Biodiversity is no longer a ‘nice to have’—it’s a legal requirement. Under the Environment Act 2021, all new developments must deliver at least 10% Biodiversity Net Gain (BNG) and commit to maintaining it for 30 years. For housebuilders, this means rethinking landscapes, planting schemes, and long-term green space management.

But here’s the challenge: most developers aren’t experts in biodiversity.

When we think about garden design, we often picture beautiful landscapes, carefully chosen planting schemes, and expertly crafted outdoor spaces. But in the latest episode of The Underground Podcast, internationally acclaimed garden designer Peter Donegan offers a much deeper perspective—one that combines creativity, problem-solving, and commercial intelligence.

From turnkey landscapes built in under ten days to public gardens steeped in history, Donegan’s approach is as much about strategic thinking as it is about aesthetics. His insights are invaluable for landscape architects, designers, and businesses looking to stay ahead in an evolving industry.

Business Success Comes from Problem-Solving

One of the standout moments in our conversation was Donegan’s description of designing a public garden in a 13th-century French castle. The challenge? The site was 30ft below street level, with a 1.6m-wide access point, making traditional construction methods impossible.

“Most of the gardens we do involve a lot of engineering. If we’re working on a rooftop or a historical site, we have to rethink everything—materials, access, build methods—so it still looks effortless.”

For businesses in the garden sector, this approach is a reminder that innovation often comes from constraints. Whether you’re a garden centre catering to urban clients or a landscaping firm tackling difficult plots, the ability to problem-solve creatively will set you apart from the competition.

See the Château de Péronne project here.

The Real Value of Storytelling in Design

Donegan’s work is not just about planting trees and laying paths—it’s about creating gardens that tell stories. This was never more evident than in his award-winning garden at the Melbourne International Flower and Garden Show, which explored the mental health challenges faced by Australian veterans.

 “I can’t tell a politician to apologise for war, but I can evoke emotion through a garden. If we do it right, and if we save one life, then it’s all been worthwhile.”

This principle is just as relevant for garden retailers, brands, and service providers. Whether you’re selling a product, designing a landscape, or marketing to clients, you need to go beyond functionality and connect on an emotional level. People invest in brands that resonate with them—and storytelling is a key way to create that connection.

See the Melbourne garden here.

Biodiversity is no longer a ‘nice to have’—it’s a legal requirement. Under the Environment Act 2021, all new developments must deliver at least 10% Biodiversity Net Gain (BNG) and commit to maintaining it for 30 years. For housebuilders, this means rethinking landscapes, planting schemes, and long-term green space management.

But here’s the challenge: most developers aren’t experts in biodiversity.

That’s why businesses within the garden and horticulture industry—landscapers, plant nurseries, retailers, and designers—are in a prime position to become essential partners in shaping the future of new-build developments.

In a recent episode of The Underground Podcast, we spoke to Neil Beamsley, Group Head of Biodiversity at Bellway Homes, and Debi Holland, garden writer and professional gardener, about how biodiversity is being integrated into the built environment. Their insights highlight a major shift in the industry—and a huge opportunity for businesses that understand how to create and sustain green spaces.

Why Biodiversity is Now a Business Imperative for Housebuilders

Historically, green spaces in housing developments have been an afterthought. A few trees, a neatly mown lawn, and maybe a small play area. But with the introduction of BNG regulations, developers must now quantify biodiversity improvements—it’s no longer just about aesthetics, it’s about measurable ecological value.

So, what does this mean in practical terms? According to Neil Beamsley:

“Biodiversity Net Gain is a new approach to development that leaves the biodiversity of an area in a measurably better state than it was before.”

This means that:

• Developers need to preserve and enhance existing habitats rather than clear and replant.
• They must integrate wildlife corridors, native planting, and green infrastructure into their designs.
• They must demonstrate a 10% biodiversity increase—and commit to sustaining it for three decades.

This shift raises the bar for landscaping and opens the door for garden-focused businesses to step in with solutions.

