HSL Chairs scales manufacturing, retail, and digital capabilities while preserving craftsmanship and customer focus
When you visit HSL Chairs’ (HSL) manufacturing facility in Batley, you immediately see the company’s story. Automated cutting technology works alongside hand-sewn upholstery. New products launch and move through the factory, while traditional woodworking skills remain at the heart of the process. Across the business, new stores are opening, delivery fleets keep growing, and for the first time, customers can buy online.
HSL has grown from a regional furniture maker to a national retailer with 62 showrooms and projected revenues of £85 million in 2026. Charlotte Akroyd, Head of Manufacturing, helps drive that growth. She oversees manufacturing at HSL’s 95,000-square-foot Batley facility and plays a key role in preparing the company for future expansion.
Charlotte’s journey from the production floor to Head of Manufacturing is a testament to the opportunities for growth at HSL. She reflects, “I started at the young age of 17, didn’t really know what I wanted to do, but knew I had to get out there and start to earn some money. I found an apprentice-type role in the sewing department, joined, and was absolutely terrible at sewing. But I did know the company was a great place to work, and I really enjoyed it. The business supported me, helped me develop, and I was mentored by various managers and directors, with supporting courses along the way.”
Scaling production
Over the past year, HSL’s growth has picked up speed. The company opened several new stores, expanded production, built stronger partnerships, and widened its product range.
One of the most significant developments has been the introduction of a four-motor riser recliner system. In addition to lift and recline functions, the chairs include independent headrest movement, lumbar adjustment, and heat functionality. Charlotte explains, “Where we would have sold riser recliners last year with just the two-motor system, over 50 percent of what we’re manufacturing now is the four-motor ones. It’s really gone down well with our customers and retail staff are selling it really well.”
The product’s popularity has altered manufacturing requirements. More functionality increases assembly time and labor content, placing more focus on planning and workforce management.
To meet rising demand, HSL increased output by about 100 seats a week, bringing weekly production to around 950 seats. To support the growth, the company added a new unit near its Batley headquarters, consolidating bed production and freeing up space in the main facility.
Logistics has ramped up alongside manufacturing. Weekly shipments jumped from about 12 or 13 trailers to 16, matching the increase in production.
Supporting that expansion means investing in both physical capacity and systems. After launching a new retail ERP platform last year, HSL is preparing for a major manufacturing systems upgrade. “We want more flexibility within our systems and greater automation in how we process orders. It’s going to be a significant investment and a major project. The challenge is implementing the system while keeping production running smoothly and ensuring customers see no disruption,” Charlotte adds.
While investing in operations, HSL continues to expand its appeal to customers. New fabric options, an ottoman bed, and partnerships with brands like Ercol help reach customers outside HSL’s traditional audience.
Craft and technology
As production grows, HSL continues to balance automation with skilled craftsmanship. CNC technology now supports frame production and fabric cutting, helping the business increase output while maintaining consistency. “We’ve gone fully CNC for wooden frames, so that’s everything designed in a 3D CAD world, tested as a 3D model and then cut on CNC machines. But we’ve got a headcount of just under 200 doing the handcrafted elements. The sewing is all done by hand; it is hand stitched together and everything’s hand filled in terms of cushions, so we’ve got a balance.” The combination of technology and craft enables HSL to increase capacity without abandoning the manual processes that remain central to its products.
Several of HSL’s chairs still feature the wooden knuckle detail that contributed to its Queen’s Award for Innovation. The component continues to be produced using machinery installed in the wood mill in 1968, linking the business’ manufacturing future to its heritage.
The same commitment to control extends to HSL’s decision to bring logistics and installation operations in-house. Bringing logistics in-house provides greater control over delivery times, costs, and customer experience. Rather than handing finished products to third-party providers, the company now manages the final stage of the customer journey itself. “We wanted to streamline and improve our lead time to the customer. We didn’t want orders sat in someone’s warehouse for three weeks waiting to be delivered,” she says. The decision was about maintaining continuity between the showroom and the customer’s home. “Everyone the customer has made contact with wears an HSL uniform, drives an HSL van, and treats the furniture with a little bit more pride than a third-party courier might.”
Customers then experience the same brand, service standards, and accountability through installation as they do during the buying process. Adding to the value, installation crews demonstrate the products and make sure customers feel comfortable using them before they leave.
Growing people
As HSL grows, people stay at the heart of its long-term strategy. The company has hired more staff across the business and introduced workforce planning tools to ensure staffing aligns with production needs. At the same time, it continues to invest in apprenticeships to build future skills.
Several years ago, HSL worked with Kirklees College and other partners to help bring modern upholstery back to the curriculum. Since then, apprentices have joined the business through upholstery and wood-machining programs, creating clear paths into manufacturing careers and helping build HSL’s future workforce. Charlotte points out, “The reason for doing that is that upholstery, or modern upholstery, is quite a dying trade. It’s quite a difficult skill to find. We’ve got an ageing workforce, and over the next five to ten years we will see people reaching retirement age. We’ve got to keep that pipeline of younger people and talent coming through.”
Investing in core skills reflects a culture that shaped Charlotte’s own career. Internal development remains a top priority, and employees are encouraged to progress through different departments and leadership roles.
Looking ahead, HSL expects further growth through new store openings, additional product launches, continued digital development, and the completion of its ISO accreditation program. The manufacturer is also examining how best to optimize manufacturing space and whether future expansion may need an additional furniture production facility.
The recent launch of HSL’s first e-commerce platform gives the business another route to market while increasing brand visibility beyond its showroom network. Combined with a growing store estate and manufacturing capability, it forms part of a broader plan for the years ahead. “There will be more store openings, there will be new launches next year, and we’ve got a large range in the pipeline. The aim is always to have HSL as a household name,” Charlotte concludes.
