Family Firm to £100M Powerhouse: The Roper Rhodes SME Success Story

In the heart of Bath, a quiet revolution has been taking place. Roper Rhodes, a business that began life in 1979 as a family-run manufacturer of bathroom furniture, has grown into one of the UK’s leading brands in its category.

With a product range spanning, built bathroom furniture, LED-illuminated mirrors, wall cabinets, sanitary ware, and stylish brassware, the company has not only survived in a competitive and traditional market – it has thrived.

Now on track to hit £100 million in revenue, I spoke to CEO Leigh Leather to find out how Roper Rhodes became a textbook example of how regional SMEs can scale successfully without losing their values.

A Decade of Growth, Grounded in Culture

The company’s transformation over the past decade is remarkable. In 2012, Roper Rhodes was a £33 million business. That same year, they partnered with us to appoint a new Sales Director to the board. The successful candidate, Leigh Leather, would go on to become CEO in 2021.

Leigh’s appointment was a pivotal moment. The board at the time had been together for over 16 years–a tight-knit group with deep institutional knowledge. The challenge was to bring in someone who could offer a fresh perspective without disrupting the culture.

As Leigh puts it, “cultural style was as important as commercial track record.” That balance, between continuity and change, has defined Roper Rhodes’ approach ever since.

Navigating the Transition from Family to PLC

Perhaps the most significant milestone in the company’s history came in December 2021, when Roper Rhodes was acquired by the Svedberg Group. After more than 40 years of family ownership, the transition to PLC status could have been destabilising. But it wasn’t.

“The challenge was ensuring that we, the board, took everyone with us on that journey,” says Leigh. “But also retaining our unique culture during the transition.”

The key, he says, was choosing the right buyer. “We selected a new owner that would allow us to operate as a good SME. They had a track record of this. But we’ve also learned from them – particularly around people engagement and continuous improvement.”

Building a Leadership Team for the Future

As the business has grown, so too has its leadership structure. The board has expanded from four to six members, and the senior leadership team now includes 20 people who run the day-to-day operations.

This growth has been achieved through a mix of internal promotions and external hires. In addition to Leigh’s appointment, Berwick Partners also supported the recruitment of Operations Director, William Steel, now Chief Operating Officer, and, more recently, a new Head of Operations.

When asked what he looks for in senior hires, Leigh is clear: “Number one for me is trust and integrity, assuming the person has the skills. And particularly in an SME environment, I look for people who can roll up their sleeves. No managing from behind a desk. That’s a big part of our culture.”

Resilience in the Face of Global Disruption

Like many SMEs, Roper Rhodes has faced its share of challenges in recent years. Post-Covid, the company was hit with a £1 million per month increase in freight costs. Add to that currency fluctuations, commodity inflation, and the impact of the Ukraine crisis, and it’s clear the business has had to be agile and resilient.

“We managed our way out of it with creativity,” says Leigh. “And we’ve come out stronger.”

His advice to other SME leaders? “Always forward plan. Think about the next three years and stay focused. It’s easy to default to short-term thinking in tough times, but that’s when long-term vision matters most.”

Customer-Centricity at the Core

Despite its growth, Roper Rhodes has never lost sight of the customer. “We start every process by putting ourselves in the customer’s shoes,” says Leigh. “We know that good products and teams are essential, but equally key to success is good customer service.”

The company scores highly on the product vitality index, a measure of how much of its revenue comes from new products, demonstrating its commitment to innovation and relevance.

Advice for First-Time SME Leaders

For those stepping into their first MD or CEO role in an SME, Leigh offers a piece of advice that’s as humble as it is wise – “don’t stir the pot until you fully understand the contents.”

“There’s often pressure to make an immediate impact,” he says. “But I always tell new leaders: sit, listen, and absorb. Get to know the business before you try to change it.”

A Call for SME-Specific Support

Finally, Leigh believes more could be done to support regional SMEs like Roper Rhodes. “The government should consider a different level of tax,” he says. “Offer more incentives and tax breaks that are specifically targeted at SMEs–things that will drive reinvestment and long-term growth.”

Final Thoughts: A Blueprint for Regional Growth

Roper Rhodes is business success story, and a blueprint for how regional SMEs can scale sustainably, transition ownership gracefully, and build leadership teams that reflect their values.

With a clear vision, a strong culture, and a commitment to both people and product, Roper Rhodes proves that you don’t have to be based in London–or Silicon Valley–to build something remarkable.

For further information about the work we do in Retail, please contact Alka Gandhi.