Women in KBB series with Grazziella Wilson

In the second part of our Women in KBB series, we speak to Grazziella Wilson, Group Brand Director at Ca’Pietra,the British surfaces brand that specialises in tiles, natural stone and bespoke surface solutions.

Grazziella explains how her career across both retail and supplier roles shaped a deeply empathetic, commercially grounded approach to the KBB sector. She observes that the sector has evolved from a product‑only mindset to prioritising strong brands, clear positioning, consistent ranges, and intelligent communication—creating more leadership opportunities for women with broad strategic experience. 

Looking ahead, she expects a shift from constant novelty to relevance and refinement: materials with substance, evolving collections rather than resets, and grounded design choices—requiring as much restraint as creativity.

Can you tell us a little about your career path so far, and how you arrived in KBB?

GW: One of the things that has shaped how I work most is having spent time on both sides of the industry. Early in my career, working with a bathroom retailer gave me a very grounded understanding of how products are actually sold, specified, and lived with, not just how they are presented in a catalogue or showroom. You see first-hand the pressures retailers face, from margin and lead times to customer expectations and aftercare, and it changes how you think about what good support from a supplier really looks like.

Moving into a supplier role at Ca’ Pietra added a very different perspective. It brings with it responsibility for product development, brand direction, creative, logistics and long-term strategy, but that retail experience never really leaves you. It informs how I approach everything from range planning to marketing, because I am always conscious of how decisions made at supplier level land in a showroom environment, or in a conversation between a designer and a homeowner.

I like to think that having seen both sides creates a strong sense of empathy. It helps bridge the gap that can sometimes exist between retailers and suppliers, where expectations do not always align. I am very aware that retailers are not looking for noise or novelty for its own sake, but for products and partners that are reliable, commercially sound, and supportive over time, and that understanding has been central to how we think about Ca’ Pietra’s role within the industry.

That dual perspective also reinforces the importance of relationships. Retail and supply only really work well when there is trust, openness, and a shared understanding of challenges on both sides. Being able to speak both languages, and to understand the realities behind each, has shaped my approach to leadership and brand building far more than any single job title ever could.

I also did not arrive in KBB with a defined ambition to work in this sector, but I stayed because it rewards depth of thinking. Kitchens and bathrooms sit at the most demanding intersection of design, engineering, logistics, and human behaviour, and that complexity is what keeps the work interesting. Materials are not selected for effect alone; they need to perform, age, and justify their place over many years. That long-term accountability is something the KBB industry does particularly well, and it is what drew me away from more transient design-led sectors.

How has the KBB sector changed since you started your career, and have opportunities for women evolved over this time?

GW: What has changed in recent years is that the sector is starting to recognise that growth does not come from product alone. Strong brands, clear positioning, consistent ranges, and intelligent communication are now understood as commercial necessities rather than marketing embellishments. This shift has widened the leadership landscape, creating space for people who understand how design, brand, and supply chain decisions intersect, and that has naturally opened more opportunities for women with broader strategic experience.

Looking ahead, the most important shift I see is a move away from constant newness towards relevance and refinement. There is growing appetite for materials with substance, collections that evolve rather than reset, and design decisions that feel grounded. That has implications for how ranges are developed, how often they change, and how honestly they are positioned, all of which require restraint as much as creativity.

What does kbb Birmingham mean to you, and why do you think the event has so much importance in the industry?

GW: kbb Birmingham, for me, is less about what is launched and more about what is questioned. It is one of the few moments where the industry pauses long enough to examine how it is operating, how retailer and supplier relationships are changing, and how expectations around service, pricing, and value are shifting. Those conversations are essential if the sector wants to thrive in the medium-to long term.

How can the event - and the wider KBB community - keep celebrating and supporting women shaping the future of the sector?

GW: If the industry genuinely wants to support women shaping its future, it needs to move beyond visibility and focus on influence. That means women being present in decision-making rooms, shaping strategy, product direction, and commercial priorities, not just representing the brand externally. 

I feel genuinely incredibly fortunate to have been able to grow and flourish in my role at Ca’ Pietra. The company has consistently supported not only my professional development but also my personal life decisions, always ensuring I’ve had an equal platform and the trust to lead with confidence.

To have been backed in that way, and ultimately given the opportunity to join the board of directors as the first female, is something I’m immensely proud of. It speaks volumes about the culture of belief, opportunity, and forward-thinking leadership within the business.