At Bruder, we build high-performance portable compressed air systems for industries that can’t afford to compromise - agriculture, mining, and hire. But behind the machines and the performance is something deeper: a set of core values that guide every decision we make. Chief among these is our commitment to a simple principle that many businesses overlook in their pursuit of growth or margins: Just be decent.
In an age where flashy slogans and hollow promises dominate corporate branding, “Just be decent” might sound unremarkable. But for us, it’s a non-negotiable foundation - one that influences how we treat our customers, how we choose suppliers, and how we stand behind our products long after the sale.
This post explores what “decent” means in our world, how it affects the way we operate across the entire supply chain, and why it’s a value worth holding onto.
What does "decent" really mean?
“Decent” isn’t a vague feel-good term to us. It means doing what’s right, not what’s easiest. It means choosing the harder, more honest path when there’s a shortcut available. It means backing our words with action - even when there’s no immediate payoff.
At Bruder, being decent means:
- Telling a customer if a competitor’s product might be a better fit for their needs
- Taking ownership of a fault - even if a supplier lets us down or the customer made a mistake
- Giving fair payment terms and sticking to them
- Providing post-sale support even to those we no longer sell to
- Protecting our team from unreasonable demands - even if it costs us a deal
These aren’t hypothetical examples. They’re real, everyday decisions made inside our business, and they reflect our broader commitment to long-term value, not short-term wins.
Being decent to customers: No strings attached
Our customers are at the core of our business. But that doesn’t mean we’ll say “yes” to everything.
Being decent to customers means being clear, honest, and fair - even if it costs us a sale. If someone comes to us looking for a solution that our gear isn’t suited to, we’ll say so. If we know another brand may serve them better in a specific application, we won’t hide that fact.
We don't play the game of overselling or inflating capabilities to make a sale. Why? Because that's not decent. Instead, we rely on transparent product information, realistic lead times, and a no-nonsense support model that values long-term trust over short-term profit.
And when things go wrong - because they sometimes do - we back our customers with solutions, not excuses. That might mean walking them through a field repair on a Saturday morning or honouring a warranty fix even if the documentation isn’t perfect. Our support ethos is simple: if a customer is trying to do the right thing, we’ll meet them more than halfway.
Looking for a supplier that stands behind what they sell? Contact Bruder to experience The Power Full Air difference.
Being decent to suppliers: Respect, accountability, and boundaries
We treat our suppliers the same way we expect to be treated: with respect and clarity.
Decency in the supply chain means paying on time, giving clear forecasts, and keeping communication open. It means not using suppliers as a scapegoat when things get delayed. It also means being upfront when we need to make a change, instead of dragging things out or blindsiding them at contract renewal.
But it also means holding our suppliers accountable. If a partner consistently underperforms, dodges responsibility, or doesn't share our values, we won’t hesitate to make a change. That doesn’t mean burning bridges or shutting them out entirely - if they need our help down the line, we’ll still offer it. But if someone can't - or won’t - align with our way of doing business, we’ll respectfully move on.
After all, if we demand integrity and decency from ourselves, we should expect the same from those we rely on.
Walking away (decently): Saying “No” when it’s the best thing to do
Sometimes the most decent thing you can do is to walk away from a business relationship that isn’t right.
We’ve done it before, and we’ll do it again - without animosity. If a customer is consistently abusive to our team, disregards payment terms, or misuses equipment and blames us, we may decide to stop selling to them. That’s not a grudge; that’s boundaries. And it’s an act of decency - to our people, to our other customers, and even to the difficult party, who deserves clarity and closure.
Likewise, if a supplier undermines trust or refuses to lift their game after repeated issues, we won’t continue propping them up. That doesn’t mean we’ll ignore them if they reach out later - it means we’ll move forward responsibly and respectfully.
Too many businesses are afraid to say no. At Bruder, we’re not. We believe you can say no - and still be decent.
Why this core value matters in the real world
“Just be decent” isn’t just a poster on the wall (although it is, also, that). It’s embedded in every decision we make. And our customers notice.
They know we’re not interested in squeezing every last cent out of a transaction. They know we’re not going to ghost them when they need help post-sale. They know we’ll take their feedback seriously - and take responsibility if we fall short.
This core value builds trust, loyalty, and performance in ways that spreadsheets and ROI models can’t measure. It’s why our partners stay with us long-term. It’s why new customers are often referred by old ones. And it’s why our brand - the Power Full choice for portable air - is steadily earning its place in the market.
Want to work with a company that values decency as much as capability? Explore the Bruder range or talk to our team today.
Final thoughts: Decency as a competitive advantage
In the compressed air industry, performance specs matter. Build quality matters. But what often gets overlooked is what happens between the transactions - how a company behaves when no one is watching, when things go wrong, or when a tough decision needs to be made.
That’s where “Just be decent” becomes a competitive advantage.
At Bruder, we don’t just build gear that works hard - we build relationships that last. Because in the end, decency isn’t just good ethics. It’s good business.