Richard Lee is a prominent figure within the competitive landscape of kitchen, bedroom, and bathroom (KBB) retail.
As the CEO of Paula Rosa Manhattan (PRM), his journey through the industry’s various sectors has resulted in his adaptability and leadership. “My background has been in the sector pretty much all my working life,” Richard shares. “I worked through from sales into operations and then into senior management roles and C-Suite level roles.”
With over two decades of experience, Richard’s career is a tapestry woven from diverse corporate backgrounds, ranging from public companies to private equity-owned firms. “I’ve worked in a cross-section of businesses with very different cultures,” he explains, highlighting his tenure in distressed businesses and mature companies seeking growth.
The CEO’s approach to leadership is shaped by his varied experiences. “I like to learn from all experiences,” he says. From the rigour and professionalism of PLCs to the agility of private equity, each has contributed to his strategic toolkit.
Richard came into PRM to define the company’s strategy, instil a vision, and lead a turnaround. Despite financial challenges and the need for autonomy from its Swedish parent company, he has focused on fostering a culture of engagement and strategic growth. “We’ve worked hard on employee engagement,” Richard notes, emphasising the importance of communication and listening in order to build a team that shares a common purpose.
Now, PRM is not just surviving but thriving, with financial metrics set to surpass expectations. It’s a milestone that reflects not only the company’s resilience but also Richard's unwavering commitment to excellence. “Our ambition to grow and improve will not change,” the CEO asserts, signalling a future as promising as the legacy he’s helping to build.
Richard likens his initial experience with the company to steering a cumbersome vessel. “It felt a bit like trying to turn an oil tanker around,” he describes. The company’s processes, while thorough, were overly complex, hindering agility and progress. “A grading system in production meant that no one actually got upgraded. It was just too complex,” he recalls.
When Richard came in the company confronted its siloed operations head-on. His remedy was to shift the focus from individual departmental success to the company’s collective achievement. “The measure of success wasn’t how your department was doing. The measure of success was how the company was doing,” he asserts.
Richard’s background in turning around distressed businesses proved invaluable in addressing these challenges. He understands that resistance often stems from fear of the unknown rather than malice.
Through a series of workshops with the executive team and subsequent levels of management, he worked to dismantle barriers and foster a culture of collaboration and mutual support. The result is a transformed environment where disruptive behaviour is met with understanding and resolution, aiming for win-win outcomes. “
A Confluence of Tradition and Innovation
Richard oversees a unique amalgamation of heritage and progress. The company, born from the merger of two distinguished kitchen manufacturers, has served the contracts market with distinction, resulting in strong foundations in the UK’s bustling construction sector.
Under the aegis of Ballingslov International and the broader Stena Group, PRM has maintained a low profile, focusing on quality rather than publicity. “Historically we’ve taken a very low key role,” Richard admits. However, this reticence did not equate to stagnation. On the contrary, the CEO’s strategic vision has propelled the company into a new era of social media engagement, with a commitment to regular postings.
Looking at broader industry trends, Richard acknowledges the differences between the UK and Scandinavian markets, particularly in product preferences. “Shaker kitchens probably account for 50% of the UK market,” he points out, contrasting it with their sister company’s offerings in Scandinavia. Despite these differences, Paula Rosa Manhattan is adept at navigating the nuances of the market, from colour trends to working practices whilst benefitting from the group’s buying power.
Richard’s approach is one of learning and adaptation, seeking to harmonise the company’s practices with the best of European standards while maintaining its unique identity. “We can always learn from each other,” he concludes, encapsulating his philosophy of continuous improvement and cross-cultural collaboration.
Richard’s Legacy at Paula Rosa Manhattan
The PRM CEO is not only steering the company towards a prosperous future but is also meticulously crafting a legacy that will endure. “I am already working on my succession plan,” he states. He is determined to ensure that the company’s success is not transient but becomes a permanent fixture in its culture.
Richard’s blueprint for the company’s growth is ambitious yet straightforward: “2X5Y,” he calls it, aiming to double the size of the revenue in the next five years. This strategy focuses on financial growth and expanding the company’s horizons. “We recently launched a B2C operation,” he reveals, showcasing his initiative to leverage the company’s assets more effectively.
The expansion is not limited to business operations; it extends to product offerings as well. “We have recently launched a bedroom offer for our customers,” the CEO says, indicating the company’s venture into new markets. This diversification is part of his vision to create a more agile and nimble business that remains true to its core values of quality and service.
Ultimately, Richard’s legacy is deeply intertwined with the people of Paula Rosa Manhattan. His aspiration is to create a company that values its workforce as its greatest asset, fostering loyalty and a thirst for growth. “The loyalty and longevity of service is what’s going to carry this business through the next 3-4 five years of growth and beyond,” he concludes.
