Workplace360: Tell us about your early career and how it led to founding Dynamic.
Carl Verlander: I left school quite young, but I always worked hard. I ended up in retail at a carpet shop and also worked at the local tip five days a week. My official title was Scavenger! I had my orange jacket and spent my days climbing from bin to bin, looking for anything with resale value. I did that for about a year.
W360: That was a real job?
CV: It was! After that, I spent a few years working in petrol stations. I started as a night watchman, then covered the tills when the manager left. Within months, I was doing the books and running the site – eventually managing three. The pay wasn’t great, though, and one day I’d had enough of working the long hours for so little. I walked out, went straight to the local job centre and the very first card I picked up was for a role selling office furniture.
W360: Was that for a dealer?
CV: Yes, Andrews Office Furniture in Northampton. I started as a store salesman and was promoted to manager within a few months. I stayed for about three years, working closely with local businesses and gaining a real understanding of product quality. Eventually, I wanted to tread my own path, so I set up a retail dealership called Castles Office Furniture.
W360: When was that?
CV: Around 2001. It was a very modest set-up – just me and a lad who helped on Saturdays with deliveries and unloading lorries. I ran it for a few years, but was always frustrated that everything came with a three-week lead time. At the same time, I had customers walking through the door needing a chair urgently – often for the very next day – and no one in the market was offering that kind of service.
W360: Not even the traditional wholesalers?
CV: I had accounts with all of them – wholesalers and furniture manufacturers – but none could offer a fast turnaround. It was always the same story: get your order in by Wednesday and wait for the lorry the following week.
I spotted a gap in the market. If I could hold stock and offer next-day delivery, I knew there’d be real demand. That’s where the idea for Dynamic came from. I borrowed around £25,000 and started the company in 2002. I bought half a lorry load of product from Italy, sold it and reinvested. Half a lorry became one, then two, then four. Twenty-three years on and the business is still growing.
W360: Where did the name Dynamic come from?
CV: When the business first started, I called it Concept – it felt fitting for what was then a new idea. For the first month or so, I’d answer the phone with, “Hello, Concept,” but it never quite had the right ring to it.
I struggled with it for a while, then – completely randomly in conversation – the word ‘dynamic’ came up. It just clicked. It matched the energy of the business, the organisation we were building and how we are as people. I changed everything that day and we’ve been Dynamic ever since.
W360: Fantastic. What would you say have been the key milestones?
CV: Signing our first building was a big one. Until then, I’d always rented space – at one point, we were working out of a garden centre. I’d be out there picking boxes and driving the forklift to get stock out. So, buying our premises – along with our first forklift and van – felt like a major step. It was the moment we were truly standing on our own two feet.
But what I’ve always been proudest of is the team. There are so many people who’ve been important, I can’t name them all. Some shaped how we work today, others helped get us started. Just a few that come to mind are Nicola Speers [Managing Director], Steph Halstead [Head of Data & Marketing] and Laura Burton [Sales Controller]. Bringing in the right people has taken the business to a whole new level.
One of my strengths is bringing talented people together. I see myself as working for the team. We operate with an upside-down pyramid hierarchy – the senior management team exists to support those above them. My role is to step in wherever needed – I’m a natural problem-solver.
W360: Josh Brul – was he your first employee?
CV: Yes. He started with me at Castles – he was the Saturday lad, fresh out of school – and now he’s our Sales and Marketing Director. I’m incredibly proud of him. I have three children, but I often call Josh my “fourth”. We’re very close – he’s even the godparent to one of my kids.
W360: Let’s talk about the family.
CV: My older brother Neil is Director of Sales and my younger brother Ian manages the warehouse. My son Morgan is in marketing and my daughter Grace works in customer service. Other family members have also worked for Dynamic over the years.
W360: Has the company culture evolved organically or was it something you consciously created?
CV: It’s simply who I am – it started from day one. I’ve always enjoyed working. I often say I’m always at work and I’m always on holiday, because for me, they just blend together. At half five, there’s no mass exodus. People are content, doing their thing. Sometimes they even stay for a cuppa after work – there’s no mad dash for the door.
We organise events and everyone shows up – people genuinely enjoy being in this building. That was true when it was just me, Josh and George [Kourti, Sales Director] in the early days, and it’s still the case now with a team of 70. The pressure’s increased, of course, but it’s still a fun, positive place to be.
W360: How has the business evolved over the years – especially with a national footprint?
CV: I think we’ve done incredibly well to maintain our family business ethos. I see everyone here as a friend. One of my favourite events is the Dynamic Fun Day Sunday, when we invite everyone’s families, hire a cricket field and put on a proper barbecue – I’m usually flipping the burgers. There’s music, drinks, rounders, bouncy castles and a bus to get us there. It’s a brilliant day that really brings everyone together.
