After more than 60 years, Baxall Construction is still breaking new ground, shares MD Malcolm Clarke
Thought leader. Early adopter. Innovator. Disruptor. These words define Baxall Construction. For 60 years, this Paddock Wood-based company has earned an enviable reputation across the South East as an award-winning solutions provider to the built environment.
Managing director Malcolm Clarke credits Baxall’s success to close collaboration with its supply chain, investing time in educating and engaging partners in the firm’s mission to “do things differently” while keeping a clear focus on the future.
Founded in 1964, Baxall has grown through shifts, challenges and transformations. Malcolm, who joined the business in 1987, has witnessed many of its most significant milestones. “Last year’s 60th anniversary was a special landmark that enabled me personally to reflect on what we have achieved and, more importantly, what the future holds,” he says.
More than a decade ago, Baxall embraced Building Information Modelling (BIM) and continues to advance collaborative working, digital construction, Modern Methods of Construction (MMC) and high sustainability standards on every project. “Delivering two of the first Net Zero Carbon in Operation (NZCiO) schools in the South East – Iqra VA Primary School in Clapham, London and St Mary’s Catholic School in Deal, Kent – last year, on behalf of the Department for Education, was a pivotal moment,” Malcolm notes. “Not only does it highlight our passion for improving the industry’s environmental reputation, but it aligns with our vision to challenge norms and develop bold, ‘thinking-outside-the-box’ ideas.”
Malcolm has forged a distinctive career in construction. At school, he was initially drawn to architecture, but soon discovered his strengths lay in management and leadership. After completing an OND in Building Construction, he joined John Laing Construction as an articled pupil, beginning his path toward site management. “My first project was a disabled persons’ centre in Brixton, opened by Princess Diana,” he recalls. “I was hooked!”
At 27 years old, he was offered a role at Baxall. He took what he calls a calculated risk: moving from an international contractor to a small family business. “If you’re going to take a risk, the younger the better,” says Malcolm. He quickly proved his value and became the successor to the firm’s founder, working with the founder’s two sons to develop what they now call Baxall Phase 2.
Today, Baxall delivers new build, refurbishment, retrofit, design, build, optimisation and maintenance solutions for public and private-sector clients across London and the South East. The company specialises in the education, high-quality residential, health, leisure and commercial sectors, with a portfolio that ranges from Grade II-listed refurbishment and heritage conservation to sustainable construction meeting stringent BREEAM standards and net-zero-carbon-in-operation targets.
Baxall’s recent project highlights include decarbonisation projects for the MET Police, Cawthorn Building and Barton Science Centre (both for Tonbridge School), Southborough Community Hub, Paddock Wood Community Centre, Gravesend Grammar School and Rye Harbour Discovery Centre. Malcolm explains: “This year we are well underway with some exciting schemes, including the University of Kent’s Docking Station in the Historic Dockyard Chatham; the Valentine’s Park Lido in Ilford; Francis Barber School in Wandsworth (for the Department for Education); Maidstone Grammar School for Girls (for Kent County Council); and a luxury new-build private residence in rural Kent.”
Standout partnerships include a 30+ year relationship with Tonbridge School and an ongoing collaboration with Dukes Education. With its initial Knowledge Transfer Partnership (KTP) now complete, Baxall is also finalising a new KTP with Innovate UK, this time focusing on the use of AI for site management.
But with the success stories come the challenges. For any business, the ups and downs of economic and political cycles are a constant test. “The last five years, in particular, have not been easy,” observes Malcolm. “Yet with a strong culture, excellent people and sound finances, we continue to grow and prosper.” He adds: “The other challenge has been shifting our business model away from being purely a contractor, locked into the broken, siloed delivery model the industry has endured for decades, to becoming a true solutions provider. This means we deliver real value and measurable ROI for our clients, not merely the lowest cost for the build element.”
Malcolm acknowledges that, like other sectors in the UK, the construction industry is being revolutionised by technology. “In the same way we adopted BIM more than 10 years ago, at Baxall, we understand the need to continue to embrace innovation and digital collaboration,” he says. “Meeting net zero goals requires transparency and traceability of cost and carbon. In line with our ‘solutions provider’ strategy and focus on sustainable construction, we recently adopted a collaborative, cost-of-carbon and whole-life-costing solution.”
The rise of AI is also reshaping how many of us work, and Baxall is already investing in AI-enabled technology to streamline processes. On site, for example, management teams now use Oculo helmet-mounted, AI-driven 360-degree cameras as standard for walkarounds and inspections.
Looking ahead, Malcolm sounds a note of caution: the next few years will inevitably see casualties across the sector, driven by the “race to the bottom” style of procurement still practised by some clients, consultants, contractors and supply chain partners. “History tells us that this approach only ends in tears,” he warns. “The businesses that survive will be those maintaining a value-based approach to delivery, underpinned by strong principles and a genuinely collaborative culture.”
Beyond the challenges of procurement, tackling the well-publicised skills shortage remains a key priority. Recognising this, Baxall has made workforce development a strategic priority. The company’s commitment to training and progression – from work-experience placements, apprenticeships and graduate programmes through to professional recognition with the Chartered Institute of Building (CIOB) – has helped it attract and retain top talent, ensuring it can continue to deliver for customers across the region as workloads grow.
So, will Baxall Construction still be leading, innovating and disrupting in another 60 years? Malcolm has no doubt. The plan is for steady growth of around 10% a year and to lift net profit to 8% by 2030 through sharper efficiency, continual innovation and smarter risk management. It will also be broadening its horizons into health, decarbonisation, refit and residential markets while expanding its heritage portfolio. “By delivering a whole-life solution, from early engagement right through to end of life, we can break down silos and turn waste into genuine ROI for our customers,” he explains. “That, in turn, means stronger margins for us and for our supply chain.”
Baxall is determined to remain a sustainable, exciting and inspiring place to work. With a succession plan firmly in place, Malcolm is confident the next generation of leaders will keep the business thriving and prove to the wider sector that ‘doing it differently’ really can define the future of construction.
