“The Accelerated Growth Programme helped us step back, see the business clearly and build from a much stronger foundation.”
Porth-based Abbey Glass has been crafting bespoke commercial glazing for over 30 years. Specialising in high-end hospitality, retail and large-scale refurbishment, the company manages everything from design and manufacturing through to installation. Its portfolio includes work for restaurant venues such as The Ivy, Sexy Fish and San Carlo Cicchetti. With a team of 40 and a turnover of £6 million, the business is led by Managing Director Angela Worgan, who joined nearly two decades ago as a part-time admin assistant and, in March 2022, completed a management buyout (MBO) with the Development Bank of Wales, becoming its owner. With support from the Business Wales Accelerated Growth Programme (AGP), Angela is building a business that is growing in size and strength.
How has AGP supported Abbey Glass, and what were you hoping to achieve?
We first engaged with our AGP Relationship Manager, Carmel Gahan, when the business was growing, but our internal structure was not keeping pace. The aim was to strengthen strategy, improve operational efficiency and ensure we were set up for sustainable growth.
What has made the biggest difference is the breadth of support. AGP has worked with us across marketing strategy, brand profile, production flow, export development, Fair Work Policy and our Carbon Reduction Plan, all of which contribute to a stronger, more cohesive business. Aligning internal processes with our growth ambitions has made a real difference to day-to-day performance: we are less reactive, more planned and operating with far better visibility.
Your career story at Abbey Glass is remarkable. Can you share it?
I started in a part-time admin role, having just had my second son, with no industry background and no clear plan, only the sense that I wanted to make something of myself. I progressed through sales, Project Manager and Commercial Director before becoming Managing Director in December 2019. In March 2022, I completed a management buyout with the Development Bank of Wales, a pivotal moment in my career and one I am enormously proud of. I hope my journey shows that there is no fixed path to the top.
What have been the biggest challenges in scaling the business?
Maintaining control during growth has been the main challenge, particularly around quality, programme delivery and cost management. We have addressed that by investing in stronger processes and a more structured approach to leadership, moving from a reactive model to a planned, data-driven and consistent one. We have also made a deliberate decision to bring more capability in-house rather than relying on subcontractors. It gives us tighter control over quality and client experience, while creating more stability and development opportunities for the team. That focus on building internal capability rather than chasing volume has also delivered improved margins.
Has AGP’s work on brand and marketing translated into commercial results?
We are seeing a clear shift in how clients engage with us. There has been an increase in direct enquiries and earlier-stage involvement in projects, both of which are exactly where we add the most value. Compared to a few years ago, we are less reliant on reactive opportunities and are instead building a more proactive, targeted pipeline.
Can you tell us more about the software procurement support AGP provided?
Like many growing businesses, we knew our legacy systems were not scalable, but with a small team, carving out time to address this properly proved difficult. AGP started with process mapping, helping us clarify what we needed our systems to deliver before looking at any solutions. That structured approach meant we could select software that genuinely fits the business in the long term. The result is better visibility, improved efficiency and stronger decision-making across the business.
What’s next for Abbey Glass and what advice would you give other businesses considering becoming part of AGP?
We are focused on sustainable growth, strengthening our core markets while selectively expanding into new sectors and regions and continuing to invest in internal capability, machinery, systems and people. It is about a business that is not just bigger, but more resilient.
My advice to others is to be clear on what you want to achieve and be open to challenge. The more focused you are on your goals, the more value you will get from the support. For us, the real benefit came from stepping back to think strategically rather than firefighting day to day. The programme is not about reinforcing what you already do; it helps you identify gaps, including those that are not obvious.
Find out more about how the Accelerated Growth Programme can support your business.
Find out more about Abbey Glass.