Of course, as we’ve grown and become ISO accredited, we’ve introduced more structure and processes. But that genuine care for our people has never changed.
W360: How would you paint the company in numbers?
CV: We’re on track for around £20 million in turnover this year.
W360: Is that all trade?
CV: Yes, we’re strictly a trade business, supporting dealers in several ways. Our systems infrastructure lends itself particularly well to online transactions and being able to offer same-day or next-day builds alongside a white glove service.
Coming from a dealer background, I’ve always insisted on maintaining high quality – no compromises. There are plenty of lower-cost products in the market, but we focus on reliable, serviceable items that our customers have faith in buying. When dealers choose from our catalogue, they can do so with confidence knowing they’re selling products that last.
W360: How have sales been trending and what’s your outlook for the rest of the year?
CV: We speak to many dealers and online resellers, and most are feeling the pinch at the moment; it’s a tough market. That said, our B2B and online channels haven’t seen a downturn. We’ve held our ground this year, which I’m proud of. Dynamic is our nature – when the waters get choppy, we adapt. We move fast and make quick decisions, and that agility helps us navigate tough times.
Over the past 20 years, whenever challenges arose, we’ve managed to dodge the waves and steer the boat in the right direction when we’ve needed to. When some of our competitors have struggled, we’ve often been in a position to step in and pick up the slack. That’s played a big part in keeping us steady this year.
We also give our leadership team plenty of autonomy. When an idea comes up, we don’t need five board meetings and months of planning. We agree on a direction, build a path and travel it. Our customers really value that. Our motto is, “Make it happen.”
W360: How would you say the products you sell at Dynamic have changed over 23 years – or is it still largely the same core range?
CV: Largely, yes. Even 25 years ago, many of the core products were the same. Take stacking chairs – the design is still pretty much identical.
However, some areas have grown, especially posture products. For desking, we used to sell hundreds of traditional crescent desks in the early days. Now, it’s shifted towards bench desking – aside from the COVID period due to social distancing.
W360: Sit-stand?
CV: Definitely. We offer both back-to-back and standalone sit-stand desks. There’s also been a big rise in occasional seating – lean-to seating, stools and the like. Nowadays, it’s normal to walk into an office and see a mix of seating styles. Years ago, uniformity was the goal; now it’s all about flexibility and choice.
W360: The office is becoming more zoned now – with spaces for collaboration, relaxation, cultural downtime and a splash of colour.
CV: Absolutely. That really took off with the big push to bring people back into the office after the pandemic. The focus shifted to making the workspace a more enjoyable and inviting place to be, rather than something clinical.
W360: You recently opened a manufacturing facility here in Northampton. What prompted that move?
CV: There’s been a surge in demand for colour in office spaces. At Dynamic, we’ve been gradually expanding our colour offering over the years. We’ve done in-house upholstery for about 15 years, but it was fairly basic – changing seat or back colours on a limited range.
Post-COVID, there’s far greater demand now for vibrant, custom finishes – especially for breakout and booth seating. People want funky colours in their offices. As importers, we used to place orders months in advance and carry large volumes of stock, often having to guess which colours would be popular.
Now, with our own manufacturing facility, we don’t have to do that, plus we can be far more responsive. As well as upholstery, we’re producing a full range of soft seating from scratch, all made in the UK. We keep a wide range of fabrics in stock and part-build the frames in advance. When an order comes in we can upholster it to spec and get it out the door.
Honestly, what appealed the most was a chance to disrupt the market. Lead times for this kind of furniture can be enormous – we’re aiming to be the quickest.
W360: The UK isn’t exactly renowned for its manufacturing prowess and Dynamic has spent over two decades as an importer. How difficult is it to make the economics work as a manufacturer today?
CV: There are plenty of manufacturers making sofas, booths and similar products. For us, it’s about finding a competitive edge. Speed is our biggest advantage. If there’s work to do, we make it happen – fast.
W360: That kind of speed must come at a cost – you’ve got some serious kit.
CV: We do, and we’ve invested heavily in high-spec machinery to make it possible. It’s already paying off. One of the most exciting additions is our PET felt range, which keeps the machines busy. We’re now producing screens, baffles and wall art.
W360: That’s for acoustic applications?
CV: Yes, and it’s going very well. About six months ago, we began producing more made-to-measure specialist sofas and we’re already nearing capacity. There’s a strong demand for UK-manufactured products and it’s something I’ve long wanted to explore.
With the way the world is now, no one can predict what’s next – tariffs, trade restrictions, shipping delays. During COVID, a single container cost nearly £20,000. Trying to land £40 operator chairs within that cost just doesn’t work.
