Helen Holland
The managing director of New Homes Flooring tells David Strydom that although most of her company’s work is domestic newbuild housing, market changes have brought adaptations
What is New Homes Flooring, and what’s your role within it?
We’re a flooring contracting business focused primarily on the newbuild housing sector. I’ve worked in the industry for about 28 years, operating under different company names during that time. Originally, the business was run by myself and my former partner. We separated in 2005, but after he became ill with a brain tumour in 2016, I continued the business independently and later established it as a limited company. Most of our work is domestic newbuild housing, although in recent years we’ve taken on more commercial and private domestic projects owing to market changes and planning delays affecting housing developments.
My role now is overseeing the overall operation. Over the years I’ve done everything from warehouse work and organising deliveries to managing contracts, but today my focus is on running the business and ensuring everything operates smoothly.
How do you make sure installation quality stays consistent across different projects and sites?
Over the years I’ve developed quite a clear idea of what’s acceptable quality and what isn’t. I’ll admit I’m quite fussy – my team says I’m one of the hardest people in the industry to work for – but I always say that at least they can be proud of the work they deliver every day.
We’ve created a fitters’ handbook that sets out our expectations and standards. All our installers sign it to confirm they agree to work to those standards. We also ask for photos from site every day so we can see the work that’s been completed. That helps us keep track of quality across projects. Of course, occasionally there might be the odd issue – a bubble in vinyl, for example – but generally the team know what’s expected and we’re very consistent now.
How do you keep updated with standard specifications and manufacturer guidance?
I try to stay very much on top of new products and price variations and understanding what you actually get for your money. One frustration is housebuilders often set up their own deals directly with manufacturers for carpets and flooring.
In many cases it’s essentially the same product being sold under multiple names. I’ve literally got a sheet showing six different names for the same carpet depending on the supplier or the builder’s agreement. The specification might be identical, but the name and price vary depending on the deal.
That can be frustrating because sometimes the products chosen aren’t necessarily the best option. In the past I’ve tried very hard to persuade clients to change to a better or more cost-effective product, even putting together detailed comparisons. But on one occasion it actually lost me work because it was perceived as challenging their decision.
Since then I’ve learned sometimes it’s better to just get on with it and install what’s been specified, even if you know it’s not the best product available.
What do you look for at tender stage to avoid problems later onsite?
At tender stage, we focus on reading everything carefully because there’s always a huge amount of documentation. We clearly outline what is included within our tender and highlight anything that isn’t. Recently, for example, I started separating latex levelling work as an additional item because uneven floors onsite can quickly become a major issue if not properly accounted for.
We don’t charge excessive amounts for extra preparation work and will usually offset it against the original tender, but floor conditions can vary significantly from site to site. When we insist on carrying out the preparation correctly, it can sometimes feel like we’re the ‘bad guys’ because it affects the programme.
Ultimately, it’s about being clear from the outset. Builder contracts can be extremely complex, so a lot comes down to relationships, trust and managing expectations properly from day one.
What do you do if a specification isn’t right for the conditions or use of the space?
If something clearly isn’t suitable, we say so immediately and explain the risks involved. If the client still wants to proceed, we’ll suggest ways to make it workable, often through additional preparation such as a DPM or latex levelling, which can significantly increase costs.
Everything is documented by email. We learned long ago that relying on verbal conversations can lead to misunderstandings onsite, so we now put everything in writing. We also carry out a site visit before installation and follow up with an email outlining any concerns or specification issues. Sometimes these arise close to the fitting date, which can be disruptive, but generally we resolve them quickly.
How do you plan labour to balance reliability, skills and workload?
The subcontractors we use regularly are people we’ve worked with for a long time. We try to stay flexible with them and keep communication open. The ops team lets them know what work is coming up so they can plan ahead.
It’s very much about relationships. We encourage them to take on private work and fill their diaries when things are quieter. Then when we know a busy period is coming up, we give them plenty of notice so they can prioritise our work and avoid booking holidays during those times.
Most of the installers we work with have been with us for around 15 years, so there’s a really strong rapport there. They’re not always the easiest people to manage – that’s the nature of the trade – but they understand that we’re all working as part of the same team.
How do you ensure subfloor preparation is done properly on every project?
Ultimately it’s the installers’ responsibility to make sure the preparation is right, because if it isn’t, they know it will come back to them when something goes wrong.
That said, the guys we use have all been with us for a long time and they’re quite cautious. They don’t want the responsibility if there’s a problem later, so if they come across anything on site that concerns them, they’ll call us straight away.
It’s all set out in the fitters’ handbook as well – the standards for preparation and the expectation that the floor is left perfect before installation. We also carry out site visits and sign off the work once it’s complete. At that point we’d notice any issues, but in reality it’s very rare that anything significant comes up. Everyone knows the rules and works to them.
How do you respond when programmes are shortened or changed at short notice?
In reality, we just have to respond to what the builders need. The ops team is used to managing constant changes, and we try to plan sensibly so we don’t order materials too early or commit labour before we’re confident the site is ready.
It’s about having a presence on site and trusting your instincts. If someone says a plot will be ready in two weeks but you can see it’s really four or five weeks away, you hold off ordering materials and make a note in the diary instead. We use a diary system with notes so everything can be monitored and reviewed.
Sometimes changes are unavoidable. Recently we had 16 flats and another six houses fall out of the programme in the same week, which completely changed our workload. Often it’s because of inspections, certification delays, or issues like plumbing leaks. When that happens, we try to stay flexible and see if we can do prep work or move labour around so the time isn’t completely lost.
What is your process for dealing with defects or issues after completion?
After installation, our team carries out site sign-offs. If there’s anything obvious at that stage, it’s flagged straight away. Otherwise, issues usually appear later through the customer snagging process when the homeowner moves in.
Those requests go to our customer care coordinator, Charlotte. She receives them from the site team and organises any follow-up work that’s needed, usually supported by photos. To be honest, genuine defects in our installation work are rare. More often the issues are caused by other trades – for example a door bar being damaged, a plumber moving a toilet slightly, or a kitchen unit panel being adjusted to fit an appliance. Charlotte and the ops team manage those situations and arrange any necessary visits.
Which manufacturers would you like to give a particular shout out to?
Cormar Carpets would definitely be number one for me. They were actually the first account I ever opened when I started the business, and I’ve worked with them ever since. The products are reliable, the quality is consistent, and if there’s ever an issue it’s dealt with quickly.
Karndean is another company we’ve had a long relationship with. We’ve been using their products for more than 20 years and again, problems are very rare. If you provide feedback they take it seriously and work with you to resolve things.
Bostik adhesives have also been excellent, particularly in the last few years since we started using them more regularly. The technical support and reliability have been very good. There are other suppliers we’ve worked with over the years – Furlong, for example – who’ve been really helpful. But if I had to single out a few, Cormar, Karndean and Bostik would definitely be my big shout-outs.