The Big Opportunity for the Garden Sector

Biodiversity may be new to housebuilders, but it’s second nature to the garden industry. Businesses that understand soil health, climate resilience, pollinator-friendly planting, and sustainable water management have exactly the expertise that developers now need.

Some key areas where the garden sector can provide commercial value to housebuilders:

Sustainable Planting Strategies
Developers now require native, high-value planting schemes to meet biodiversity targets. Many are partnering with plant nurseries and landscapers to create species-rich landscapes that thrive over time.

“If you take an arable field, it often has very little biodiversity. A well-designed back garden can contain far more.”
Neil Beamsley

What this means for businesses: Growers can supply BNG-compliant native plants. Landscape designers can help integrate biodiversity seamlessly into developments. Retailers can create educational campaigns to support new homeowners in maintaining their gardens.

The Rise of the ‘Wildlife-Friendly’ Homebuyer
Homebuyers are increasingly eco-conscious—but many lack the knowledge to create a wildlife-friendly garden. Developers are responding by integrating biodiversity-enhancing features into their homes, such as:

• Hedgehog highways
• Swift bricks & bat boxes
• Rainwater gardens & permeable driveways
• Native meadow planting instead of traditional lawns

“We’re making sure customers understand the benefits of biodiversity. We’ve introduced wildlife-friendly show gardens and give new homeowners simple steps they can take to create greener spaces.”
Neil Beamsley

What this means for businesses: Garden retailers can create starter kits for wildlife-friendly gardening. Content creators can work with developers to produce biodiversity education materials for new homeowners. Brands can partner with housebuilders to supply sustainable gardening products.

Collaboration Between Developers & Garden Centres
Garden centres have an untapped opportunity to become partners in long-term biodiversity delivery. Developers must prove that their BNG commitments will be maintained for 30 years—but they aren’t equipped to support homeowners in sustaining these spaces.

“We need partnerships. Whether it’s garden centres, landscape companies, or conservation groups—biodiversity is a shared responsibility.”
Neil Beamsley

What this means for businesses:
Developers need trusted partners for ongoing green space management. Garden centres could offer ‘new home biodiversity packs’ with BNG-approved plants. Landscaping businesses can secure long-term maintenance contracts for biodiversity management.

In the world of urban design and property management, green spaces are often seen as a ‘nice to have’—something that enhances aesthetics but isn’t necessarily essential. But what if the real value of green infrastructure isn’t in grand parks or pristine gardens, but in the overlooked spaces in between?

Car park borders, roundabouts, roadside verges, and the patches of greenery that sit between office buildings and housing estates—these functional green spaces may seem insignificant, but as horticultural consultant and garden designer Tom Angel argues in a recent episode of The Underground Podcast, they are some of the most valuable assets in urban environments.

And yet, they are chronically undervalued and under-maintained.

For businesses, this presents both a challenge and an opportunity. Because these small spaces—when designed and managed properly—can impact everything from property value and customer experience to employee wellbeing and sustainability goals.

So why are they so often neglected? And what can businesses do to unlock their full potential?

The Business Case for Better Green Infrastructure

“I genuinely believe these are the most important bits of green infrastructure out there,” Tom says. “Because everyone interacts with them every day. Not everyone goes to the park or a botanic garden, but everyone goes to the supermarket.”

And yet, the way these spaces are managed today often undermines their value.

For many businesses—whether it’s commercial landlords, retail parks, or urban developers—green infrastructure is viewed as a cost centre rather than an asset. The priority becomes low-maintenance, low-cost solutions: uniform mown grass, basic planting schemes, or the cheapest possible upkeep contracts.

The problem? This approach is short-sighted.

When poorly maintained, these spaces can actually become a liability—creating an uninspiring environment, increasing complaints, and failing to deliver the benefits that well-managed green infrastructure can offer.

But when done right, they offer real, measurable advantages:

Higher property and rental values
Well-maintained green spaces can increase the perceived value of developments, helping landlords attract tenants and charge premium rates.

Improved customer and employee experience
Studies show that access to greenery enhances wellbeing and productivity, making retail, office, and residential environments more attractive.

