Kent-based independent Lenleys Home turned 90 this year, giving its principals the perfect opportunity to reflect on what had gone before, and what’s ahead. Furniture News asked Lavinia Watts, who runs the business with her cousin Oliver Greenfield, about modern retail, balancing work and family, and making Lenleys fit for the future while preserving its heritage – and it turns out she’s more than up to the task …
This summer, Lenleys Home marked its 90th anniversary by welcoming customers, brand partners, local artisans and members of the community to its Canterbury showroom for an evening dedicated to design, craftsmanship and community, with live music, refreshments, a makers market, and interactive demonstrations from Vispring, Duresta and JAB.
"Reaching 90 years in business is something we're immensely proud of, and the event was a wonderful reminder of the relationships and loyalty that have helped Lenleys reach this point,” says Lavinia. “As a family business, we've always believed that creating homes is about creating connections, and it was fantastic to bring so many people together to celebrate our shared history and look ahead to the future."
The business was founded in Canterbury in 1936 by childhood friends Leonard Watts and Stanley Adsett. Today, Leonard’s grandchildren Lavinia and Oliver are at the helm, running stores in Canterbury and Maidstone, and keeping the flame of family ownership very much alive.
Succession planning can be risky business – but it seems some are simply born to retail. But what else lies behind the Lenleys’ success?
Was there a specific moment when you accepted your role in guiding the family business? Was it an easy decision?
There was never a single moment when I decided to take on a leadership role in the business, it has been a very natural and gradual transition.
One of the things I value most about Lenleys is that, despite being a family business, we operate as a senior management team with shared responsibility. We each have our own areas of focus, but there is a great deal of collaboration and involvement across the business.
I’ve also been incredibly fortunate that my family has always trusted me with responsibility. From an early stage in my career, I was given the freedom to make decisions and learn through experience. Of course, not every decision worked perfectly, but having that support network around me gave me the confidence to grow, knowing there was always guidance when needed.
As for whether it was an easy decision? Absolutely. I developed a passion for both the business and the furniture industry very early on. I genuinely enjoy the variety that comes with retail, from working with customers and suppliers to shaping the future direction of the company. Being able to build on what previous generations created, while helping to guide the business forward, is both a privilege and a responsibility that I’ve always been excited to take on.
How did Oliver come to work in the business, and how do you complement one another?
Oliver’s route into the business has given him a broad and valuable perspective. After university, he worked with a marketing agency that partnered with Lenleys, before joining the business and gaining experience across multiple departments. He later spent time outside the business, including working in sales management and tourism, before returning with additional skills and insight.
We complement each other because we bring different strengths, perspectives and experiences to the business, but ultimately share the same values and long-term vision for Lenleys. While we each have our own areas of focus, there is a great deal of trust and collaboration between us, which allows us to challenge one another constructively and make well-rounded decisions.
Oliver brings a calm, thoughtful and measured approach, while I tend to be more dynamic and fast paced. That balance enables us to make well-rounded decisions and provides strong leadership for the business.
Most importantly, there’s a great deal of trust and mutual respect between us. We challenge each other when needed, support one another through the inevitable pressures of retail, and remain focused on the same goal – ensuring Lenleys continues to thrive for future generations.
What do you enjoy most about furniture retail?
What I enjoy most about furniture retail is the people and the relationships. As a family-run business, we have the privilege of working closely with customers, suppliers and our team over many years, which creates a real sense of connection and trust.
I also love the opportunity to travel and visit manufacturers, see products being made, and gain firsthand insight into the craftsmanship and innovation that underpin our industry. No two days are ever the same, which keeps the business both challenging and rewarding.
… and least?
The part I enjoy least is dealing with factors that are outside our control. Whether it's economic uncertainty, shifts in consumer confidence or wider industry challenges, there are always elements that can impact the market regardless of how well you plan.
That said, being in business for 90 years has taught us the importance of resilience and adaptability. Some of the toughest periods often provide the greatest opportunities to learn, evolve and emerge stronger.
How do you balance parenthood and retail management? Do the two ever align?
Balancing parenthood and retail management is something I’m still learning every day. I would never pretend it’s easy, and there are certainly times when one demands more attention than the other. The reality is that you can’t do it alone.
I’m incredibly fortunate to have a huge amount of support, both within the business and at home. My husband, family, colleagues and wider support network all play an important role, and I genuinely couldn’t do what I do without them. Having that support allows me to give my best to both roles, even if there are occasional days when the balance feels more challenging than others.
In many ways, the two do align. Parenthood has given me a different perspective on leadership, patience and prioritisation, while working in a family business reinforces the importance of relationships, trust and building something for the long term. Both are demanding, but both are incredibly rewarding, and I feel very lucky to be able to do both.
