We started with a belief that engineering could be done better. Closer relationships.
Good people trusted to make decisions. Less distance between the person making the promise and the person delivering it. And a willingness to take responsibility when things got difficult.
The scale came later.
24-7 began trading in earnest in 2010, initially delivering small electrical works and manufacturing switchgear panels. A national refurbishment contract with Tesco followed in 2011 and opened the door to larger projects, bigger relationships and work across the UK. But the engineering mentality stayed the same. Understand the job. Do it properly. Build the relationship.
ADDING CAPABILITY - As our clients trusted us with more, we started adding the capability to do more ourselves. Facilities Management. Mechanical engineering. Fire, Security & Data. The business was becoming broader, but the reason was simple. Solve more problems for clients who already trusted us.
A NEW PLATFORM - A management buyout created the platform for the next stage of 24-7. We had built something with strong client relationships, talented people and a clear culture. The question changed. Not simply: how do we grow? But: what capability do we need to become more useful?
BUILDING THE GROUP - Acquisitions accelerated. Specialist engineering businesses joined 24-7, adding fabrication, renewable energy, fit-out, regional capability, engineering heritage and experienced people. We grew organically too. National contracts became larger. Our geographic footprint widened. More engineering was self-delivered. And 24-7 became a genuine multi-business national engineering Group. The principle behind the acquisitions remained consistent: Capability before turnover. The first question shouldn’t be how much revenue a business adds. It should be what becomes possible for our clients and our people that wasn’t possible before.