The goal has always been to avoid relying on one source or route. We import globally but also manufacture here, giving us flexibility. That gives us options, so if the wind changes direction, we can shift our focus without being left out in the cold.
W360: Do you see the manufacturing side expanding?
CV: For me, it’s always onward and upward. I’ve got a grow, grow, grow mindset. There’s plenty of business out there and I see it as ours for the taking. Yes, the pie might shrink slightly this year, but that just means we have to work harder.
So definitely, we will look to expand. Right now, we’re focusing on areas where we have gaps. For me, it’s about having the facility and the flexibility so we’re not fenced in – allowing us to ebb and flow as needed.
W360: Are there plans to diversify further within furniture – or beyond?
CV: Diversification has been part of the business for some time. One area that’s grown significantly is our 3PL offering – it’s now a major part of what we do.
Thanks to our stock management, warehouse team and systems, we’re able to support other businesses very effectively. We handle product intake, storage and shipping for several customers.
Resellers can log into our system to track stock in the warehouse and integrate their systems with ours if needed. We work with most major couriers, so we can offer anything from next-day to three to five-day or seven to 14-day delivery windows – whatever the customer requires. It’s become a substantial part of the business at around £2.5 million a year now.
W360: Is that included within the £20 million?
CV: No, that’s in addition. Dynamic Distribution (part of Dynamic Group) is our 3PL business, while Dynamic Office Solutions is the office furniture side.
W360: Let’s talk about your customers. How do you view the fortunes of the dealer channel?
CV: There will always be a place for dealers. We still see many larger projects come through them. When end customers refit offices, they need advice, options and support to make the right choices. It’s about thinking ahead, not just immediate needs.
Online ordering is reactive – click, buy, deliver. It’s very challenging for an online reseller to provide a personal service and hold someone’s hand through the transaction. The real value lies in service, where dealers excel.
They can offer a level of personal attention that’s incredibly hard for online platforms to replicate. So, I believe there’ll always be a massive need for a dealer network, but likewise with online. It’s just balancing those channels.
W360: Do you find you’re increasingly being asked to support with design and layout?
CV: Yes, more and more. Several dealers we work with now take our CAD files and handle layouts themselves. It’s just one of the services we offer to support them.
W360: We’re sitting in your showroom, which I imagine is also a space where dealers can bring their customers?
CV: Absolutely – yes. It’s here for them to use.
W360: What else do you do to support dealers?
CV: As you know, we have a red 1966 Routemaster, a double-decker showroom on wheels, the Dynamibus.
W360: I was looking forward to a bus ride, but it’s not here today.
CV: Actually, that’s a good example. We had a last-minute call from a dealer needing a showroom and asked if we could take it directly to their client.
What typically happens is we load the bus with items the dealer requests, plus a few extras. We’re there to discuss the nitty gritty – the mechanisms, warranties and other specifics – alongside the dealer if requested. Sometimes we step back; if the dealer just wants the bus, we send a driver.
This service is great for bigger contract jobs that dealers are trying to win, as it gives customers a memorable experience. When the bus arrives, we usually have drinks, pastries, catalogues and marketing literature on board.
W360: What about digital activity?
CV: We’ve recently introduced HTML product descriptions as part of the product data we supply to dealers. In simple terms, these are professionally designed, ready-to-use web page sections that include formatted text, product feature animations, images and even videos.
Rather than dealers having to build their own product listings from scratch – which often means just uploading a photo and price – we’re giving them a much more complete, informative layout. That’s crucial when you’re selling a premium chair with multiple functions, where a customer might otherwise look at a photo and think, “What are all these levers for?”
I always say: “Would your mum understand that?” – if not, we need to do better. These descriptions are about giving dealers everything they need to communicate the product clearly and effectively, helping them compete with the likes of Amazon while still offering a personal, informed service.
W360: You launched a loyalty programme last year. How’s it going?
CV: Fantastic – I’m really pleased with it. We’ve branded it DynamiPlus, and it’s our way of rewarding dealer loyalty. The more they spend, the more we give back. We run the same scheme internally– every member of staff has a DynamiPlus account. It’s all hosted on our website, where people can register and start collecting straight away. Every pound spent earns points – and points mean prizes.
I came up with the idea about ten years ago and jotted it down in a little notebook I keep at home for crazy ideas. It was never the priority until late last year, when I decided to go for it. The response has been huge – we have customers that cash in regularly and others that are saving for the larger rewards.
W360: Let’s talk more broadly for a moment. You mentioned the office as a destination – I imagine that throws up all kinds of opportunities?
CV: Yes. I think things are beginning to settle now in terms of where hybrid working sits. From our perspective, people used to make do with budget chairs at home – now they want posture chairs both at home and at work. People want colour and sit-stand options that mirror the workspaces across locations. From a wholesaler’s point of view, it’s great – because now, potentially, every person needs two desks and two chairs.
