Adrian Redgate

Adrian Redgate is thoroughly committed to the drycleaning industry, both as chairman of the Guild of Cleaners and Launderers, and as a partner in National Dry Cleaners, the Nottingham-based business which he runs with his father.

The business slogan is “quality with a personal touch” and the phrase illustrates Redgate’s dedication to providing the best possible service. “If you do a job, you have to do it right” is a phrase that recurs frequently in his conversation with LCN.

National Dry Cleaners is a family- owned business that can be traced back to 1897 and National Laundry, a collar cleaning business. It later progressed to drycleaning, retaining the National brand. Since 1957, the company has been based at the current site in Winchester Street, Sherwood, Nottingham. All the drycleaning work is done here, although there is a receiving shop in Radcliffe-on-Trent, a network of agents, and the company runs a delivery and collection service.

Adrian Redgate joined the business in 1989 having worked in a couple of jobs outside the industry beforehand, at his father’s insistence. But when a vacancy occurred, he returned and started to learn the business. He has worked on all aspects, from operating the machinery to driving the vans. He was a full-time driver for a couple of years and stresses that there is more to that job than driving a van – the role is more one of customer service, taking orders, passing on messages and generally interacting with customers.

Wanting to be involved in the whole business, he returned to headquarters to take on a wider role and, on his uncle’s retirement in 1999, was made a partner.

Redgate says the business tries to offer an upmarket service. There are no “two-for-one” style promotions. Everything is done to the best possible standard and charged accordingly.

“We have a loyal customer base, through the shop, through the collection and delivery service and the agencies.” The main catchment area is greater Nottingham, but on occasion, especially with the curtain service, which includes re-hanging, has extended as far as Newark and Lincoln. “People don’t mind paying to get good service,” says Redgate.

As a partner in the business, he is able to handle everything including all the practical aspects from the cleaning and finishing to serving, as well as the management.

He sees the business as much more than a drycleaning service. “You have to diversify. Until a few years ago, the company didn’t do much laundry work, but if you want to clean suits then you have got to offer a shirt service as well.”

The business now provides a wide range of services and handles household goods including duvets. These do well, but he warns: “Make sure you get the money in advance, otherwise people will leave them for cleaning, then see a cheap one and buy that instead of collecting and paying for their goods.”

With the exception of repairs, all work is handled in-house including bridal gowns and suedes and leathers. Suedes can be difficult, he admits, as the result depends on the original quality. The job is discussed at the counter before the business will accept it and the customer is given a full explanation of the result that can be achieved [and if necessary why it can’t be taken on]. “We do quite a few suedes now, but you don’t need many to boost a business,” he adds.

The business recognises the importance of counter inspection and discussing the job with the customer. Adrian Redgate believes 95% of problems can be resolved by this means. One of his main instructions to staff is that if the business accepts a job, it has to get it right. But, he says, the counter discussion should be a two-way process and customers should help by pointing out details such as stains or tears.

The pressures on drycleaning businesses are many, not least legislation. The Solvent Emissions Directive is just one example, although Adrian Redgate says it wasn’t a great problem for National Dry Cleaners. He built up a good relationship with the council inspector and taught him a lot about the business.

“You have to work with the rules and regulations,” he says and admits that doing so has helped the business to save energy by making it more aware of aspects such as the need to avoid small loads where possible.

Rising energy costs are indeed a concern for drycleaners – some can be passed on to the customer but not all. The business has to make its economies.

Changing customer habits and attitudes are another challenge for drycleaners, hence Redgate’s emphasis on diversification. The designer market now includes not just the traditional tailored items but also casual wear – jeans can cost £150 so the customer wants them cleaned professionally. Laundering is becoming more important and indeed Adrian Redgate considers himself a professional cleaner rather than a traditional drycleaner. But whatever the method, it must be carried out correctly.

Like any business, National Dry Cleaners has had to cope with problems – including a stolen van when a driver left keys in the ignition. But it has learnt from them and, after that case, clarified formal responsibilities of staff.

The business employs six full-time and two part-time staff at the main shop, plus three full-time at the receiving shop. “They are a good bunch of workers,” Redgate says.

National Dry Cleaners has a very good reputation locally. He explains: “My father’s been in the business since he left school and the Redgate name is well respected.”

That reputation has helped the business to develop a good relationship with the city’s fashion retail outlets, including the big high-street names and designer businesses – they will recommend us to customers, he says. It’s an important part of the marketing as Nottingham is being recognised for its shopping centre.”

Local and specialist advertising also promotes the business, and in-store point-of-sale reminds the customer of the range of services including the deluxe service which, as well as the excellent standard of cleaning that all goods will get, includes extras such as checks for minor repairs and a zip-up bag.

The website, designed by Redgate, has proved a good way of generating business, promoting services and the expertise of his staff – some of whom have Guild Star qualifications.

“In all, we must be doing something right because we’re still going,” he comments.

Redgate’s commitment to the industry and The Guild of Cleaners and Launderers is also strong. His father has always been involved and Redgate’s participation started early. Realising the networking and learning opportunities, and wanting to contribute, he joined the committee. He suggested using a website to promote the organisation, researched the subject and in 2001 gave a presentation at the conference. This project earned him the President’s Award, received from then-president Anne Parris. He was also asked to become IT officer on the National Council.

He has progressed steadily, becoming chairman of Midland centre, vice chairman of the National Council and in 2005, when Patrick Dowling stepped down, chairman of the National Council.

“I’m enjoying the post,” Redgate says. “It’s hard work, all positions are entirely voluntary and the officers give a lot of time and effort to their responsibilities.” He is slightly regretful that it’s always the same few names that do so. “It would be nice to have some new faces to generate fresh ideas,” he comments.

But he is still enthusiastic and wants to do more. When the Guild secretary retired last year, Redgate negotiated a successful transfer of the secretariat work to the TSA with which the Guild had built a good relationship. This works well but the two organisations remain separate.

Redgate is particularly interested in getting more feedback from members and in promoting the Guild’s tremendous networking opportunities. Members help each other with their problems – and there is an enormous amount of information to be gathered at meetings, where members can meet other drycleaners, who are happy to pass on their experience.

The GCL website and its members’ area is another source of information. For example, the SolvCalc program for calculating solvent mileage to comply with the SED is available for downloading.

It is disappointing that given the information the Guild can provide, membership is declining. People are missing out on a valuable resource Redgate says, and he attributes much of his own success to the organisation. He left school without qualifications but is now a Fellow of the Guild (FGCL).

So how does Adrian Redgate see the future of the industry? While he doesn’t believe the boom time of the 1980s will return, he says the future can be positive, as long as businesses are willing to accept change and also diversify where needed.

The environment is influencing the business and drycleaners must be aware of that. SED compliance will reinforce the industry’s environmental credentials.

Pricing is a concern as overheads rise. But costs can be passed on as long as the service is right.

The industry’s image is important too. “I try to put forward the idea that it’s a professional job involving a lot of skills such as stain identification and fabric identification. I class myself as a professional and National Dry Cleaners is providing a professional service that people want.”