What are the most notable things you’ve achieved in the business to date?
Looking back, I’m proud of a number of initiatives that have helped modernise and strengthen the business while positioning it for future growth.
One of the most significant was leading the implementation of a fully integrated digital business system in 2019-20, bringing together multiple functions across the company and supporting the launch of a new website. It was a major investment at the time, but one that transformed how we operate and gave us a much stronger platform for the future.
Since then, we've developed a fully transactional ecommerce business that has become, in effect, our third store. Not only has it delivered substantial growth in online turnover, but it has also significantly increased brand awareness and helped expand categories such as home accessories, allowing us to engage with customers in new ways.
Another key milestone was the rebrand to Lenleys Home, including the complete rebranding of our Maidstone store. This was about creating a clearer identity for the business and ensuring our brand reflected the breadth of what we offer customers today, beyond traditional furniture retail.
I'm also particularly proud of developing our direct sourcing programme in the Far East. What started as an opportunity to broaden our product offer has grown into an important part of the business, giving us greater flexibility, exclusivity and control over our ranges while ensuring we continue to deliver excellent value and quality to our customers.
Collectively, these projects have been about balancing heritage with progress. As a third-generation family business, it's important to preserve what makes Lenleys special, while continuing to evolve and invest so we're well positioned for the next chapter of our journey.
… and what plans do you have for the immediate future?
We have no shortage of ideas, and our focus is on continuing to evolve the business while enhancing the customer experience.
One exciting opportunity is the launch of a storage division, operating from our distribution centre. It’s a natural extension of the services we already provide and allows us to offer customers a more complete solution while creating an additional revenue stream for the business.
We're also planning to reopen our in-store cafe, creating a more welcoming destination experience and strengthening our partnerships with local food and drink brands. As retail continues to evolve, giving customers more reasons to visit and spend time in-store is increasingly important.
Digital remains a major area of investment. We are currently working on a new website, building on the success of our existing online platform. Customer expectations continue to change, and we firmly believe this is an area where you can never stand still. Our aim is to further integrate the online and in-store experience, ensuring customers can engage with the Lenleys brand seamlessly wherever they choose to shop.
Ultimately, our ambition is the same as it has always been – to continue investing in the business, strengthen our brand and ensure Lenleys remains relevant and thriving for the next generation of customers.
Has it been difficult to modernise the business while preserving its heritage?
One of the biggest challenges has been making sure we evolve without losing sight of what made the business successful in the first place. As a third-generation family business, there’s a real responsibility to respect the legacy that has been built over the last 90 years, while ensuring we remain relevant to today’s customer.
For me, modernisation isn’t about changing who we are, it’s about improving how we do things. A good example was our investment in a new internal system during Covid. While our stores were closed, we focused on strengthening the business behind the scenes, which ultimately put us in a much stronger position when we reopened. More recently, we’ve continued to invest in our website, digital marketing and customer experience to meet changing consumer expectations.
At the same time, the fundamentals haven’t changed. We remain fiercely independent, family-run and committed to offering quality products, expert advice and a level of service that is becoming increasingly rare on the high street.
The brands, products and ways customers shop may have evolved, but the values my grandfather built the business on are still very much at the heart of Lenleys today. I think that balance between heritage and innovation is what has enabled us to reach 90 years in business, and gives us confidence for the future.
Since joining the business, what are the biggest changes you’ve observed in how the customer behaves? How do you meet their demands today?
One of the biggest changes I've seen is how much more informed customers are before they enter the showroom. Many have already spent considerable time researching products, reading reviews and gathering inspiration online, so they arrive with a clear idea of what they're looking for. At the same time, they still value expert advice and reassurance when making significant purchases for their home, and they still need to see an inspiring display.
We've also seen customers become more focused on quality, longevity and value. Rather than simply buying furniture, they're investing in products that will stand the test of time and genuinely enhance how they live. Comfort, craftsmanship and service have become increasingly important factors in the decision-making process.
Perhaps the greatest shift has been in marketing and the ways we communicate with customers. When I first joined the business, the customer journey was far more linear. Today, customers are engaging with brands across multiple channels, all before they make contact.
That creates a challenge because there are more touchpoints to manage and customer expectations are higher than ever. However, it also presents a huge opportunity for an independent retailer like Lenleys. We can tell our story, showcase our expertise and connect with customers in ways that simply weren't possible a decade ago.
To meet these expectations, we've worked hard to combine the best of both digital and physical retail. We continue to invest in our website, marketing and online presence, while ensuring our showrooms offer an inspiring environment where customers can experience products first hand and benefit from knowledgeable advice. Our strength lies in providing a personal level of service, helping customers make confident decisions and building long-term relationships, rather than simply completing a transaction.
Read the rest of our interview with Lavinia in October's issue.
