The foundation
27 years of continuous trading.
Gemini AMPM has been operating since 1997. It is the most credentialled, independently accredited business of its type in its operating geography, and the cornerstone of the Group's investment story.
4.1 · Accreditations and capability
Gemini holds 13 or more active accreditations, including:
- NSI Gold (National Security Inspectorate) — fire and security systems
- BAFE SP203 — fire detection and alarm systems
- FIRAS — fire stopping and passive fire protection
- BSC — British Safety Council
- CHAS Elite — contractors health and safety assessment
- Constructionline Gold — verified contractor status
- FIA (Fire Industry Association) membership
These accreditations are not easily or quickly obtained. They represent a meaningful barrier to entry and are required by most Tier-1 contractors and framework operators as a condition of appointment.
4.2 · Technology and operational stack
Gemini operates an integrated technology stack across its service-delivery functions:
- Uptick — asset register, planned preventative maintenance, job scheduling and compliance documentation
- Procore — project-delivery management for Special Projects and larger contract work
- Microsoft 365 SharePoint — golden-thread documentation in accordance with Building Safety Act requirements
- Xero — financial management and reporting
This is above-market for a business of this size and demonstrates operational maturity that will support the Group's scale ambitions.
4.3 · Service divisions · FY25
| Division | FY25 revenue | FY25 GP | GP% | Nature |
|---|---|---|---|---|
| Special Projects | £2,382k | £901k | 37.8% | Large-scale fire-safety installations and remediation |
| London Projects | £1,751k | £80k | 4.6% | Tier-1 contractor supply chain — Mace, Arc Group |
| Passive Fire | £1,266k | £122k | 9.7% | Fire stopping, fire doors, compartmentation surveys |
| Ventilation | £1,019k | (£67k) | -6.6% | Kitchen extract, commercial ventilation cleaning |
| Small Works | £840k | £167k | 19.9% | Reactive and minor project works |
| Service | £785k | (£75k) | -9.6% | PPM, servicing, maintenance contracts |
| Gas & Water | £356k | £65k | 18.3% | Gas safety, water hygiene, legionella |
| TOTAL | £8,399k | £1,193k | 14.2% | Net of inter-divisional adjustments |
Note: Service and Ventilation were loss-making in FY25. Both divisions have improved significantly in H1 FY26 (Service: +13.4% GP; Ventilation: +10.8% GP), indicating that FY25 performance reflected specific contract issues now resolved rather than structural division problems.
4.4 · Key clients
Long-standing, direct relationships across the public sector, Tier-1 main contractors, residential FM, and the care sector:
- Mace — Bloomberg HQ, 40 Argyll Street, Peterborough Court, London Projects
- Arc Group London — Ansul servicing, Project Powergate
- FirstPort / Solitaire — residential FM portfolio
- Moat Homes — passive-fire portfolio, £132k YTD FY26
- Equans — PPM at Southern Water, Canterbury, Hastings, Falmer
- Select Plant Hire — HMP Garth, Margam, Oxford, Beckton
- Sanders Senior Living / Runwood Homes — ventilation, care sector
- Canterbury City Council
- Morgan Lovell, Oktra — fit-out and compliance
Client relationships are long-standing and, in most cases, direct. This is a key competitive differentiator — Gemini wins work through established trust and track record, not framework pricing races.
An exceptional year, driven by Special Projects.
FY25 was a record year, driven by delivery of several large Special Projects wins. The figures below are taken from audited management accounts for the year ended 30 September 2025.
| Metric | FY25 (actual) | FY24 (prior year) | Change |
|---|---|---|---|
| Gross revenue | £8,599k | £7,330k | +17.3% |
| Net revenue (post-retention) | £8,423k | — | — |
| Cost of sales | £7,276k | — | — |
| Gross profit | £1,147k | — | 13.6% margin |
| Operating profit | £920k | — | 10.9% margin |
| Pre-tax profit | £1,064k | — | 12.6% margin |
| Net profit after tax | £799k | — | 9.5% margin |
| EBITDA (approx.) | ~£989k | — | 11.7% margin |
| Cash · 30 Sep 2025 | £254k | £96k | +£158k |
| Net assets | £1,628k | — | — |
5.2 · FY25 quarterly cadence
Revenue is not evenly distributed across quarters. Q4 is consistently strongest, reflecting the delivery profile of Special Projects work:
- Q1: £1.9m — weakest quarter
- Q2: c. £2.1m
- Q3: c. £2.1m
- Q4: £2.4m — strongest quarter
This is typical of the sector. PE investors should model accordingly and avoid reading seasonal weakness in Q1 as structural.
5.3 · FY25 balance sheet · 30 September 2025
| Item | Value |
|---|---|
| Cash | £254k |
| Trade debtors | £1,387k |
| Retentions due | £160k |
| Trade creditors | (£662k) |
| Corporation tax payable | (£264k) |
| HP / vehicle finance | (£104k) |
| Retained earnings | £1,296k |
| Net assets | £1,628k |
H1 headwinds addressed. Current trading back on plan.
H1 FY26 saw two contract-specific issues that the Board has since worked through. Six of eight divisions traded profitably in the half, and current trading has returned to the FY25 run-rate. This section gives a brief, honest summary — the granular working papers are available under NDA on request.
6.1 · Six profitable divisions — the core of the business
The core of the business performed as expected. Six of eight divisions were profitable in H1 FY26, generating £1.83m revenue at a blended 11.5% margin — consistent with FY25:
| Division | H1 revenue | H1 GP | GP% |
|---|---|---|---|
| Small Works | £292k | +£98k | +25.1% |
| Service | £410k | +£55k | +13.4% |
| Ventilation | £506k | +£55k | +10.8% |
| Gas & Water | £145k | +£15k | +10.1% |
| Passive Fire | £378k | +£10k | +2.7% |
| Special Projects | £1,311k | (£161k) | -12.3% |
| London Projects | £601k | (£187k) | -31.1% |
| Building Services | £26k | (£22k) | -86.7% |
| TOTAL | £3,668k | (£139k) | -3.8% |
Headline read on H1
- The six profitable divisions delivered £1.83m at an 11.5% blended margin — in line with FY25.
- The two underperforming contracts were isolated and contract-specific, not a reflection of structural performance.
- Both have been addressed through the Board's recovery programme; current trading has returned to the FY25 run-rate.
6.2 · What we did about it
The Board executed a focused recovery programme through the second half of H1. Headline actions:
- Tightened application and collection cycles on long-duration contracts to remove the over-application timing exposure that drove the H1 GP shortfall.
- Repriced Tier-1 supply-chain work to commercially defensible margin levels only; loss-leading scope discontinued.
- Rationalised the divisional cost base to match a tighter forward order book, with overhead aligned to the profitable six.
- Scaled the profitable divisions — Small Works, Service, Gas & Water — which were already trading at or above plan.
- Strengthened weekly Board cash and contract-margin oversight, retained as standing practice.
Detailed working papers, divisional management accounts and the full debtor schedule are available to interested parties under NDA.