We interview Grzegorz Rogala – the owner and founder of Gekoro, a recognised family-run furniture company seated in Ożarów Mazowiecki. Gekoro creates unique customised furniture for Polish and foreign business clients from the hotel, estate development and commercial sectors, as well as for individuals. Grzegorz Rogala has just been awarded the title of Leader by vocation.
What’s the story behind the formation of the Gekoro company?
I come from the Poniatowa thereabouts situated in the Lublin region. While running a workshop there, I made furniture and various carpentry structures. In the 1990s, I decided to set out to conquer the world. I arrived in the Mazovia region with literally one suitcase, going beyond the limits of my comfort zone, as I had left my whole world in the Lublin region, meaning my family and possessions. I had come up with lots of ideas and read much about self-growth which broadened my horizons and gave me the courage to continue. Bringing my wife and children to Warsaw significantly stimulated me to take further steps. The company was growing consistently, so the awareness of success and what I wanted to achieve pushed me forward.
How did the company development process advance?
I started working independently in a garage, and now I employ dozens of employees. I gradually entered into cooperation with talented architects, fit-out companies and direct investors. Simultaneously, I was establishing and developing relationships with my customers. I also started a partnership, successfully lasting for several years until the partner‘s sudden death. Afterwards, I could rely on my family. My wife and daughters joined the company to support me which was of great importance to me and our business, and resulted in the rapid company growth. Our 110% commitment and devotion made us set, pursue and effectively accomplish our new goals.
What do you mean by custom-made furniture? Kitchens?
Everyone, when hearing bespoke carpentry, immediately associates it with Kitchens and wardrobes. We make to measure. We create for private clients, who most often order complete large interior furnishings, but also for commercial clients, e.g. companies located in office buildings, where we realise open spaces, reception desks and common areas. For hotels, we realise room furnishings and their representative parts or restaurants, e.g. The Bridge Hotel in Wrocław, Nobu Hotel or Bristol Hotel on Krakowskie Przedmieście, both in Warsaw. We also fulfil orders from various institutions needing to maintain not only standards and design, but also their recognisable image and high quality. Today, the market is moving strongly towards PRS (Private Rental Sector), which we carry out with large market players and developers who invest in providing turn-key flats. When it comes to aforementioned wardrobes and kitchens – yes here we make them in hundreds, not in single pieces, cause we‘re flexible in terms of production capability. We’ve also collaborated on such well-known estate developments as Zlota 44 in Warsaw.
What materials do you use when manufacturing furniture?
We use all available materials, according to the client’s needs. We’re not afraid of any materials, nor are we limited to a few companies. If some materials need to be brought in from afar, we simply do this. We’re able to combine wood or wood-like boards with other materials, such as metal, glass, upholstery and other. Beyond functionality and design, we adjust to the customer’s budget, so that the final product’s planned look is maintained. As someone once said, sometimes what’s beautiful doesn’t have to be expensive and what’s expensive doesn‘t have to be beautiful.
What’s the company‘s structure?
My company employs several dozen people, with just over half in production. Nowadays, factories such as ours are no longer manufactures, but modern enterprises having a large part of the processes automated. We have several separate, independent departments. As a leader, I share knowledge and educate further leaders, who take over the management of the strategic company departments. I try to place them in positions tailored to their potential.
How did you acquire competence to run such a large company?
I’ve always listened to those who knew more than me, attended training courses and read a lot. I know how to listen, and over time, I‘ve become listened to as well, because I know how to build a team and motivate them accordingly. I’m now passing on more and more competences to the younger generation, including my daughters. Aleksandra has become the CEO of our company and is an excellent manager, while Katarzyna is great at acquiring and implementing new projects. I must also mention Roman, the main production manager, whom we already treat as a member of the family, because of his commitment and years of cooperation.
When you speak about your daughters, I can clearly hear pride in your voice.
This is true, but, in fact, I‘m proud not only of my children doing well in business, but, above all, of the fact that I‘ve managed to bring the whole family together, that we‘re able to live, work, spend time with each other at home, and, most of all, communicate. This cannot be overrated.
I conclude you might also be a leader at home, is that so?
Indeed, I might be, because I‘ve always been the one to set directions of our activities. I wouldn’t have succeeded without my wife Eve, who has always supported me and headed in the same direction. We‘re learning all the time, so leaders also have to learn from their experiences. I try to avoid making the same mistakes. I really feel I‘m professionally and privately fulfilled. I happily father, father-in-law and grandfather.
Piotr Góralczyk
Beata Sekuła
