Real Growth Starts with Real Questions: Andrew’s Path

In this edition of The Executive Outlook, we had the pleasure of speaking with Andrew Stratton, a humble and insightful leader who took us through his journey of growth, leadership, and data-driven decision-making. Andrew, originally from London, now lives in Dubai and plays a crucial role in IRE, a growing company where he began his career as employee number two.

During a conversation, Andrew shared that he joined IRE right after finishing three years in Canada, not knowing what the future holds. He said that in the early days, he had to do a bit of everything. This experience gave him a front-row seat to understand how a business really runs. As the company grew, so did his responsibilities. He stepped into leadership not because of a fancy title but out of necessity. According to him, this hands-on experience helped him build strong systems, support teams, and focus on getting real results.

He continued by saying that growing a business from scratch taught him a lot about creating a good culture and being disciplined in operations. Andrew believes that the real reason people struggle at work is not because they don’t try hard but because they lack clarity. He added by sharing an example of a time when things were super busy, but they weren’t making much progress. So, they started a simple habit: a weekly meeting to track five key numbers on a whiteboard. That small change created a big difference. It helped the team stay on track, made everyone feel more in control, and showed how their work mattered.

Andrew said that after getting clarity, the next step is to remove anything that slows the team down. This could mean improving the process, making roles clearer, or helping teams work better together. He spread light with his words when he said, “When people know what matters and what good looks like, they become more energetic, responsible, and full of ideas.”

Watch the full conversation on YouTube by clicking the link below:

When asked about leadership lessons, Andrew reflected, “One thing I wish I had learned earlier is that being a leader is not about having all the answers. It’s about asking the right questions and giving others the space to grow.” He recounted that, in the beginning, he thought a good leader should quickly solve problems and jump in when things went wrong. But over time, he realized that approach made people dependent on him. So, he switched to a coaching style. Instead of giving solutions, he started asking, “What do you think is the best way forward?” or “What’s blocking you?”

He further defined that, though this felt slow at first, it helped people become more confident and responsible. According to Andrew, true leadership means helping others become leaders too.

In the same discussion, the “5 Whys” technique came up. Andrew agreed it’s a powerful way to find the root of problems. He said that asking “why” multiple times in a row helps people uncover real issues, not just surface-level ones. Whether solving problems with people or using data, Andrew said it always comes back to trust; you must trust the numbers you see.

Switching gears, we asked Andrew about hiring and what he looks for in future leaders. He said something very thoughtful: “No matter your industry, you are a recruitment company first. If you can’t bring in the right people, your business won’t grow.” He shared that he looks for mindset over resume. Curiosity, taking responsibility, and the courage to ask questions matter more than qualifications.

Prefer to listen on the go? Tune in to the full podcast episode on Spotify below:

Andrew added by sharing that in fast-growing companies, skills can always be taught, especially with how fast AI and technology are moving. But the right attitude can’t be trained. He looks for people who are open to feedback. comfortable working with diverse teams who care about results but also know how to listen. 

He recounted the story of one of the best hires he has ever made. The person didn’t have a fancy resume, but they asked the right questions in the interview about success, teamwork, and customer focus. That person is now the leader in the company. Andrew called him “a diamond in the rough.” 

He further shared that it’s also important to encourage ownership. He wants people to come to him not just with problems but with ideas for solutions. He encourages his team to think, “What would I do if my manager weren’t here?” 

Andrew also spoke about how data plays a role in the oil and gas sector. He mentioned that in such a fast-changing world, businesses need to stay flexible. And that means having real-time data, not just reports after things have already happened. His team builds dashboards that help everyone see the current situation clearly, whether it’s sales, quotes, orders, or receivables. 

According to Andrew, when everyone from top leaders to warehouse staff can see a number tied to their work, they feel ownership and a sense of purpose. He said, “Even though we are only 20 people, it’s important that everyone knows how their work fits into the bigger picture.” 

He continued by explaining how their company uses a system called OKRs, or Objectives and Key Results. The big company goals are broken down into department goals, and those are broken into individual goals. He said that his main job is to make sure people feel responsible for their goals and understand how they contribute. 

Andrew also tracks staff retention and employee growth, which shows how engaged the team is. He said that if the company doesn’t perform financially, it cannot support anyone. But beyond numbers, keeping people happy and helping them grow matters just as much. 

During a conversation about implementing this strategy in other companies, Andrew shared that success starts with clarity and transparency. He mentioned that his team holds quarterly updates where they openly share financial and business performance. He believes that when people understand what’s going on, they trust the process more and get involved. 

Andrew explained that setting goals can’t just come from the top. Instead, leaders should involve everyone in the planning process. He said that when people help set their own goals, they care more about achieving them. 

Andrew recounted that even in their own company, their first try at this strategy didn’t work. It took time. They had to try again, and even the second attempt wasn’t perfect. But by the third time, people started seeing the value, understanding the system, and accepting the change. 

He shared that change management is not just about rolling out new systems. It’s about making people feel supported, reducing friction, and keeping focus on outcomes. He reminded us that adoption only happens when people understand the “why” behind a change and feel they have a role in shaping it. 

Andrew Stratton’s journey is a great example of leadership rooted in trust, clarity, and empowerment. His simple, thoughtful strategies remind us that success doesn’t come from having all the answers but from building people who can find those answers themselves.

Stay tuned for more inspiring stories from leaders around the world in The Executive Outlook.