KWB Group, through its trading brands Kitchen Connection and Wallspan, continues to lead the “do it for me” kitchen and wardrobe renovation market across Queensland, NSW, and South Australia. With over 4,800 five-star reviews on Australia’s largest independent consumer review platform, KWB’s commitment to delivering exceptional customer experiences is unwavering.
KWB Group, through Kitchen Connection and Wallspan, continues to lead the “do it for me” kitchen and wardrobe renovation market across Queensland, New South Wales and South Australia. KWB has a proven operating model and remains committed to delivering exceptional customer experiences, built around quality, trust and making a complex renovation process easier for customers, supported by over 5,800 independent five-star reviews.
FY26 was an excellent year for KWB with double-digit growth in orders, revenue and EBIT and the continued, measured expansion of the showroom network. The result reflects the consistency of the model, the capability of the KWB team and the operating discipline maintained throughout the year.
Orders increased to $150.0 million, up 16.6% on FY25 and revenue increased to $143.2 million, up 19.0% on the prior year. Operating gross margin improved by 1%, and disciplined margin management and cost control supported EBIT growth to $31.6 million, compared with $24.3 million in FY25. EBIT margin increased to 22.1%, with margin improving through the year from 21.6% in the first half to approximately 22.6% in the second half.
During the year we opened new showrooms at Melrose Park and Moore Park, taking the network to 31 locations. These openings build on the FY25 expansion program and strengthen our presence in A-grade homemaker centres. As with all new locations, there is a ramp-up period, but the underlying opportunity remains clear where we can identify quality sites and execute well.
I formally transitioned into the Chief Executive Officer role at the end of FY26, following an in-depth transition during the year with John Bourke, KWB Group’s Managing Director and co-founder. I am grateful to John for the support, guidance and openness he provided throughout the transition process.
The transition was deliberately structured to protect continuity for our supplier partners, employees and customers. Working closely with John during this period gave me a deeper understanding of the disciplines, culture and customer focus that make KWB successful. It also reinforced that the fundamentals of the business are working and do not need to change.
Throughout the transition, KWB continued to deliver against its strategic objectives. That reflects the capability of the team, the resilience of the operating model and the knowledge across the business.
Our operational priorities are to stay close to what KWB does best by continuing to execute the disciplines that have served us well and build on our proven operating model. Our focus for FY27 will be on the pursuit of targeted improvements in enquiry quality, sales conversion, designer and installation capacity, gross margin performance and marketing effectiveness.
With 31 showrooms at year end and a targeted footprint of more than 55 showrooms in A-grade homemaker centres, KWB has significant expansion opportunity. Future growth will remain selective and consistent with the measured approach taken in prior years. Leases or Heads of Agreement have been secured for flagship showrooms at Fyshwick (ACT) and Fortitude Valley (QLD) which are expected to open in FY27.
I also want to thank the KWB team for their support through the transition and for their continued commitment to our customers, our partners and each other. The business delivered an excellent FY26 result in a challenging market. Our task now is to continue to protect and grow performance, maintain operating consistency and position KWB for further sustainable and scalable long-term growth.
Cameron Crowell, KWB Group CEO