On this pagePortfolio summary By brand Rack & stack Brand table

Brands & Houses 360

The house-of-brands lens — proving the portfolio brand by brand, and surfacing the integration drag that holds margin back.

The Stark Group · FY26 (modeled)

Luxury to-the-trade — designers & architects only (no retail)

670 employees · 12+ US sites · 8 countries

▲ Executive read· the answer, then the moves

The house-of-brands thesis is working — +£37m of EBITDA built since acquisition and 78% of integration value banked — but 3 brands still integrating (£45m revenue) hold margin back. Finish their cutover to capture the full value, the highest-return work in the house.

4 of 4 headline metrics improving vs prior · still off target: Acquisition-Integration Realization 74.0% vs 100.0%, Adj. EBITDA Margin 18.2% vs 20.0%, DSO (Days Sales Outstanding) 55d vs 48d

Do now — ranked by urgency

1
Finish the 3 in-flight integrations to capture the valueAct now
Why it matters
Avg integration value is only 78% of plan banked; the unrealized balance is margin already underwritten but not yet captured.
What's driving it
Avg integration realization 78% of plan
3 brands still integrating (£45m revenue)
FYI
Still integrating: Scalamandré / House of Scalamandré, Ashley Stark Home, Fort Street Studio
EBITDA uplift to date +£37m
See the cutover plan →
2
Accelerate Fort Street Studio — lowest value capture at 28%Act now
Why it matters
Fort Street Studio is the weakest brand on integration capture; a 90-day plan on the gap is margin not yet banked.
What's driving it
Fort Street Studio value capture 28% · 35% integrated
0 in-flight brand(s) with DSO above as-acquired
FYI
Status: Early
EBITDA 1→1.5%
Open integration →
3
Blocker: Quoting / Specification — Fort Street StudioAct now
Why it matters
Gates the house cutover (and the value it unlocks).
What's driving it
due 2026-12-15 · Mitigating
Signal: Integration blocker
FYI
Bespoke silk-rug specs run on spreadsheets with no system of record; blocks move onto common quoting.
Owner: RevOps · Sales Ops
Act →
4
3 hospitality accounts running DSO > 60 daysWatch
Why it matters
Targeted collections on £0.9m; tighten deposit/milestone terms on long hospitality projects.
What's driving it
DSO
Signal: Alert
FYI
Rosewood (62d), Mandarin Oriental (59d), embassy/institutional (64d) lifting blended DSO to 55d.
Act →▤ open the overdue book

💠 Value & stewardshipStep 6 of 7 · performance & uplift by house◀ Cash 360 Value & Stewardship ▶All journeys

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↗ Where this connects — act / drill across

🧩Integration 360· cut over the in-flight houses 🤝M&A Deal 360· are the acquisitions returning?🗂Org Roll-up 360· the brand's showrooms & P&L 💎Value Creation Plan· integration in the plan

● LiveBuilt forCOO · Integration PMO· what to integrate nextCFO· unbanked value & DSO dragThe Stark Family (owners)· is the portfolio thesis working

Stark is a house of brands, grown by acquisition since 1938. This view shows, for each brand, what it earned when acquired vs what it earns now — and flags the ones still integrating where ~+£37m of profit, faster cash and deeper account retention are still on the table.

Data backing: brand_cohort (as-acquired vs current EBITDA, DSO, repeat-designer revenue, integration %, value realized)

Portfolio revenue

£150m

7 brands

Repeat-designer rev

£99m

across the brands

EBITDA uplift

+£37m

since acquisition

Avg value capture

78%

of plan banked

Integrated

3/7

fully absorbed

Still integrating

£45m

3 brands

The thesis, in one line

+£37m of profit built, 78% of the plan banked

Finishing the 3 brands still integrating (Scalamandré / House of Scalamandré, Ashley Stark Home, Fort Street Studio) captures the full value — the single highest-return work in the house.

Brand by brand

As-acquired → today

Each card: what changed since acquisition, how far integration has gone, and the next move.

Stark Carpet (flagship, 1938)

founding brand · £52m revenue · £38m repeat

Core

EBITDA %

0→19

DSO

60→53d

Value

100%

Integration100%

Next: Integrated. Harvest it — drive cross-house attach (carpet ↔ fabric ↔ rugs) into its designer accounts and protect the margin gains.

