone anniversary, we put our own wheels in motion and headed over the hills towards Wigan to take a closer look. For Gemma and Steve from Door Industry Journal, it was a chance to meet a business that has spent 25 years moving forward and still shows no sign of slowing down.

What becomes clear quickly is that Alliance is not a company that talks about arrival points. It talks about process, progression, and keeping things moving in the right direction. Today it operates from a 27,000 sq ft manufacturing facility, but that figure only tells part of the story. The more interesting detail is how consistently the business has moved to reach it.

As Sales Director Tim Stuart puts it, “We’re a trade supplier and we don’t take risks. Our doors are big and heavy and we don’t make excuses for that. The shutters work, and work well.”

It is a grounded statement, but also one that hints at forward motion rather than reinvention.

Early movement: from small beginnings to first expansion

The company’s earliest days in 2001 set a pattern that would define much of what followed. Starting from modest industrial space, it did not take long before growth created its first move. Capacity was increased, operations were reorganised, and the business began to establish its own manufacturing capability.

From the outset, there was a clear decision to keep as much work in-house as possible. Early investment in forming equipment allowed the team to start producing key components internally, setting the business in motion as a manufacturer rather than simply a supplier. Around the same time, early fire testing on roller shutter systems demonstrated that compliance and performance were already part of its direction of travel.

By the mid-2000s, that early momentum had developed into a more defined manufacturing operation. New product development followed, including the “Cheetah” PVC high-speed door, alongside continued investment in fabrication equipment. Each step added a little more movement to what was becoming a structured production capability.

Fire-rated shutter development also became a recurring thread during this period, with early tubular motor testing marking another technical milestone along the way.

Building momentum: expansion and acquisition

As demand increased, the business continued to move, both physically and operationally. Larger premises followed, along with a significant acquisition that brought additional expertise in sliding and folding door systems into the group.

Rather than changing direction, this added momentum to the existing product base. Roller shutters, fire shutters and high-speed doors were joined by folding and specialist systems, broadening the offering while still keeping production tightly controlled.

“Everything is manufactured in house,” Tim says. “That’s the way John Hare, our founder, started the business and that’s how it’s continued. Even the parts we could have bought in, we have bought the machinery to make them ourselves.”

Finding a base, but not standing still

By 2018, Alliance had established a permanent headquarters and manufacturing base, a significant moment in terms of stability. However, even this did not represent a pause in movement, more a consolidation before the next phase of expansion.

Formal systems followed, including ISO9001 accreditation, alongside continued product testing and re-certification to updated standards. Around the same time, further land was secured for future development, effectively keeping the next stage of movement already in play.

Rather than settling, the business was preparing its next shift.

Keeping pace: digital tools and continuous flow

In recent years, movement within the business has not only been physical but also digital. The launch of a customer portal in 2024 introduced a new way for trade customers to generate quotations and drawings at any time of day.

Importantly, this has not replaced traditional ways of working. Instead, both approaches run side by side.

“We blend old school with modern,” says Tim. “You can use the customer portal or you can call us and speak to someone on the shop floor with 15 or 20 years’ experience. A lot of customers do both.”

That flexibility reflects how the trade itself now operates, with work continuing well beyond standard hours.

“The beauty of the portal is it is 24 hours a day,” he adds. “When our customers get home from a day’s work and want to do their admin and ordering, the portal means we are still open while they are still working.”

Relationships in motion

One of the more consistent themes during the visit is that many of Alliance’s customers are not just long-term clients, but long-term partners who have grown in parallel with the business.

“Our customers have grown with us over the years,” says Tim. “It is like we are an extension of their business and vice versa. We get a lot of business through word of mouth.”

There is also honesty about visibility within the wider industry.

“Even after all this time, some people in the industry don’t know who we are or what we do,” he says. “25 years later, we are ready for them to know.”

Keeping things moving, without overcomplicating them

Across its product range, from industrial shutters to high-speed systems, there is a consistent emphasis on practicality and proven design.

“There are modern techniques and technology now,” Tim says, “but at its core, the shutter is a mechanical machine. The more intricate they become, the more can go wrong.

“We have proven solutions that do not need to be reinvented every year. The shutters work and work well.”

Still in motion

As Alliance Door Engineering Ltd reaches its 25th year on 17 December, the most striking impression from the visit is not just how far the company has moved, but that it is still moving.

From its early beginnings to its current manufacturing scale, the business has developed through steady expansion, controlled investment and a clear focus on in-house capability. Each stage has added momentum rather than interrupting it.

And if there is a defining takeaway, it is this: Alliance is not a company marking a pause point in its history. It is one that is still very much in motion, and shows every sign of continuing that way.

www.alliancedoors.co.uk

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Wednesday, 1 July 2026

So, the time has come...

