Redefining a New Era in Hospitality: Armadilla’s Inspiring Path to 2025
In a dynamic market defined by evolving travel patterns, shifting customer expectations, and rapidly advancing technology, staying ahead of the curve isn’t just optional—it’s essential.
As a pioneering modular hospitality solutions provider, we understand this better than most. With a keen eye on 2025, our Managing Director Ross Hunter offers insights into the company’s strategic vision, the central role of innovation in its growth, and the markets that will shape its future. In this interview, Ross delves into the strengths of the Armadilla team, the challenges on the horizon, and the company’s unique approach to differentiation.
From nurturing robust industry partnerships to integrating cutting-edge power management systems, Armadilla is charting a course toward greater efficiency, sustainable expansion, and a stronger industry presence. Let’s step into Armadilla’s world and discover how we plan to make our mark in the year ahead.
Q1: What is Armadilla’s vision for 2025?
Ross Hunter: By 2025, our primary focus is to form strategic partnerships with prestigious hotel groups, working across multiple sites within their portfolios. This approach will not only increase brand recognition within the hospitality sector but also help us explore new markets, such as large-scale accommodation projects.
The past few years have been about overcoming challenges and delivering critical projects, such as the Lost Shore Surf Resort initiative, within tight timelines. Moving forward, we see 2025 as a year to consolidate, refine our processes, and enhance productivity, especially in manufacturing. Our aim is to position Armadilla as a stronger, more efficient company while targeting a turnover of £5-6 million through larger contracts and sustainable growth.
Q2: How does innovation factor into Armadilla’s growth strategy?
Ross Hunter: Innovation has always been at the core of Armadilla’s identity and growth. For example, with our Murrayshall project, we’re developing sophisticated power management systems that optimise energy usage by automatically controlling background appliances. We’re also exploring low-power designs with battery backup systems to stabilise energy consumption—a feature particularly valuable in rural areas where utility services can be a challenge.
Beyond product development, we’re investing in technology to enhance operational efficiency. For instance, we plan to implement an ERP system to streamline production, inventory, and workflow management. Additionally, we’re refining our product control systems to offer our hospitality clients more intuitive and customisable solutions. These initiatives align with our commitment to lean manufacturing principles, driving efficiency across all aspects of the business.
Q3: Which markets hold the most potential for Armadilla in 2025?
Ross Hunter: The UK remains our primary focus, given its vast potential for growth. While we’ve received inquiries from countries like Spain and Australia, international expansion often requires significant effort without guaranteed results. Therefore, we’re concentrating on strengthening our position in the UK market while remaining open to select opportunities abroad.
It’s about maintaining focus and avoiding distractions. Our strategy is to establish a solid foundation domestically while selectively exploring international projects that align with our capabilities and growth plans.
Q4: What strengths within the Armadilla team will drive success in the coming year?
Ross Hunter: Our team’s passion, loyalty, and commitment are invaluable assets. Everyone at Armadilla takes pride in their work, contributing to the high-quality products we deliver. This shared sense of ownership and responsibility ensures that we consistently meet and exceed expectations.
Quality is non-negotiable for us, and our team is dedicated to minimising rework and off-site adjustments. It’s this combination of teamwork and meticulous attention to detail that drives our success.
Q5: What challenges do you foresee for Armadilla in 2025?
Ross Hunter: Customer acquisition is one of the biggest challenges. While our pipeline is promising, the uncertainty of global markets and potential economic downturns pose risks, especially in the luxury sector. To mitigate this, we’re focusing on securing long-term partnerships and diversifying our order book with smaller, consistent projects to balance larger contracts.
External factors, such as geopolitical events or economic recessions, could also impact the supply chain and consumer spending. To address these uncertainties, we’re exploring opportunities in sectors like education and social housing, which tend to be more stable during economic fluctuations.
Q6: How will Armadilla differentiate itself from competitors?
Ross Hunter: Our key differentiators lie in technology, design, and environmental efficiency. For instance, our advanced power management systems and biophilic designs address real-world challenges in ways that competitors often overlook.
Unlike many small-scale or outsourced manufacturers, we deliver luxury modular units with cutting-edge technology and durability, all backed by a proven track record. This combination of innovation and quality sets us apart in a market where competitors often focus on niche aspects, such as eco-friendliness or futuristic designs, without balancing practicality and user appeal.
Q7: What excites you most about Armadilla’s journey ahead?
Ross Hunter: What excites me most is the potential for Armadilla to become a recognised and respected name within the hospitality industry—and beyond. It’s incredibly rewarding to see people enjoying our products, and I’d love for the brand to become synonymous with unique and memorable experiences. Our aim is to become the leader in high-end, experiential hospitality. It’s an exciting time to build on our successes and explore new opportunities for growth and diversification.
The Wave