The GGF Group continues to change at pace

This includes the creation of two new senior roles, with David Mechem picking up a newly created role as Managing Director of FENSA Limited and RISA Ltd; and Lauren Mawford's recent appointment as Director of the Glass & Glazing Federation.

Speaking at its Spring Media Update, Tim Simmons, CEO, GGF Group, said that the changes were about putting solid foundations in place so the Group can support members in a more demanding and fast-moving regulatory and commercial environment.

"The GGF is approaching its 50th anniversary, and we are very clear that simply repeating the last 50 years is not an option", shared Tim. "Our members now operate in an environment defined by tighter regulation, higher expectations on competence and traceability, intense margin pressure, and a chronic skills challenge."

"My job is to make sure the Group is structurally and culturally capable of helping them navigate that reality."

"We are putting in proper succession planning, clearer roles and responsibilities, and a more open, member-focused culture. Members and prospects are already telling us they can feel the difference, but we know that there is still a long way to go."

The restructure formally brings FENSA and RISA under the leadership of one managing director for the first time, while ensuring RISA's independence and impartiality is protected.

It also creates a clearer leadership focus for the Federation itself through the appointment of Lauren Mawford.

Speaking at the briefing, Dave Mechem said that FENSA needed to evolve from being seen purely as a back-end compliance scheme to becoming a front-end value generator for installers.

Having worked as an installer in a family business at the start of his career, Dave said that he wanted to make working with FENSA easier through better connection between its customer service, inspections, and approvals processes so that installers dealt with fewer touch points and got faster answers.

This he said would be driven through the upgrade of its digital systems as part of a major Group-wide transformation programme and developing FENSA as a trusted platform to help homeowners find the right specialist installer, "not just a self-certification logo at the end of the job".

"We need FENSA to move closer to the start of the customer journey, so that they can find installers who are proven in the installation of the products that they're choosing", explained Dave.

"For example, bay windows or complex heritage work - the reality is that not everyone has the right skills. If we can help connect homeowners with the right supply partners, we can create a positive commercial upside for installers - and homeowners - in addition to our core role in supporting building regulations compliance."

On the Federation side, Lauren explained that the GGF was working to deliver better day-to-day value to members so that GGF membership became a "commercially rational decision, not just a badge of affiliation".

She explained: "One of the big changes we are making is moving away from a one-size-fits-all benefits package. A smaller installer, a regional fabricator and a major systems business simply do not need the same things in the same way. We are tailoring benefits so they are realistic, usable, and directly relevant to each part of the industry."

She added that for many installers, membership was effectively "cost-neutral or better", once you factor in discounts, particularly on insurance-backed guarantees through Installsure, alongside access to technical guidance, HR, and health and safety support.

Lauren continued: "We are seeing companies who have sat on the sidelines for years now coming to us and saying, 'We want to be part of this.'"

"They can see the increased focus on technical support, training and advocacy, and they want their voice in the room when we are shaping guidance and responding to new regulation."

"Our job is to keep proving, in very practical terms, that membership delivers more value than it costs."

Concluding, Tim was clear that the test for the GGF will be whether the changes stick beyond the current leadership team - something that he acknowledged, hadn't always happened in the past.

"What must be different this time is that we lock in good practice so it cannot simply drift back," said Tim. "That means clear accountability for performance, transparency with members, and a structure that does not rely on any one individual."

"We will measure ourselves on member satisfaction, membership growth, and the real world impact of our work on things like competence, compliance, and consumer confidence."

"Ultimately, if more companies feel they have to be part of the GGF Group to operate confidently in this industry, because the service, guidance, and commercial support are that strong, then we will know this modernisation has done its job."