Summer of Learning

Earlier this year, we ran our first annual customer survey. The response was insightful, encouraging, and a very honest assessment of where Ecoglass is performing well and where we need to do better. 

Now, we could have filed these results, actioned the most straightforward items and moved on. Instead, we went back to our customers and asked more questions. 

And this isn’t because I’ve taken on a side hustle to become Sherlock Holmes. I want to ensure that we’re always working with and for our customers and not acting under the assumption of what we think they want versus what we know they want. 

Feedback should be an ongoing conversation, and the people we serve every day understand their own needs far better than any internal assumption ever could. 

What the First Survey Told Us 

The headline results were encouraging. Satisfaction levels were high, and the vast majority of respondents told us they would recommend Ecoglass to others. That's genuinely meaningful, and I'm proud of the team for it. 

But it was the detail beneath those numbers that shaped what came next. Customers told us that they valued the relationships, the communication and the consistency, however, they also told us where we could go further. On technical knowledge, on the depth and usefulness of our KPI reporting and how we show up for them beyond commercial transactions. 

As a result, Ian Snow has expanded the Technical Academy series, with an online version in development, making the training more accessible to anyone who wants it. Craig Hopper began evolving the KPI programme to make the data work harder for our customers' own planning and forecasting. Anna Mendham committed to deeper, more regular one-to-one engagement with the customer service team. 

These weren't small adjustments, but direct responses to what you told us. 

Why We Went Back for More 

The first survey gave us a clear picture, but the second was about going deeper with that insight. 

Rather than assuming we understood what our customers needed in order to grow their own businesses, we asked. Specifically, we wanted to understand how Ecoglass can better support our customers in their own sales conversations with homeowners. We wanted to understand what tools, information and marketing support would make a genuine difference to the work they do every day. 

These questions move beyond how we're performing as a supplier and into how we can actively contribute to our customers' commercial success. And it reflects something I feel strongly about: the best supply partnerships aren't transactional; they're collaborative. Both sides bring something, and both sides grow. 

The responses to the second survey are already shaping what we develop next, from the way we present both products and product information to the kind of support materials we make available.  

The Bigger Point 

Running two surveys in the same year isn't something every business does, but understanding our customers better makes us a better business. It's as simple as that. 

We don't want to operate under assumptions. We don't want to decide internally what our customers need and then deliver it without checking. We want to ask, listen carefully and act on what we hear, consistently and repeatedly, not just when it's convenient. 

The survey results will be published annually, and I've committed to following up at the end of the year with a summary of what we've delivered against the things you told us mattered. Not because it looks good on paper, but because accountability runs in both directions. If we ask for your feedback, we owe you an honest account of what we did with it. 

That's the kind of business we're trying to be. And it's our customers who are helping us get there.