In a business landscape often characterised by the rapid rise of start-ups and entrepreneurial ventures, a milestone as enduring as 35 years is an accomplishment that relatively few companies manage to achieve—and fewer still can point to a path defined by intentional growth in multiple markets. Tektraco’s journey highlights the power of collective, long-term focus—both from the leadership and its people. What started as a small engineering firm has grown into an established player, weathering the ups and downs of international operations, even in challenging markets like Libya.

As Tektraco approaches its 35th anniversary, we sat down with CEO Karl Sciberras who rose through the company’s ranks to lead its growth and recent rebranding. Karl shared his thoughts on what it takes to keep a legacy alive while steering it toward the future—a journey that might inspire other companies with similar growth ambitions.

Reflecting on Tektraco's roots, Karl shares that the company’s early years were driven by opportunity and a pioneering spirit. His father Victor, was one of Malta’s first graduating engineering class, and after two decades at a major telecommunications company, feeling ready to channel his experience into his own venture, founded Tektraco, along with a fellow Engineer and two entrepreneurs. Initially, the company operated with two identities—Itec for engineering projects in Malta and Tektraco for opportunities in Libya.

Eventually, the two ventures were merged, creating the Tektraco brand. Early on, the company undertook ambitious projects, including the installation of Malta’s first GSM mobile networks for major providers like Vodafone and GO, the target approach radar at Malta International Airport, and the national master antenna for FM radio stations. 

As the company grew, it expanded into the healthcare sector, addressing a critical need for servicing and installation of the Piped Medical Gas System at Malta's Saint Luke’s Hospital. Tektraco quickly built a solid reputation as the island’s premier provider of medical gas pipeline systems and equipment, leveraging its commitment to quality and safety, while cementing its place as a multifaceted engineering company.

Whilst working in Libya on projects with Companies in the Oil sector, an opportunity was identified within another specialised area, this time related to Laboratory requirements. Tektraco’s entrepreneurial and opportunistic spirit led them to investing in this area and within years this business unit became a major activity within the organisation.

Tektraco’s growth has not been without challenges. The Libyan market, which was a key source of revenue, was destabilised by political unrest, creating unforeseen setbacks. "The 2011 revolution disrupted business overnight," Karl recalls. Tektraco had to pivot quickly, scaling back hours and strategising around the limited opportunities available. By 2014, with renewed stability in Libya, the company knew it needed to explore other markets. “We considered options in Dubai, Kuwait, and Oman but ultimately decided to refocus our efforts on Malta, where the economy was thriving. Concentrating on local projects helped us get back on our feet," Karl explains. This strategic shift allowed the company to rebuild operations gradually while maintaining connections in Libya for possible future opportunities.

When Karl became CEO in 2017, his approach centred on three core pillars: quality, customer-centricity, and innovation. "We wanted Tektraco to stand out as a specialist in our fields, focusing on high-quality installations and investing in team training," he says. 

When it comes to customer satisfaction, Karl is clear about the company’s approach: “That is non-negotiable; we’re willing to prioritise long-term relationships over immediate gains because we believe that satisfied clients are the foundation of sustainable growth."

To support growth, Karl introduced structural changes, giving each division—medical, telecom, and lab—a degree of autonomy while cultivating collaboration and synergy across the organisation. "We created separate identities for each unit, complete with dedicated branding and marketing tailored to enhance their visibility and efficiency," he explains. "This ‘three-companies-in one’ structure allowed each unit to play to its core strengths, reinforcing Tektraco’s leadership across different sectors.

Today, as Tektraco’s market presence has evolved, the need to unify these identities under one cohesive brand became clear. Reflecting this shift, the company recently rebranded to mark its evolution over the past 35 years. "Our new brand identity symbolises our growth and aims to increase visibility, as well as showcase our expanded service offerings," Karl shares. "It was time to unify our presence, so we’ve updated our website and consolidated our online channels to direct traffic to a single main site," he adds.

When discussing Tektraco’s future, Karl emphasises a balance of continuity and innovation. "We're committed to our legacy, but we’re also forward-looking," he notes. This balanced outlook drives the company’s exploration of new sectors primarily within our existing markets, and for the future this could include potential ventures overseas, which Karl views as a natural extension of the company’s international experience.

Looking ahead, Tektraco aims to maximise its strengths while exploring new frontiers. "Libya is still very much in our sight, but we've learned the importance of a diversified approach," Karl reflects. The recent appointment of a business development professional in Libya is part of Tektraco's cautious re-entry into the market, underscoring the company’s commitment to both opportunity and risk management.

"We’re still a work in progress," Karl concludes, "but by supporting our talented team and staying committed to our purpose, we’re confident that Tektraco can rise to tomorrow’s challenges and embrace the opportunities ahead."