Sustainability & ESG impact
As businesses strive to meet Environmental, Social, and Governance (ESG) targets, functional green spaces play a key role in reducing carbon footprints, improving biodiversity, and supporting corporate social responsibility initiatives.

Cost efficiencies over time
While investing in thoughtful landscape design might have a higher upfront cost, it can reduce long-term maintenance costs, lower water usage, and prevent costly plant failures.

So how do we shift the perception of these spaces from a maintenance burden to a business opportunity?

The garden centre industry has long been a cornerstone of the UK’s retail and horticultural economy, but as with all sectors, it faces significant change and fresh challenges. In a recent episode of The Underground Podcast, we sat down with Peter Burks, CEO of the Garden Centre Association (GCA), to explore how the sector is evolving, what’s driving success, and the major financial pressures garden retailers will be facing in 2024.

For businesses operating in this space, understanding these shifts is crucial—not just to survive but to thrive in an increasingly competitive and complex retail landscape.

Retail Evolution: The Rise of Experiential Garden Centres

Garden centres have transformed dramatically in recent years. While traditionally seen as seasonal, plant-focused retailers, many have expanded into lifestyle hubs, offering everything from cafés and farm shops to high-end homeware and gifts. This diversification isn’t just a trend—it’s a necessity.

As one garden centre owner once told me: “My customers garden twice a year, but they eat every day,” Peter shared, highlighting why food and drink are now critical revenue drivers. In fact, according to GCA data, garden centre restaurants have seen a 12% rise in sales over the past year—a significant figure in a time of economic uncertainty.

For brands and retailers in the home and garden space, this evolution presents a wealth of opportunities:

• Enhancing customer dwell time – A great café can turn a routine visit into a social experience
• Diversifying revenue streams – From locally sourced produce to exclusive homewares, there’s potential beyond plants
• Strengthening brand loyalty – Creating a destination experience encourages repeat visits and deeper customer engagement

At WrightObara, we’ve worked with clients who are embracing this experiential retail shift, ensuring their brands and marketing strategies are aligned with this changing customer journey.

Peat-Free: A Necessary Shift, But a Retail Challenge

Sustainability continues to shape the industry, with the transition to peat-free compost being one of the biggest shifts in horticultural retail. While the environmental benefits are clear, it’s also proving a difficult adjustment for both retailers and consumers.

“Peat has been the most fantastic product to use for growing, and I think we appreciate now, more than ever, just how difficult it is to find a consistent alternative,” Peter explained.

The GCA is responding with education-led initiatives, including staff training, consumer guidance, and in-store video content to ensure that customers understand how to successfully garden with peat-free alternatives.

For brands operating in this space, the key takeaway is the power of education in driving product adoption. If you’re launching a sustainable or innovative product, success often hinges on how well you can communicate its benefits and address consumer concerns—something WrightObara champions in our client strategies

At WrightObara, we believe innovation drives progress—a philosophy perfectly embodied in the work of Ed Hill, founder of Horti House. In a recent episode of The Underground Podcast, Ed shared his vision for transforming British horticulture. From streamlining supply chains to championing sustainability, his insights offer actionable takeaways for businesses in the garden and housewares sectors. By addressing industry challenges with a fresh perspective, Ed demonstrates how innovation and collaboration can elevate traditional industries to new heights. Here, we delve into the key lessons from his inspiring journey and what they mean for businesses looking to thrive.

Thinking Outside the (Plant) Pot

Ed Hill’s unconventional career—from professional sailing to tech start-ups—is proof that fresh perspectives can breathe new life into traditional industries. His professional sailing career, which demanded precision, teamwork, and strategic vision, laid the foundation for his approach to leadership and innovation. Transitioning into tech start-ups, Ed honed his skills in team-building and growth-focused projects, which he now applies to horticulture. “There are so many similarities between building a sailing team and helping small businesses grow: vision, teamwork, and goal orientation,” he explains. These transferable skills have been instrumental in turning a fragmented supply chain into a unified force for British growers, showcasing the value of diverse experiences in problem-solving.