I have been CEO of DHF for many years during which time it has been a privilege and honour to be part of the team who have worked together to make DHF what it is today. Now I am retired...

Membership has grown every year and looking back the highlight for me was when DHF launched its first training course in 2013. What a pleasure it has been to see how this element of DHF has grown and will continue to grow with the launch of the Building Hardware Training programme in the next few weeks.

I am also very pleased to announce that Patricia Sowsbery-Stevens, currently Deputy CEO, will become CEO from July 1st. Patricia has been with DHF for over 10 years and has played a major role in developing our commercial function involving marketing, membership and training. Patricia works tirelessly for DHF and her promotion is well deserved. I am sure that you will all join me in wishing her all the best in her new role.

As well as thanking all the DHF staff for their loyalty and support over the years, I must thank the Executive Committee and the Board of Directors for all the support and time that they give us. This is really appreciated by all of the staff.

And finally, a big thank you to our members. Without their support DHF would not exist. It has been a pleasure working with you.

All the best for the future, Bob

www.dhfonline.org.uk

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Wednesday, 24 June 2026

Experience Behind the Products: Meet Darren Reynolds and Dave Halfpenny

At Marantec UK, experience remains one of the company’s greatest strengths. Behind the products, systems and technical solutions is a team of long-standing industry professionals whose knowledge has been built over decades of hands-on involvement within the industrial door sector.

Two people who reflect that experience particularly well are Darren Reynolds and Dave Halfpenny, who together represent over 50 years of industry knowledge across commercial development, production and technical manufacturing.

Dave Halfpenny - Experience Built Through Production

Having worked within the industrial door sector for around 25 years, Dave Halfpenny has seen manufacturing evolve significantly throughout his career. Beginning within the industry at Jolly Motors before moving through Link Controls and now Marantec UK, Dave has developed extensive knowledge across production and manufacturing operations.

A typical day within Production, he explains, involves “leading a highly motivated team of people towards our common goal,” with the department’s primary focus being to “meet daily output targets in a controlled and safe manner.”

Quality control and consistency remain central to everything the Production team does. “They are the absolute foundation,” Dave says. “Output means nothing if the products fail to meet our customers’ specifications.”

Over the years, he has witnessed major changes in both manufacturing processes and customer expectations. “Advanced automation and strict thermal efficiency regulations have reshaped the door manufacturing landscape,” he explains. “We now rely more heavily on electrical innovation, whereas when I started it was far more mechanically based.”

Communication between departments is another area Dave believes is critical to delivering for customers successfully. “It’s the single most important factor in preventing costly order errors, missed delivery deadlines and catastrophic product failures in modern manufacturing,” he explains. “Sales, Production and Technical teams act as a tripod — if any leg fails to communicate, the entire customer delivery collapses.”

While customers may only see the final product arriving on-site, Dave highlights the amount of work happening behind the scenes. “The seamless experience our customers enjoy is a carefully engineered illusion,” he says. “There is an invisible engine room working around the clock to make it happen.”

Recent investment into machinery and automation at Marantec UK has also created new operational opportunities. “We now have increased options on products that we can manufacture in-house and maximise efficiency within the industry,” Dave explains.

Internally, he believes strong teamwork and camaraderie remain essential. “Safety and mutual respect between everybody involved” are among the most important ingredients within a successful production environment.

Dave’s contribution to the business was recognised recently when he was named Marantec UK’s Employee of the Year 2025, reflecting both his long-standing commitment and the respect he has earned internally across the company.

Darren Reynolds - Supporting Customers Through Experience

Like Dave, Darren Reynolds has spent the vast majority of his working life within the business, joining the company in 1997 at the age of 25.

Since then, he has seen the company evolve from a family-run operation into part of a worldwide group. “The company has continued to evolve and grow throughout the entire time,” Darren explains, “expanding our product portfolio and building knowledge and experience of these products as we go.”

Now working as Commercial Development Manager, Darren’s new role combines experience gained across sales, technical sales, procurement and pricing. His focus is on supporting departments across the business while also helping shape future product development and growth opportunities.

For Darren, customer expectations themselves have not fundamentally changed over time. “If we are doing our job correctly, the customer experience should be simple and straightforward,” he explains. “We just need to keep improving, returning information, quotes and orders promptly to enable customers to keep their own customers happy.”

Looking ahead, he believes future opportunities will continue to come from listening closely to customers while monitoring how technology develops across the sector. “There will always be areas to grow as customer needs change,” he says.

Outside of work, Darren keeps active through Touch Rugby and Masters Rugby League, often playing several times a week throughout the year.

For more information about Marantec UK and its product range, visit www.marantec.co.uk or contact the team directly at sales@marantec.co.uk

#together

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