Interface, Inc. outlined plans for premium growth at the 17th Annual Midwest IDEAS Conference, emphasizing a $25 million capital investment and a shift toward higher-margin segments within its $1.4 billion annual revenue business.
Chief Executive Officer Laurel Hurd and Chief Financial Officer Bruce Hausmann discussed the company’s strategy, including its focus on corporate offices, education, and healthcare sectors. Interface, which operates in more than 100 countries with manufacturing on six continents, generates roughly 60% of sales in the Americas, 29% in Europe, and 11% in Asia-Pacific. Commercial flooring accounts for 98% of revenue, with residential sales via the FLOR brand contributing the remainder.
The company highlighted its product portfolio, which includes carpet tile, luxury vinyl tile (LVT), and rubber flooring under brands such as Interface, nora, and FLOR. Interface noted that carpet tile, invented by the company, carries a 15-year warranty, while LVT was introduced in 2017 and rubber flooring was acquired in 2018 through the purchase of nora flooring. Interface also recently launched noravant Timber, a product designed for healthcare settings.
Hurd emphasized the company’s market position, stating, “We are not the biggest in the industry, that would be Mohawk, but we have the best company in the industry.” Hausmann added that Interface’s business benefits from a natural refresh cycle tied to office lease renewals every six to eight years, describing it as “this natural annuity in the business intrinsically.”
Financially, Interface reported a net debt to EBITDA ratio of 0.5 times and plans to invest $25 million into the business. The company’s shares closed at $38.58 on August 28, up 1.82% from the previous session. Wall Street analysts have set price targets ranging from $41 to $50, according to InvestingPro data.
Interface employs approximately 3,600 people worldwide and holds a Great Place to Work certification for over 95% of its workforce. The company’s “One Interface” reorganization, completed over three years under Hurd’s leadership, centralized global functions while maintaining local sales teams.
