Strong Foundations : leadership, continuity and the next chapter at Ulster Carpets

At Ulster Carpets, continuity has always mattered. So too have relationships, trust and long-term thinking.

As Joyce McIvor prepares to step back after almost four decades with the business, a new leadership structure sees Rachel Guy expand her role across UK and Europe marine and hospitality markets, while Kate Mitchell returns to lead UK contract sales. Together, their journeys reflect something increasingly rare within today’s interiors industry: shared history, deep experience and a collective understanding of what has made Ulster one of hospitality’s most respected carpet manufacturers.

Joyce McIvor, Rachel Guy, Kate Mitchell. Photo credit: Mike Bancroft, Bancmarketing

For Joyce, the transition represents an opportunity for the business to continue evolving while remaining true to the values that have defined it for generations. Having worked alongside Rachel for more than 25 years, and having initially recruited Kate in the late 1990s, she sees the next chapter as a natural progression rather than a significant shift.

“What Ulster does is unique, so continuity is important,” says Joyce. “Clients will not see any difference in our service or commitment. I’m leaving the business in very safe hands.”

That continuity has been central to Joyce’s career at Ulster.

After joining the business 39 years ago, she went on to lead UK and Ireland contract sales from the company’s London office in the 1990s, helping secure some of the hospitality sector’s most prestigious projects. These included long-standing relationships with The Ritz, The Savoy and Claridge’s, partnerships that continue today.

Yet despite her success, Joyce has never viewed her role in traditional sales terms.

“I’ve never really seen myself as a salesperson,” she explains. “I’ve always seen it as providing a service and solution.”

Bespoke Axminster designs, Mandarin Oriental. Photo credit: Mike Bancroft, Bancmarketing

It is an approach that has shaped not only her own relationships, but also Ulster’s wider reputation across the hospitality sector. While markets, stakeholders and project structures have evolved significantly over the decades, Joyce believes the principles underpinning successful partnerships remain unchanged.

“Trust is earned over time,” she says. “Selling is easy. Maintaining relationships and repeat business is the true reflection.”

She also credits Ulster’s wider team and culture as a major part of that success.

“Our sales and design teams are among the best in the industry. Many of our designers have been with Ulster for more than ten years, and some client relationships go back 30 years or more. Customers have confidence in the product and the service, and that makes a huge difference.”

Photo credit: Mike Bancroft, Bancmarketing 

Throughout her career, Joyce has also admired the company’s strong family ethos, commitment to local manufacturing and willingness to continue investing in innovation while retaining production in the UK.

Ulster’s vertically integrated manufacturing model, from yarn spinning in Yorkshire through to dyeing, weaving and dispatch in Portadown, continues to give the business close control over quality, service and delivery, factors that remain particularly important within hospitality environments where timelines are often critical.

For Rachel Guy, who now takes on broader responsibility across the UK and Europe, the next chapter is about building on those strong foundations while responding to an increasingly complex international market.

“I see this as continuing the work established over many years while taking a more strategic view across all our markets,” she says. “There is a real opportunity to continue growing relationships together with Kate in London and across the wider business.”

Client expectations have evolved considerably in recent years, particularly within hospitality and marine sectors where projects now involve broader stakeholder groups and increasingly complex decision-making processes.

“There are more project managers, legal teams and hospitality management companies involved than ever before,” says Joyce. “At the same time, clients are looking for design-led solutions that also deliver long-term performance and value.”

As competition within the market has increased, particularly from lower-cost alternatives, Rachel believes education remains essential.

“There are many alternative products available today, but not all perform in the same way long term,” she says. “That is why education is important, helping clients fully understand quality, craftsmanship and lifecycle value.”

Bespoke Axminster designs, Mandarin Oriental

Alongside its long-established Axminster expertise, Ulster has continued expanding its capabilities, including hand-tufted rugs and ongoing manufacturing innovation such as PSYLO™, the company’s advanced weaving technology capable of producing highly intricate multi-colour designs.

“Our heritage is our strength,” says Rachel. “Our experience in high-end manufacturing and creative design is second to none, but we also have to evolve. Staying relevant means continuing to adapt in how we design, innovate and support our clients across different sectors and markets.”

Kate Mitchell’s return to Ulster further strengthens that sense of continuity. Having first joined the business in 1997, following earlier design roles within the UK carpet industry, Kate has seen considerable change across the manufacturing landscape. Against that backdrop, Ulster’s continued commitment to innovation, design and high-end manufacturing remains one of the reasons she was drawn back to the business.

“When I first joined Ulster, it was immediately evident that the company had always innovated, evolved and pushed the boundaries in design and manufacturing,” says Kate.

“That still feels true today. Ulster now has a broader and more impressive product portfolio, allowing us to support a much greater audience, but one of the most significant things is what has not changed. There are colleagues I worked with back in 2008 who are still with the company, and I think that says a great deal about how Ulster supports and nurtures its team.”

As she takes on leadership of UK contract sales, Kate’s priority will be to build on the legacy Joyce has created, while continuing to support existing relationships and develop new opportunities across a wider range of markets and sectors.

“It is hugely important that we continue to educate existing and new clients about the breadth of innovative products within our portfolio,” she adds. “Ulster listens to its clients and continues to evolve and expand its offer, which allows us to support a wider range of growing markets and sectors.”

Photo credit: Mike Bancroft, Bancmarketing 

While responsibilities may evolve, the values underpinning Ulster Carpets remain unchanged: integrity, service, craftsmanship and relationships built over time.

For Joyce, Rachel and Kate, that continuity is not simply part of the business strategy, it is part of Ulster’s DNA.

“It has always been about honesty, integrity and service,” says Joyce. “That will never change.”

Alongside its longstanding commitment to UK manufacturing, Ulster also continues to invest in local communities and future industry talent through initiatives including the John Wilson Trust, which donates 1% of company profits to support community projects and local food banks, and the Walter Wilson Trust, which provides support for engineering graduates at Queen’s University Belfast.

These long-term commitments reflect Ulster’s sense of responsibility beyond the business itself, with the same integrity and investment in people that continue to shape the company today.

Combined with continued investment in innovation, design and manufacturing, the business remains firmly focused on the future while staying true to the principles that have shaped its past.

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