Old World Weavers

acquired 1992 · £22m revenue · £16m repeat

Integrated

EBITDA %

3→8

DSO

66→55d

Value

96%

Integration100%

Next: Integrated. Harvest it — drive cross-house attach (carpet ↔ fabric ↔ rugs) into its designer accounts and protect the margin gains.

Stark Studio Rugs

acquired 2014 · £24m revenue · £14m repeat

Integrated

EBITDA %

2→7

DSO

62→54d

Value

88%

Integration95%

Next: Integrated. Harvest it — drive cross-house attach (carpet ↔ fabric ↔ rugs) into its designer accounts and protect the margin gains.

Scalamandré / House of Scalamandré

acquired 2017 · £30m revenue · £20m repeat

In progress

EBITDA %

4→9

DSO

70→57d

Value

84%

Integration92%

Next: Integrated. Harvest it — drive cross-house attach (carpet ↔ fabric ↔ rugs) into its designer accounts and protect the margin gains.

Hinson & Grey Watkins

acquired 2017 · £7m revenue · £5m repeat

Integrated

EBITDA %

1→2

DSO

68→58d

Value

80%

Integration90%

Next: Integrated. Harvest it — drive cross-house attach (carpet ↔ fabric ↔ rugs) into its designer accounts and protect the margin gains.

Ashley Stark Home

acquired 2021 · £9m revenue · £4m repeat

In progress

EBITDA %

1→2.5

DSO

58→56d

Value

70%

Integration80%

Next: Capture the value — 70% of plan banked. Put a 90-day plan on the gap; this is margin already underwritten.

Fort Street Studio

acquired 2025 · £6m revenue · £2m repeat

Early

EBITDA %

1→1.5

DSO

64→62d

Value

28%

Integration35%

Next: Integrate first — only 35% absorbed. Accelerate the order/ERP & showroom cutover so the house earns its full margin.

Rack & stack

Which brand is performing best?

Each brand ranked within the house on five KPIs (direction per metric), then a composite Overall Rank from summed rank points — the leaderboard. Top & bottom highlighted.

Overall	Unit	Revenue↑ better	EBITDA %↑ better	Repeat rev↑ better	Value %↑ better	DSO gain↑ better	Rank pts
1	flagship, 1938	£52m#1	19%#1	£38m#1	100%#1	7d#5	9
2	Scalamandré / House of Scalamandré	£30m#2	9%#2	£20m#2	84%#4	13d#1	11
3	Old World Weavers	£22m#4	8%#3	£16m#3	96%#2	11d#2	14
4	Stark Studio Rugs	£24m#3	7%#4	£14m#4	88%#3	8d#4	18
5	Hinson & Grey Watkins	£7m#6	2%#6	£5m#5	80%#5	10d#3	25
6	Ashley Stark Home	£9m#5	3%#5	£4m#6	70%#6	2d#6	28
7	Fort Street Studio	£6m#7	2%#7	£2m#7	28%#7	2d#6	34

Higher EBITDA %, revenue, repeat-designer revenue and value capture rank better; DSO gain = days of receivables improvement since acquisition (more = better). Composite rank points are the sum of the five per-KPI ranks (lower = better).

The full portfolio

Every brand, one row

As-acquired → current across EBITDA, DSO, integration and value capture.

Brand	Yr	Revenue	Repeat	EBITDA %	DSO	Integrated	Value	Status
Stark Carpet (flagship, 1938)	0	£52m	£38m	0→19	60→53d	100%	100%	Core
Old World Weavers	1992	£22m	£16m	3→8	66→55d	100%	96%	Integrated
Stark Studio Rugs	2014	£24m	£14m	2→7	62→54d	95%	88%	Integrated
Scalamandré / House of Scalamandré	2017	£30m	£20m	4→9	70→57d	92%	84%	In progress
Hinson & Grey Watkins	2017	£7m	£5m	1→2	68→58d	90%	80%	Integrated
Ashley Stark Home	2021	£9m	£4m	1→2.5	58→56d	80%	70%	In progress
Fort Street Studio	2025	£6m	£2m	1→1.5	64→62d	35%	28%	Early