A recent rebrand sparks significant growth for leading construction and logistics specialist, DGP
Over the last year, DGP has undergone a major transformation. An updated brand identity has ushered in a new beginning for the business, as Chief Operating Officer, Jonathan Crouch, details: “Following the rebrand, we spent some time solidifying the work that we did and bringing it into our everyday working culture. We’ve furthered communication with the wider team, emphasising transparency and consistency above all else. Due to the nature and structure of the business, we have teams in a variety of locations, many of whom are working on different projects and services. It can be challenging, with that kind of layout, to create a culture that really brings people together.
“In order to create a more cohesive environment, we started running company-wide town hall events. We’re drawing on corporate practices, as these have proven
effective for building trust within a larger team. The meetings give everyone a chance to get some face-to-face time and interact with people across departments. On top of that, we’re looking at how we can improve our standards, elevate our offering, and remain competitive in today’s market.
“I believe in the power and necessity of continual improvement,” Jonathan states. “If you’re not improving, you’re falling behind. That’s why we’ve undergone so many changes in the last year, and why we’ll continue to grow into the next. We’ve stepped up our processes, developed a better understanding of our value proposition, and as a result delivered a higher level of service to our customer base.”
“The rebrand established our new vision, mission, purpose, values, and corporate goals. It was a complete overhaul of our brand identity, including a new logo, colour scheme, and overall tone. Since then, we’ve embraced the new chapter and focussed on growing the business through a variety of key projects,” adds Chief Executive Officer, Saheb Dhesi.
Growth-driving projects
Strategically taking on larger projects in key areas across the UK has set DGP on the path to success, as Saheb discusses: “We’re growing our London-based portfolio, with the goal of growing our service offering in that region. Additionally, our work with Manchester Airport has been instrumental to our success over the last 12 months.
“We’re working there on three different fronts, providing a range of specialist services. Firstly, we delivered a reconfiguration on Terminal 2 — providing higher level site security and improving the flow of traffic through the area. We also provided logistics services for an ongoing expansion of the building, working with the construction managers on the project. Our third touchpoint is more general logistics support and builders’ clean elements in partnership with airport management. Altogether, it’s been a really significant project for the business.
“This project has been a huge driver for growth across the business, supported by other smaller projects across the North. We’ve been able to grow and establish our presence in Manchester through ongoing partnerships with BAM, Lendlease, and until recently ISG, and we’re currently in the process of tendering for other large contractors in the area.
“It’s also given us experience working specifically in airports, which opens up a new client base for the company. This is a good market to break into, and we’ve already sparked interest from other major airports across the UK. Alongside our ongoing work in the aviation sector, we’ve been targeting other high-value emerging markets, such as data centres and life sciences sites, both of which are experiencing a real boom at the moment.”
These strategic movements into new markets have already started to pay off, with DGP experiencing a £10 million turnover growth since 2023. “Taking on more sizable projects has contributed massively to our growth over the last year. We’ve professionalised the business, while staying true to its family-owned roots. Taking a more corporate attitude, we’ve also made investments into areas of potential growth across the business and focussed more on our plans for the future.
“We’re making a name for ourselves as one of the leading construction and logistics specialists in the UK. The company is developing more and more trust with its clients, as it continues to deliver on a variety of large-scale projects effectively and competently. We’ve got a good balance between new and repeat business, working closely with our existing clients while remaining open to new opportunities,” Saheb affirms.
Long-term goals
Investment in the latest technology keeps DGP ahead of the curve and able to take on whatever the future holds, as Saheb reveals: “Technology is a really broad area for us. Because we have such a diverse offering, our use of technology ranges from on-site advancements to data management and digitally rendered designs of our pre-construction work. Internally, we’ve put more of a focus on how we utilise existing data, this helps improve efficiency and streamline processes across the company. We’re also digitising as much of our work as possible to harvest more information and reduce our reliance on spreadsheets. This process also brings us closer to our site teams, who can use our newly developed app to provide real-time updates on all our projects.”
Having hit its stride over the last 12 months, the future of DGP couldn’t be clearer. As Jonathan concludes: “Our goal is no longer to chase turnover. We’re creating a sustainable, profitable business through the pursuit of long-term goals. That’s what the next five years is all about. We want to find those efficiencies and improve our service offering. It sounds simple because it is. Our mission is to streamline our processes, develop our client base, and deliver a second-to-none service.”