Consistency onsite comes from tight control, trusted teams and addressing problems early before costly failures, Nationwide Flooring’s business development manager, Joe Norris, tells David Strydom
How do you make sure installation quality stays consistent across different projects and sites?
We work with subcontract teams, but we vet them extensively before bringing them on board. If we introduce a new team, we trial them on smaller projects first. We also encourage continuous improvement and regularly recommend training courses to help them develop their skills.
Although they’re subcontractors, we tend to use the same teams consistently, so there’s a clear understanding they’re representing our business. At any one time we may have about 10 teams operating across London, the Midlands, Manchester and other regions. Some prefer to work away, others locally, and we factor that into our planning.
How do you keep up to date with standards, specifications and manufacturer guidance?We’re members of the Federation of Small Businesses, which helps keep us informed on health and safety and regulatory updates. We also work closely with manufacturers’ technical representatives to stay on top of specification changes and new developments.
Internally, we issue a monthly company newsletter highlighting updates, changes and anything the team needs to be aware of, ensuring everyone stays informed.
What do you look for at tender stage to avoid problems later onsite?
Tender packages can be overwhelming, often containing large volumes of documentation. We make sure the information we submit is directly relevant to what’s being requested.
If something isn’t clear in the documentation, we ask for clarification rather than making assumptions. We prefer collaboration at this stage — isolating key requirements rather than filtering excessive documents down the supply chain. Early communication prevents issues later.
What do you do if a specification isn’t right for the conditions or use of the space?
We raise it with the client immediately and propose suitable alternatives. We’ll provide pricing options along with our recommended solution. Ultimately, we won’t install something we don’t believe is fit-for-purpose. Clients often just want comparable bids, but we make sure they understand the practical implications before proceeding.
How do you plan labour to balance reliability, skills and workload?
We typically plan two to three weeks in advance, particularly on larger projects. While programmes can shift, we try to maintain flexibility while still giving both clients and subcontractors clear visibility. At any given time, our teams know what they’re working on for at least the next three weeks.
How do you ensure subfloor preparation is done properly on every project?
It depends largely on the final floor finish. LVT, tiles and other products all have different preparation requirements, so we assess each project individually. We consider the existing substrate condition, any deterioration, build-up requirements and the performance expectations of the finish. Subfloor preparation is critical to achieving the correct final result.
How do you respond when programmes are shortened or changed at short notice?
It can be frustrating, but we try to build contingency into our planning wherever possible. Delays usually increase pressure because handover dates rarely move.
If the site isn’t ready, it isn’t ready — so we implement a secondary plan and adjust accordingly. Flexibility is essential.
What is your process for dealing with defects or issues after completion?
We begin with a site visit or request photographs, followed by a technical inspection with the manufacturer’s representative if required. We review the report and follow the recommended course of action. Whether the issue stems from installation, product performance or another trade impacting the area, we deal with it promptly and professionally.
How do you approach sustainability and material reuse on projects?
We’re not always involved at specification stage unless the client asks for input. On higher-end retail projects, for example, Italian tiles may be specified. While transport has an environmental impact, the durability of the product means less frequent replacement. We also work closely with distribution partners such as TradeChoice and Mercado, who offer their own sustainable product ranges alongside LVT and other materials.
What do you see as the biggest challenge facing flooring contractors today?
The race to the bottom on price. It’s a busy industry, but margins are tight and there’s always someone willing to undercut. Contractors are trying to remain competitive, which is understandable, but long term it isn’t sustainable. At some point something has to give.
How important are supplier relationships?
We have strong relationships with all our suppliers and distributors, including F Ball. We value long-term partnerships and mutual respect. Even when technical issues arise, we deal with them constructively and move forward. Maintaining positive relationships is essential in this industry. – As told to David Strydom