Revolutionising Supply Chains

Founded during the COVID-19 pandemic, Horti House tackled a long-standing issue in the garden sector: complex and inefficient supply chains. For many garden centres and florists, sourcing British-grown houseplants was challenging due to logistical barriers and a lack of streamlined processes. By creating a collective of British nurseries, Ed simplified the process, making it easier for retailers to access high-quality, locally-grown plants. The result is a “one-stop shop” model that not only boosts accessibility but also strengthens the market for British horticulture. “Collaboration, not competition, is the future of UK horticulture,” Ed asserts. This approach underscores the importance of shared goals in fostering industry-wide success.

Embedding Sustainability into Business Models

Horti House is a prime example of sustainability as a core business strategy. With initiatives like peat-free growing and reducing CO2 miles through local supply chains, the collective demonstrates that environmental responsibility can align with profitability. For example, their use of biomass boilers and rainwater irrigation systems highlights a commitment to sustainable operations that also improve cost efficiency. Ed’s perspective is clear: “Our ambition is to supply the UK market with plants grown as close to home as possible.” By reducing the environmental impact of long-distance transportation and prioritising local sourcing, Horti House positions itself as a leader in sustainable horticulture. This focus not only appeals to eco-conscious consumers but also sets a benchmark for competitors.

In the competitive world of garden retail, being a challenger brand comes with its share of hurdles—but also significant opportunities. In a recent episode of The Underground podcast, Nigel Thompson, Sales and Marketing Director at Sipcam, shared how his company is thriving by embracing agility, fostering innovation, and cultivating a strong company culture. For businesses in the garden sector, his insights offer valuable lessons on standing out and succeeding in a crowded marketplace

The Unique Position of Challenger Brands

For Sipcam, being a smaller, challenger brand in the garden sector has been both exciting and rewarding. As Nigel explains, “You get feisty, agile, and flexible. It’s about finding spaces to prove yourself.” Unlike established players, challenger brands can leverage their size to remain nimble, respond quickly to trends, and build a unique voice in the market.

However, this position also comes with its challenges. Gaining visibility and trust in a market dominated by household names is no small feat. Sipcam’s approach has been to focus on innovation—not just in their products but in their packaging, messaging, and overall brand identity. From questioning traditional approaches to developing eco-friendly alternatives, Sipcam demonstrates that differentiation is key to disrupting the market.

Opportunities for Challenger Brands in the Garden Sector

The garden sector is experiencing a shift, driven largely by the younger, eco-conscious consumer. These emerging buyers prioritise sustainability, transparency, and products that align with their values. This creates a golden opportunity for challenger brands willing to step away from convention and meet these evolving needs head-on.

Nigel highlights Sipcam’s ethos of questioning the status quo: “We always ask, ‘Why does it have to be this way? Why has it always been done like that?’” This mindset has led to products like the award-winning Slug Stoppa, a solution that reflects changing attitudes toward pest control by focusing on slug deterrence rather than killing.

Additionally, digitalisation is changing how consumers shop for garden products. Online platforms provide opportunities for smaller brands to reach audiences directly, bypassing the traditional retail hierarchy. For Sipcam, a robust online presence complements their growing footprint in garden centres, ensuring they remain accessible to all types of customers.

Garden centres have long been hubs of inspiration and knowledge, where customers can seek expert advice on everything from plant care to garden design. Yet, as highlighted by Ross Dyke in the latest episode of The Underground Podcast, the sector faces a pressing challenge: experienced horticultural staff are retiring, and with them, decades of expertise are leaving the industry.

This growing knowledge gap poses significant risks for garden centres, including diminished customer trust and reduced sales. However, it also presents an opportunity to innovate and create a more sustainable model for retaining and regenerating expertise.

At WrightObara, we understand the importance of preserving expertise. Our work with Evergreen Garden Care on the Evergreen Academy, a retail staff training platform, demonstrated how the right tools and resources can empower staff to deliver exceptional customer service. Drawing on our experience producing and directing over 100 educational videos covering growing media, plant feeding, lawn maintenance, and weed control, we see this challenge as an opportunity for the garden industry to grow stronger.

