Alex Jenman

Gainsborough Kitchens was established in 1998, what first sparked your interest in kitchen design?

Alex: Well, I’ve actually been doing kitchens a lot longer than that — since I left college!

I started work in a proper old-school furniture shop that sold kitchens. I was originally employed as a van driver, delivery man, and salesman. They wanted somebody big and strong to deliver in the morning, sell in the afternoon and they had a kitchen department doing Cuisine Schmidt. 

I had done technical drawing at college, and when I saw what the kitchen department was doing, I thought I could do that. I started hanging around the kitchen displays, selling more kitchens than furniture. 

Within a year or so, I persuaded the owner to start a bathroom department and let me run it. Then I encouraged the kitchen designer to take another job, and I took over the kitchen department. 

By about 1991, I was properly doing kitchens. 

I was there for nearly nine years and started thinking, “What’s next – become a rep or start a shop?” I took two weeks off, looked around, found premises, put a business plan together, and committed to buying a property. 

I was 28 when setting up, 29 when it opened, and 27 years later I’m still doing it. 

What’s the main thing that has kept you going in this line of business?

Alex: I love kitchen design. It’s still as exciting now as it was back then and it keeps me driven and interested.

It’s not just about the grand projects though. Regardless of size or budget, every job can be improved with clever and thoughtful design — that’s what keeps me going. I also love the fact that the business just keeps evolving all the time — there’s always something new to learn.

Most people start out by leasing or renting premises first. What gave you the confidence to buy straight away?

Alex: Well, property prices in Gainsborough weren’t enormous at the time, so it felt affordable. The deposit was about £15,000 so it seemed like a no-brainer.

The property was originally advertised for rent, but I wanted the option to buy. After all, if you’re investing time and money into a showroom, the last thing you want to do is to walk away from it. 

I was also lucky because part of the building had a sitting tenant who effectively paid half the mortgage. Four years later they moved on, and we expanded the showroom. 

Circumstances helped, but I followed logical steps. I wasn’t committing straight away — just seeing what happened. Then suddenly you realise you’re far enough down the line that the decision becomes easy!

How has your business evolved over the years?

Alex: I think kitchens themselves have evolved. Industry‑wise, kitchens have moved from being about doors and finishes to being about design — and that’s been a big shift. To keep up, we expanded physically, added warehouse space, grew the team, and refined how we work. 

How has this affected your showroom displays?

Alex: We used to have 15 - 20 small displays. Now we have fewer, larger displays showing concepts and ideas. 

It has become a design-led industry, which I’m really pleased about. 

When it comes to installation and project management, what keeps the design vision intact through to the final fit?

Alex: To be honest, it’s about good project management, and keeping as much as possible in‑house. I design and sell, but I also visit jobs. We supervise all trades from start to finish. We now have an installations manager, and together we oversee everything. 

That’s what differentiates independents from sheds — making the installation seamless. It’s the hardest part for customers, and we take care of it. 

On higher-end projects, we also bring in an interior designer for colour consultations and mood boards, so the customer feels the whole project is joined up.

Price expectations are an on-going frustration for independents. How do you handle this?

Alex: Price is, without doubt, the hardest part. People don’t understand what kitchens cost anymore. 

Costs have gone up everywhere — materials, labour, suppliers. Customers rarely tell you their true budget, but they always know when you go over it. We often appear more expensive because we redesign kitchens properly, moving services and improving layouts. 

I think value matters more than the price: if the customers see value, they’ll pay a premium.

How do you communicate that value?

Alex: Never start with the cheapest version. Present the best solution first, then show alternatives. And always be prepared with options on the spot.

If someone wants everything top-end and it’s over budget, I explain why and show what changes bring it back into budget. That way they understand the trade-offs. 

How are you staying visible in the current climate?

Alex: We don’t really spend on print anymore. Most of what we do now is about being visible locally online. 

Google is the big one — in a town like this, local SEO matters far more than flashy national campaigns — making sure we show up when people in the area are actually searching for kitchens. 

We’ve used things like Yell for Google ads, and we’re careful about keeping our listings, reviews, and website up to date. 

Most people already know our name, or they’ve heard it from someone else. Then they Google us to check we’re legit — that’s where visibility really counts.

Recently we hired a local agency to handle website updates and social posts. It’s early days and tracking ROI is difficult, but the quality and consistency are improving. 

After 27 years in a small town, awareness comes from multiple sources.

How important are awards?

Alex: Awards give reassurance and credibility — especially when they’re judged by peers, like KBB Review and KBB Focus. I’m proud to have been a finalist of both prestigious awards in the past and immensely pleased to say that I have just heard that I am a finalist in the upcoming KBB Review Awards for 2026 as well. 

Awards aren’t everything, but they help build trust and profile, both with customers and within the industry.  

Memberships like the KBSA matter too. I joined two years ago and have found it of great benefit, both as a community and for building relationships with suppliers. I believe it will only get stronger in the coming years, and I am glad to be a part of it.

What are the biggest challenges that independents are facing right now?

Alex: Three things: lack of new talent coming into the industry, cost of living pressures, and differentiation against sheds and merchants. 

In the ideal world, manufacturers would better differentiate products for independents versus sheds. Right now, product overlap makes it harder for independents and we have to be selective about what we sell.

If you could do it all again, what would you do differently?

Alex: Very little, to be honest — but I’d definitely be more conscious about recruitment. 

Earlier on, I aimed too low and undervalued staff. Over time I learned to aim higher, and now I have a stable, experienced team. In hindsight, I’d have brought in younger talent earlier. Other than that, it’s worked out well.

Looking ahead, what’s next for Gainsborough Kitchens?

Alex: We’re fitting nine new displays and expanding the showroom further into the existing warehouse space. We’ve invested over £100,000 in the showroom over the last three years. We’re always improving, refining processes, and moving forward.

I’m excited about the evolution of kitchen design and giving something back to the industry. If anyone wants to take me up on that, let me know!