W360: We also can’t have a conversation without talking about sustainability.
CV: We actually started planting trees years ago – not as a marketing exercise, but because it felt like the right thing to do. We added it to the website simply to let customers know.
Solar panels will be fitted on-site very soon and we’re also looking at a local electric van for making deliveries. There are already a couple of electric cars for the sales team, with charging points installed. So, we’re definitely moving in a greener direction.
It’s our way of offsetting some of the damage we inevitably do to the planet. It would be naive to pretend otherwise – of course we have an impact. But we’re trying to make a difference.
W360: A lot of manufacturers are now talking about circularity and designing products that can be disassembled and recycled component by component. How much of that is happening at Dynamic?
CV: At end of life, we do strip products down. We collect chairs on behalf of dealers – some are our own, some from other suppliers – and we bring them back here and disassemble them completely. Foam is the only real challenge, if I’m honest – foam and fabrics are still the tricky materials to recycle – but all the other parts are broken down and sorted for recycling.
One range I’m particularly excited about from a circularity point of view is our PET acoustic collection, which I mentioned earlier and is all made from 100% recycled materials – there’s even a percentage of marine waste in the mix. And they’re fully recyclable too. It’s a product I’m genuinely passionate about.
We’ve got some brilliant ideas lined up for the launch. I can’t say too much just yet, as we’re still in the prototype stage, but there’s a big push coming for this range.
W360: We’re hearing a lot now about net zero and Scope 1-3. What can you share in that respect?
We’re firmly committed to achieving net zero by 2040 and we’re making meaningful progress across all three scopes of emissions. For Scope 1, we’re reducing direct emissions through on-site energy efficiency improvements and a more sustainable approach to vehicle use.
In Scope 2, we reached a major milestone in May by transitioning to 100% certified renewable electricity, supplied by ENGIE. Scope 3 is naturally more complex, but we’re proactively working with our suppliers to drive sustainability across the value chain, from ethical sourcing and lower-carbon production to more efficient logistics and warehousing, supported by our warehouse management system.
Beyond emissions, we’re also focused on reducing waste and enhancing biodiversity, with initiatives such as waste audits, recycling programmes and the introduction of wildflower habitats around our site.
To date, we’ve planted over 140,000 trees through our partnership with Tree-Nation, and we continue to support marine conservation and global reforestation efforts. Our sustainability strategy is underpinned by strong governance and regular reporting, as well as a commitment to continuous improvement, keeping us transparent, accountable and on track to reach our net zero goal.
W360: What’s the plan for the future? We haven’t mentioned acquisitions. Is that something that interests you?
CV: There have been a couple of occasions when we’ve had conversations with various people, but to be honest, I haven’t felt the fit was right. One of the key points for me is that I owe everything to the team here. The culture is what makes this place special – it’s what defines Dynamic. My job is to protect that. So far, I haven’t seen anything I’d consider a real opportunity.
W360: One aspect that stood out when I first visited you is the philanthropic work you do as a company.
CV: We do some really good work here. Through our 3PL business, we’ve built up a network of contacts across various industries, and I work closely with a woman known as Mother Christmas. She’s amazing – she used to work for the local council in Northamptonshire, supporting children in need and working with various children’s homes. At Christmas, she collects and distributes all sorts of essentials and gifts.
We’ve supported her for about four years now. We provide a space here to store the items she gathers. Last year, we gave around 300 brand-new bicycles to local children. At Easter, we supply Easter eggs.
Sometimes she’ll call because she’s come across a family in urgent need. Not long ago, she visited a woman living just two miles from here, recently out of an abusive relationship, with three young children and no working fridge. She had milk sitting in the sink.
Mother Christmas rang and said, “Carl, is there anything you can do?” I diverted one of our drivers to Currys to pick up a fridge freezer, transferred some money to her and she took the woman shopping for groceries. That same afternoon, we dropped off the fridge freezer and filled it. It’s just really nice to be able to help people.
W360: And it’s nice to be in that position to help.
CV: I love it. Every year, Mother Christmas gets letters from the children and sends me a Word document. I deliberately don’t open it at work – I wait until I’m home. Even then, I can only manage a couple of minutes at a time before I have to stop. It just puts me in a completely different mindset. But when you read these notes from little children, they’re just so grateful.
We’ve also got a ‘homeless room’ just behind the showroom – it’s a large space we fill with sleeping bags, tents, tinned food and other essentials. A local homeless charity in Northampton collects supplies from us every week. I think they’ve been running for about five years now. Every Tuesday, they provide hot food, sandwiches, drinks and clothes for around 70 people. It’s just really nice to be able to do our bit.
W360: What a wonderful way to finish the interview – thanks, Carl.
