This October, MKM Building Supplies celebrates 30 years in business. From six people in a shed in Hull in 1995 to 135 branches plus specialist business Oceanair today, MKM has grown into the UK’s largest independent builders’ merchant with turnover set to reach £1.1bn this year. It’s a story that combines resilience, innovation and people-first leadership, but it also offers a glimpse of where the merchant sector is heading.

 

From fire bells to £1bn

MKM’s beginnings are rooted in a leap of faith. When founder David Kilburn was made redundant at 50, he and co-founder Peter Murray decided to take a chance. They began as a tight-knit original six – all of whom shared the same determination to do things differently.

“We had no credit accounts, no customer base, and plenty of competitors who said we wouldn’t last three months,” David remembers. “One supplier gave us six months to pay — that kind of faith we’ve never forgotten.”

Orders were celebrated with the clang of a fire bell in the warehouse. For Andy, joining at just 26 years old, the energy was infectious: “The camaraderie was real. Those little wins felt enormous. That sense of shared ownership made it special.”

That spirit evolved into MKM’s ownership-style branch model, where local directors have autonomy and a financial stake in their branch. What began as an experiment quickly became the company’s heartbeat — and its key differentiator in a competitive sector.

 

 

Empowerment as strategy

Today, MKM’s 135 branches plus Oceanair operate under the same principle: empowerment. Each Branch Director decides their stockholding, fleet and credit terms based on their local market. “It’s what makes us different.” Says CEO Kate Tinsley, “Branch Directors make decisions in real time, rooted in their community, and that keeps us close to our customers.”

For the wider industry, MKM’s success demonstrates how decentralised models can attract entrepreneurial talent into merchanting and foster loyalty at a time when recruitment is a major challenge. “It’s not just a job,” says Andy. “When you give people real responsibility, they live for it.”

 

Industry shifts: digital and modern branch environments

The merchant landscape has transformed dramatically since 1994. Customers expect more — influenced by retail, e-commerce and delivery apps. MKM has responded with significant investment in both digital and branch experience.

“When I joined in 2020, our digital offer was almost non-existent,” Kate says. “Now we’re building a platform that will in time outperform competitors.

Branches, too, are evolving. Modern MKM sites offer retail-style showrooms, seamless digital integrations and enhanced delivery tracking. The “branch of the future” combines the efficiency trade professionals need with the kind of customer experience today’s buyers increasingly expect.

 

Sustainability: from Cheltenham to the Future Homes Standard

As sustainability moves centre stage in construction, merchants have a critical role to play. MKM has made clear commitments to cut carbon and promote greener building solutions. Its new Cheltenham branch is a landmark: built to BREEAM Excellent standards, fully electric with solar PV, air-source heating and intelligent energy management, the site achieves operational carbon net zero for its energy use.

Rachel Constable, MKM’s Head of ESG, is pragmatic: “We know construction has a significant carbon footprint, but we’re not shying away from it. Cheltenham is a great example of what’s possible — but it’s just the start.”

MKM is also foregrounding sustainable products online, making it easier for customers to find Future Homes Standard-ready materials. From heat pumps to permeable paving and biodiversity products, MKM is helping the industry build greener. Its acquisition of Oceanair strengthens this position, adding specialist HVAC expertise, technical design support and accredited training for low-carbon heating.

The company’s progress has been recognised with a Silver EcoVadis Medal, placing MKM in the top 15% of companies globally for sustainability performance.

 

 

Attracting new talent

As the Builders Merchants Federation (BMF) continues to lobby for government support to “Get Britain Building Again,” opportunities in training and apprenticeships are growing. MKM is keen to showcase merchanting as a career of choice.

“It’s a meritocratic industry,” says Kate. “No one cares what school you went to — it’s about how you perform. That’s why so many people have built brilliant careers here.”

For MKM, the ownership model is a magnet for ambitious individuals who want to run their own business. At branch level, apprenticeships and graduate schemes provide a gateway for the next generation. Combined with the company’s culture of recognition — every Branch Director standing to applaud the winner of Branch of the Year — it’s a sector narrative that counters outdated perceptions.

 

Growth ahead

Since 2020, MKM has grown from 73 branches to 135 plus Oceanair. The ambition now is 250 branches within a decade – roughly 10 a year - and a turnover set to match that growth. 

Kate, however, is clear on priorities: “We’re a collection of local business, so it’s not the big number that excites me. What matters is being number one in every local market we serve. That’s when you know you’re making a real difference.”

 

Thirty years on: people first

For David, the proudest achievement is cultural. “We always said everyone is welcome here. We want people to be happy coming to work in the morning. That culture is my proudest achievement by far — passionate people doing the right thing.”

It’s a lesson the industry can take from MKM’s journey: embrace change, adopt innovation, and pursue growth — but never lose sight of the people and relationships that underpin long-term success.