The Challenge: Expertise on the Brink of Retirement

Ross Dyke aptly noted that many skilled horticulturists are nearing retirement, and without proactive steps, their wealth of knowledge will be lost. For garden centres, this knowledge gap affects:

• Customer experience: Shoppers value expert advice, and without it, they may turn to competitors or online resources.
• Industry credibility: Garden centres have traditionally been seen as trusted sources of expertise. Losing this reputation could weaken their role in the gardening community.
• Staff training: New employees may struggle to provide the same level of service without robust training and access to expertise.

Solutions: Retaining and Regenerating Knowledge

Drawing on our insights from the Evergreen Academy, here are actionable ways the garden sector can tackle this challenge:

1. Invest in Digital Training Platforms

Online training tools like the Evergreen Academy demonstrate how technology can bridge the gap between experienced staff and newcomers. By creating accessible, engaging, and visually rich resources, garden centres can:

• Provide consistent training across multiple locations.
• Capture and document the expertise of retiring staff.
• Equip employees with the knowledge they need to serve customers confidently.

Action Point: Develop a digital training platform that covers essential topics like plant care, seasonal gardening, and sustainable practices.

2. Create Mentorship and Knowledge-Sharing Programs

Experienced staff can play a pivotal role in training the next generation. Establishing mentorship programs allows veteran employees to share their insights while remaining actively involved in the business.

Action Point: Pair retiring staff with new hires to ensure hands-on knowledge transfer, supported by digital resources for consistency.

3. Offer Apprenticeships and In-House Training

Partnering with organisations like the Royal Horticultural Society (RHS) or local colleges to create apprenticeships can attract young talent and build a pipeline of skilled employees. In-house training programs can complement this by focusing on specific business needs.

Action Point: Introduce apprenticeship schemes and in-house workshops tailored to the needs of garden centres, combining hands-on training with online learning modules.

4. Leverage Video Content for Training

Video is a powerful tool for training, offering a dynamic way to communicate complex ideas. With WrightObara’s experience producing over 100 videos for the Evergreen Academy, we’ve seen how impactful this medium can be in upskilling staff and retaining knowledge.

Action Point: Create a library of training videos featuring experienced staff sharing their expertise, from plant identification to troubleshooting pest problems.

5. Retain Experienced Employees Longer

Flexible working arrangements can help retain older employees who may not want full-time roles but are willing to mentor or provide advice. Recognising and celebrating their contributions can also foster loyalty.

Action Point: Develop part-time roles or consulting positions for retiring staff, allowing them to remain active in knowledge-sharing capacities.

As the garden industry faces growing challenges—an ageing customer base, sustainability concerns, and the need to attract younger generations—investing in children’s horticulture has never been more critical. Beyond being a moral obligation, it presents a range of untapped commercial opportunities for garden centres, product manufacturers, and the wider sector.

In a recent episode of The Underground podcast, Ross Dyke and Lee Connelly, aka The Skinny Jean Gardener, shared their passion for encouraging children to engage with gardening. Their insights provide a blueprint for how the industry can step up to cultivate a new generation of green-fingered enthusiasts.

The Commercial Opportunity: Building a New Customer Base

Garden centres and horticultural brands have a unique chance to nurture loyalty among families by making gardening accessible and fun for children. Introducing kids to gardening not only creates future customers but also brings families into garden centres, where they’re likely to spend on complementary items.

Ross Dyke’s Get Children Growing initiative, which provides sustainable sunflower grow kits for schools, demonstrates the potential of targeting younger audiences. Affordable and simple, these kits spark an early connection with gardening while fostering long-term interest.

For garden centres, this translates into opportunities to:

• Host family-friendly workshops: Create hands-on experiences that appeal to both children and parents.
• Sell child-focused products: Develop and stock sustainable grow kits, real gardening tools sized for children, and beginner-friendly seeds or plants.
• Promote multi-generational appeal: Market gardening as an activity that bridges generations, encouraging grandparents, parents, and children to shop together.