{"id":534665,"date":"2025-12-15T12:00:21","date_gmt":"2025-12-15T12:00:21","guid":{"rendered":"https:\/\/www.constructionnews.co.uk\/?p=534665"},"modified":"2025-12-17T10:57:15","modified_gmt":"2025-12-17T10:57:15","slug":"keen-on-growth-m-groups-cfo-and-his-500m-war-chest","status":"publish","type":"post","link":"https:\/\/www.constructionnews.co.uk\/civils\/keen-on-growth-m-groups-cfo-and-his-500m-war-chest-15-12-2025\/","title":{"rendered":"Keen on growth: M Group&#8217;s CFO and his firm&#8217;s \u00a3500m war chest"},"content":{"rendered":"<p>Buried deep in the latest results statement by M Group sits an interesting nugget \u2013 a refinancing package that takes the firm\u2019s liquidity to a cool \u00a3500m. The firm is treating this cash pile as a war chest, lining up a fresh wave of acquisitions to add to those it has undertaken in recent years. The aim? To transform M Group from being purely a project-based contractor into a long-term infrastructure partner for its clients across water, energy and transport.<\/p>\n<p>Speaking to <em>Construction News<\/em>, Chris Keen, M Group\u2019s chief financial officer, points to some of the firm\u2019s recent deals as an indicator of the direction of travel. The acquisition of BGEN last year brought in specialist mechanical, electrical, instrumentation, control and automation capability. Keen describes it as &#8220;a brilliant acquisition&#8221;, adding that it has helped accelerate the group\u2019s move into more technical, higher-margin work. The purchase of Telent earlier this year added digital infrastructure and cyber-security capability, with clients including Transport for London and emergency services.<\/p>\n<p>Keen says the group is deliberately targeting \u201cgrowth-accretive and margin-accretive\u201d businesses to extend the offer it makes to clients. &#8220;We are pivoting from vertical sectors &#8211; water, energy, telecoms &#8211; to horizontal capabilities. That is where the platform growth comes from,&#8221; he says. The shift reflects a broader rethink of how infrastructure services are delivered. Rather than bidding for discrete capital projects and moving on, M Group wants to combine design, delivery, operations, maintenance and digital services into longer-term relationships. &#8220;We want to be that solutions provider for our clients,&#8221; he says. &#8220;It is about becoming a more comprehensive service to your business partner in higher-margin parts of the business.&#8221;<\/p>\n<p>This acquisition strategy is not unique within the utilities contracting sector. Galliford Try, for one, has also been on a spree targeted at buying firms in adjacent, higher\u2011margin niches. Rees says that for his firm, the strategy is forward-looking. &#8220;The principle of constructing something and then being around for the repair and maintenance parts of it is really important. &#8220;You can\u2019t just say you have had a relationship [with a client] for 20 years because you were on a framework,&#8221; he says. &#8220;You need to look forwards and say you want to have that relationship for the next twenty years.&#8221;<\/p>\n<p>That approach is increasingly attractive to utility and transport clients grappling with ageing assets and looking to take advantage of fast-developing technology, Keen says. The answer for M Group is not just replacing old assets, but layering modern technology and data on top. &#8220;It is moving a little bit more away from simply digging holes and laying blue pipe into a lot of technical services and digital and data,&#8221; he says.<\/p>\n<p>The numbers suggest the strategy is gaining traction. On a pro forma basis, including recent acquisitions, group turnover is on for <a href=\"https:\/\/www.constructionnews.co.uk\/financial\/m-group-half-year-profit-up-21-12-12-2025\/\">\u00a33.2bn this year<\/a>. That&#8217;s up from <a href=\"https:\/\/www.constructionnews.co.uk\/financial\/significant-progress-for-m-group-growth-strategy-09-12-2025\/\">\u00a32.5bn in the year to March<\/a>, where the firm saw a paper loss of \u00a387.7m. Keen stresses the importance of looking beyond this statutory losses, which were affected by \u00a3114m-worth of amortisation following the consolidation of multiple acquired brands under the single M Group name. &#8220;The important number is the EBITDA,&#8221; he says. &#8220;That has grown strongly, and you can see the transformation coming through the numbers.&#8221;<\/p>\n<p>M Group\u2019s order book stands at \u00a38.8bn, equivalent to around three and a half years of forward work. Growth is being driven particularly by water and energy, which together account for more than 40 per cent of the business, boosted by AMP8 and investment linked to grid upgrades. Keen admits that other areas, such as roads and aviation, are currently flatter, reflecting delays around rail reform and aviation recovery, but says that, overall, the portfolio is largely moving in the right direction.<\/p>\n<p>Crucially, however, he says that the firm\u2019s acquisition strategy is delivering. Across the 20 businesses M Group has acquired, average post-acquisition growth has been 26 per cent. Telent, owned for only four months, is already outperforming its targets, he says. &#8220;We are very rigorous with our M&amp;A,&#8221; Keen says. \u201cWe want these businesses to succeed as well as us.\u201d The strategy, Keen says, is to acquire \u201cplatform services&#8221; that can be deployed across multiple sectors, rather than remaining siloed in one part of the business.<\/p>\n<p>Asked where the \u00a3500m war chest will be spent, Keen declines to name targets but says the criteria are clear: adjacency to existing services, technical depth and the ability to deepen client relationships. &#8220;It is not about buying wildly or recklessly,&#8221; he says. &#8220;It is about investing in the right organisations.&#8221;<\/p>\n<p>Keen outlines \u201caspirations\u201d to move the firm\u2019s revenue beyond \u00a34bn if the right opportunities emerge. But he resists putting a timetable on reaching that target. &#8220;The problem with setting numbers is you almost cap yourself,\u201d he says. &#8220;And the right businesses come along in the in the right areas, we will just keep going.&#8221;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Buried deep in the latest results statement by M Group sits an interesting nugget \u2013 a refinancing package that takes the firm\u2019s liquidity to a cool \u00a3500m. The firm is treating this cash pile as a war chest, lining up a fresh wave of acquisitions to add to those it has undertaken in recent years. &#8230;<\/p>\n","protected":false},"author":129711,"featured_media":534666,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"ep_exclude_from_search":false,"footnotes":""},"categories":[549,570,559],"tags":[],"class_list":["post-534665","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-civils","category-interviews","category-long-reads"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.7 (Yoast SEO v26.7) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Keen on growth: M Group&#039;s CFO and his firm&#039;s \u00a3500m war chest | Construction News<\/title>\n<meta name=\"description\" content=\"Buried deep in the latest results statement by M Group sits an interesting nugget \u2013 a refinancing package that 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