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How McKeon Group grew its annual revenue by 186% in four years

McKeon Group provides services across five sectors: construction, mechanical services, electrical services, maintenance and, through their sister company Hereworks, audiovisual and smart building integration.

  • Industry: Construction
  • Location: Ireland
  • Key feature: Insights
Mckeon Group Case Study

With their main client base in Ireland, but also projects in mainland Europe, McKeon Group has successfully developed from a small family company to an international one – without losing their ability to build strong relationships.

McKeon Group’s 26 team members use Pipedrive CRM to collaborate, keep track of opportunities and cross-sell services.


McKeon Group’s increase in revenue in 4 years


Number of hours they are able to save a week


Amount they have increased their team in 4 years

The challenge

McKeon Group adopted Pipedrive in 2016 as the company looked to expand its sales and marketing efforts.

At that time, Sales and Marketing Director Paul McKenna, who started working with the company in 2007 as an electrician, was asked to spearhead their sales and marketing strategy.

There was no formalized process in place for actualizing growth plans, success was measured in turnover, as opposed to sales, and there were notional ideas around client types (but a lot of that came down to personality) and around the measures we were taking to be successful – there was no data there.
As a company, we didn’t have a clear insight into what we were good at and what we weren’t. Forecasting was a challenge. In reality, we had a lot of activity around keeping busy rather than driving a goal-orientated business strategy. This is a family business, moving into their third generation, and there’s a different impetus.

Paul McKennaSales and Marketing Director, McKeon Group

Estimators have several list views that give each of them their own division whiteboard, with regards to what they’re involved in, which means that for internal sales there’s a system in place that prevents duplication of an opportunity. So, if construction has a tender that requires mechanical or electrical, they can tag the division, which automatically appears on that division’s tender list.
The bid/no-bid process is all built around Pipedrive. Each pipeline has a bid/no-bid details section, with all the necessary information in it, which allows for much quicker decision-making. Everything they need to see is available in there.

Paul McKennaSales and Marketing Director, McKeon Group

The solution

Pipedrive is used across several different departments within the company. At the start, six people in the company were using Pipedrive. Now, 26 people use it, including:

  • Salespeople, for CRM activities and process control, goals and data management, to prepare for meetings and to focus the sales approach

  • Quantity surveyors and estimators manage and track the tenders in progress, the divisions involved. Their insights are the primary source when forecasting close dates and probability.

  • Directors, for relationship management, goals and strategy

Paul has set up automations, so that whenever a deal is marked “Won”, it automatically takes in the next steps, prompting the relevant people to get it into the ERP system and marked as completed in the project folder. He’s not the only one with specialized uses for Pipedrive.

The results

Paul knew when he adopted Pipedrive the data it was providing would prove invaluable.

In his presentation to the board, Paul showed that, in all likelihood, the company had missed more of the large value opportunities because it was constantly reacting to tendering the 174 low-value projects. Its overall success rate of 12% meant that they were tendering over a thousand low-value opportunities, while the high-value opportunities were being missed as the team “didn’t have the headspace for it”.

I waited until I had the first 12 months of Pipedrive data, which gave me an analysis of the company performance that just wasn’t being seen at the turnover stage. In those 12 months, we had 207 wins across the business. 174 of those were of a value of €50,000 or less. The overall turnover in that 12 months was €11 million. So, we’d increased turnover from €7 million to €11 million, which was brilliant.
A separate team was hired to manage high volume, low-value projects. Now, high-value and low-value projects have separate teams and processes, so both can focus on what they do best. That has given the company a greater focus to go after the things that we are good at, which is our USP: complex, difficult projects in live environments.

Paul McKennaSales and Marketing Director, McKeon Group

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