With a 28-year track record across construction products - including Managing Director of Saint-Gobain Glass Solutions and the last twelve years as CEO of leading architectural ironmonger Allgood - Alistair Higgins has led manufacturing, distribution, and installation businesses.
A vocal advocate for the Code for Construction Product Information (CCPI), he recently shared the stage at UK Construction Week with CCPI CEO Amanda Long and Mace Procurement Director Clare Jones to champion higher standards following the Construction Products Reform White Paper.
Having headhunted in this sector for twenty years and known Alistair for ten, I wanted to sit down with him as he becomes Chairman of the Allgood group, to get an unvarnished view on the market, the compliance landscape, and what it really takes to build a resilient business today.
Mark: You’ve been one of the earliest and most vocal industry champions of the Code for Construction Product Information. What drove you to get involved so early, and where are you focusing your energy with it now?
Alistair: It comes down to conviction: it was simply the right thing to do. Over 28 years in this sector, I’ve seen product selection compromised far too often by negligence or corner-cutting. The consequences aren't theoretical - they can be devastating. Unless we act collectively as an industry to reform how products are specified, procured, and installed, rogue players will cause another Grenfell. When the CCPI emerged in 2023, it was an obvious necessity - a practical blueprint to support Dame Judith Hackitt’s recommendations and prepare companies for the upcoming Construction Products Reform legislation. At Allgood, we’ve secured approval for 413 products so far, representing over 10% of all UK approvals. But getting certified isn't the finish line; pushing with the rest of the industry to match those standards is where the real work begins.
Mark: In the wake of Hackitt and the White Paper, we’re seeing a massive divide - some manufacturers have their data completely locked down, while others are seriously lagging. For those currently struggling to get to grips with CCPI, what’s your best advice?
Alistair: Don't view CCPI as an optional compliance exercise - view it as your future license to compete. The Building Safety Act and upcoming product reform laws will make unverified claims a massive liability. For companies stuck at the starting line, my advice is simple:
Educate your leadership first: Visit cpicode.org.uk, engage with their team, and treat product verification as a strategic growth opportunity, not a mere compliance task.
Rally your team: You need clear internal communication and cross-department ownership to pull the data together.
Be patient, but persistent: It took Allgood three years to complete certification. We thought our data was in excellent shape when we started, but the audit process exposed gaps and made us far sharper. If you do it properly, it will improve your operational discipline.
Mark: Ironmongery seems to suffer a unique curse: specified near the end of a design, but usually first on the chopping block when value engineering kicks in. How do you stop specifications from getting broken, and what’s the secret to getting contractors on board?
Alistair: Nobody has a right to receive an order just because they are specified on a project. If your specs are constantly broken, you’re usually missing one of two things:
Upstream education: Architects want compliance and quality, but they need help understanding why a specification matters. CPDs aren't a sales pitch; they are essential technical education. So, deliver as many as you can.
Downstream support: The subcontractor on-site is usually under extreme time and cost pressure. If you specify an over-engineered, over-budget product that doesn't fit their real-world constraints, it will get value-engineered out.
Listen to the installer, help them solve budget challenges, and adapt without compromising core compliance. But draw a firm line: never compromise safety or performance just to rescue an order.
Mark: Within the industry, experienced, qualified people continue to reach retirement age. How has Allgood countered this loss, and what advice can you give others in effectively developing succession planning?
Alistair: It’s not rocket science. Someone who cares about people, is curious, and brings energy will beat a cynical 20-year industry veteran every day of the week – not that all veterans are cynical! Technical knowledge can be taught; core character cannot. If you bring high-integrity people into a supportive culture, succession pretty much takes care of itself. The core problem isn't really "succession"—it's the "planning" bit. Every business will face succession whether it plans for it or not. Identify your rising talent early, be transparent with them about their potential, and invest heavily in preparing them before you actually need them.
Mark: A three-year GAI diploma is a heavy commitment for anyone starting out. While most of the sector complains about struggling to attract and keep young talent, Allgood seems to retain people. How do you make the long haul attractive to the next generation?
Alistair: Competitive pay should be a given, but it won't keep your high performers long-term. Younger talent wants to belong to an organisation they can genuinely respect. They want clear visibility on personal growth, a transparent leadership team, and a business that operates with uncompromising integrity. If your culture offers authentic purpose, teamwork, and ambition, you won't struggle to keep bright people engaged - even through demanding training periods like the GAI qualifications.
Mark: The market is very well supplied with cheap overseas imports, yet Allgood remains fiercely committed to UK manufacturing. How do you compete on price against global supply chains and why stay so steadfast in keeping production here?
Alistair: Holding onto UK manufacturing isn't a sentimental nod to our 80 years of heritage; it’s a commercial advantage to help us compete on value rather than price. Premium architectural ironmongery demands workable lead times, rapid prototyping, custom batch runs, and tight quality control with a low carbon footprint. You cannot deliver that level of agility or craftsmanship out of a container ship thousands of miles away. By relying on local supply chains built over decades and highly skilled in-house craftspeople, we deliver better quality at a fair price.
Mark: Looking back on twelve years in the top seat at Allgood, what would you tell someone stepping into their first CEO role today, and what’s the absolute worst advice you received along the way that you threw straight in the bin?
Alistair: To a first-time CEO or MD: trust your instincts but stay open-minded enough to test them against your team. Your primary job isn't to have every answer - it’s to be the chief enabler of everyone else's progress. You may lead the team but never forget you are part of it. The best advice I ever got? None at all. Just three words when I took on a major step up: "You can do it." I needed to hear that! The worst advice? Early in my career as a Financial Controller, my Finance Director advised me to "make the numbers look as good as possible." I refused, resigned shortly after, and have operated on the opposite principle ever since. Face the unvarnished facts - good or bad - and you always give yourself a fighting chance.
