Discover how Astrak Group is revolutionizing construction equipment supply with strategic growth
Since its establishment over 20 years ago, Astrak Group (Astrak) has experienced many changes both in the market and internally. However, its mission to increase its customers’ profitability by offering quality, value-for-money products with the fastest delivery times has not wavered. From humble beginnings, Astrak has expanded to multiple locations across the UK, Europe, and North America, employing more than 200 staff members. With a strong focus on technology-driven, customer-centric solutions that maximise machine uptime, Astrak aims to become a global leader in construction equipment parts. The company’s finely tuned stock control program, coupled with a highly organised warehousing and logistics system, ensures that its undercarriage parts are available for clients whenever needed, thereby minimising machine downtime. We learn more about Astrak’s evolution in the industry through Jordan Kincaid, Commercial Director.
“A family business founded in Denmark in 2003, Astrak moved its operations to the UK in 2007 and rebranded as Astrak Group in 2010. By 2018, the company had acquired businesses in Ireland, the UK, France, and Germany, solidifying its portfolio as a primary undercarriage supply within Europe. Originally a rubber track supplier, Astrak expanded its product offerings to include a variety of solutions, mainly steel undercarriage for various machinery, with a heightened focus on excavators and bulldozers. On the back of this growth trajectory, Astrak secured private equity backing in 2022, which significantly bolstered its capacity for rapid expansion. As a result, the company achieved £50 million in revenue in 2022 and is poised to reach approximately £100 million by the end of 2025. With the support of private equity, Astrak has acquired businesses throughout Europe and the UK, established facilities in the US, and purchased companies in Canada and New Zealand. Today, it operates globally, with 15 warehouses and offices across Canada, the US, New Zealand, the UK, Ireland, Germany, Austria, France, Sweden, and Denmark. Additionally, the group has established global reseller partnerships across Europe, Africa, the Middle East, and Asia, which I oversee,” he begins.
Through this broad geographical presence, Astrak is empowered to deliver a wide range of services to its clients, albeit they differ across domestic and reseller markets. “When it comes to domestic markets, our unique selling propositions (USPs) include the recycling of rubber tracks and a focus on carbon neutrality and net-zero emissions. For example, when a customer asks us for new rubber tracks, we can arrange for the collection of their old tracks through our recycling partner. New tracks are then delivered, while the old tracks are collected, the metal is then stripped out and the rubber shredded into pellets that can be used in playgrounds across the UK. This recycling service is part of our domestic market offerings, which I define as any location where we have a physical presence.
“We offer track groups as an uptime solution and replacement service. If a machine requires new track groups to stay operational, we arrange for the delivery of a new set with second-hand or used grousers. This ensures that the machine remains in operation while we fix or replace the old tracks, effectively providing our customers with zero downtime during repairs. This approach is key in maintaining efficiency, as having a machine down for two or three days can cause clients significant costs and delays. Ultimately, maximising equipment uptime is another of our USPs in all global domestic and reseller markets. Furthermore, we offer on-site fitting and measuring services, sending our team or third-party support companies to site in order to ensure customers are maximising their undercarriage efficiency. This way, we can assess which parts need replacement, helping customers order the right components at the right time, further setting us apart in our domestic markets,” Jordan elaborates. 
Reflecting back on Astrak’s acquisition journey, Jordan highlights the key criteria the company prioritises when seeking businesses to purchase and integrate. “Historically, we began as a rubber track supplier for another brand, but we quickly evolved into an independent business, carving our own path. Instead of being defined by a singular product like rubber tracks, our focus has been on broadening our offerings, especially since receiving private equity backing. We strive to be recognised for the quality, expertise, and service we deliver across all our product lines. This approach varies by market sector, as we aim to cater to diverse needs from steel undercarriage for bulldozers and excavators to polyurethane pads, milling picks, and road paver or planer components. When we discuss acquisitions and their role in supporting our growth, we are not only focused on adding new product ranges, but particularly on maximising our success in the markets we serve.
“In the domestic and reseller markets, our acquisitions are strategically focused on areas where we can serve end users or expand our product ranges. Still, we are very mindful of not becoming a jack-of-all-trades and master of none. We aim to avoid that pitfall by thoroughly understanding the scale and opportunities within each market before pursuing expansion. While private equity backing gives us the ability to acquire businesses and grow in different directions, our philosophy is to master our core markets and expand sustainably. We look for acquisitions that enhance our partnerships with OEMs and complement our broader portfolio. Once we establish a product presence, we can easily expand our offerings,” he ends.
By strategically expanding its product portfolio and focusing on customer needs and sustainability, Astrak has solidified its reputation as a trusted partner for construction equipment operators worldwide.