Brompton CEO Will Butler-Adams on how its folding bikes became a global urban mobility icon

Since its founding in 1975, Brompton has grown from a small workshop in West London into one of Britain’s biggest bicycle manufacturers with a global presence. To date, more than one million Bromptons have been produced—nearly 100,000 are now made each year—with more than 70 per cent exported to 47 countries. These are sold through 15 Brompton Junction flagship stores worldwide, including one in Singapore’s Funan Mall, and an international network of more than 1,500 independent retailers. The line‑up, too, has expanded.

Today’s Bromptons—all of which build on Ritchie’s original three‑part fold—range from the classic to the ultra‑lightweight, the simple to the specialised; there are even electric ones that cater to different needs. But scale did not make the brand immune to disruption. Even for a company with decades of steady growth, the Covid‑19 pandemic brought unexpected challenges. Across the cycling industry, the period proved paradoxical. Lockdowns and travel restrictions drove demand to new heights as people sought safer, more flexible ways to move around their cities, but once the world reopened, momentum waned.

“When we came out of Covid‑19, our industry was not sophisticated,” admits Butler‑Adams. “Bike shops were still independently run by passionate people who love cycling. But they didn’t have the technology to [forecast] demand. After Covid, a lot of those shops thought the boom would continue. They were looking with their hearts, not with data.” Many shops placed large forward orders with Brompton, but with its lead times of up to 18 months, by the time inventory arrived, the surge had tapered off. “People went back to travelling and spending their money doing different things,” he says.

What followed was a glut of inventory. Butler‑Adams argues, though, that it was oversupply and not a drop in interest that caused the downturn. “We’re coming out of that now,” he shares. Unlike others, Brompton chose not to enforce its dealer contracts, allowing shops to cancel orders rather than risk insolvency—a move he says protected both their dealers and the brand. It reflected a long‑term approach that prioritises relationships, reputation and the company’s longevity. “With a brand like Brompton, this isn’t just a job,” he says. “We’re looking after something special. It’s our 50th year. We need to be looking after Brompton for the next 50 years.”

This same long‑term mindset guides Brompton’s approach to growth. “We have a responsibility to the brand and our customers not to take big risks and go mad,” says Butler‑Adams, who highlights the company’s preference for steady, compound growth over aggressive expansion. The brand’s mission—to create urban freedom for happier lives—has guided its evolution since Ritchie first envisioned a better way to move through the city. “What began as an ingenious invention has evolved into a global movement not just because of the bikes we make, but because of the spirit [of ] … thoughtful engineering and purposeful design, and a commitment to community,” he enthuses. “[Sustainability] is built into how we design, make and lead. We’ve always been transparent about what we can realistically achieve, and that honesty keeps us accountable.

What he is most proud of, he says, is how Brompton designs out waste at every stage. Its Greenford factory in London, for instance, has, over 2023, reworked metal scraps, introduced a powder‑coating process that reuses paint, and piloted a water‑recycling system for steel tube preparation. The brand also partnered aluminium and renewable energy company Hydro to create rims made from 100 per cent post‑consumer recycled aluminium.

In 2023, it began piloting Brompton Renewed, a resale platform for its refurbished bikes, to extend the life of returned, cosmetically damaged, demo and display models. “We’re proving that a bike company can grow and cut waste at the same time,” says Butler‑Adams. “We’re not just doing the obvious things. We’re trying to tackle the hard problems that need solving if we want a truly circular economy.” Brompton sees sustainability not just in emissions targets and product design, but also in the creation of more liveable, human‑scale cities.

Community events such as The Foldie Ride by Brompton in Singapore, held this May, bring this ethos to life, illustrating how urban mobility can be joyful and social. 

While all this sounds admirable on paper, it was not until we got on a Brompton—the T Line 12‑Speed loaned to us at Butler‑Adams’s insistence—that these ideals became apparent. Over three weeks of riding through the city, we began to understand a Brompton’s appeal: a quick, compact fold (we mastered it after a few clumsy attempts); a surprising lightness; and an ease in navigating different surrounds—be it crowded streets, hills (thanks to the model’s unique gear system) or small cafés. The Brompton folded neatly into our routine, offering a freer way to move through the day.

“Look around you and you’ll see that a Brompton is made for everyone. It’s defined by the fun and freedom it brings. It’s something that fits into how you live your life,” says Butler‑Adams.

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