From Trainee to Managing Director | The moments that have defined my career

When he first walked through the door as a trainee at Aker Solutions, occupying a seat in the boardroom seemed out of reach, but after building an international career step by step, Stuart Florance is now leading a team of hundreds of people as Peterson’s Managing Director UK.

With over 25 years of experience in the energy industry, Stuart’s progression took him from workshop and maintenance roles with Aker Solutions and Archer in the North Sea and Norway, to operations management positions with MHWirth in the Caspian Sea and Middle East, followed by almost seven years in the UK and UAE with Odfjell Technology as a VP in their Well Services Business Area.

We sat down with Stuart to talk through his reflections on his career trajectory so far, and the pivotal moments that have shaped him as a leader.

Early days on the workshop floor

I can remember visiting my dad’s office in Aberdeen when I was a child. I remember being intrigued by the pictures of oil rigs hanging on the walls, the comings and goings in the warehouse, and the variety of core and rock samples and chemicals sat on the shelves. It was the ‘80s and all around were driven and committed people building the industry that I would step into. When I look back, I see how that same work ethic and determination show up in my own career today.

My own path in the industry started at Aker Solutions. I came in as a trainee draughtsman, but when our engineering department was closed, I had the chance to move into the workshop. The team was a great fit for me, and I enjoyed the hands-on, fast-paced and challenging environment. At times the job really challenged me – it was hard physical work and often involved long hours during busy peri-ods, but it was the best way to learn the business from the ground up. I don’t think I would be where I am today if I hadn’t had that grounding, practical experience on the workshop floor, experiencing the challenges of day-to-day operations first hand.

A personal connection to safety

In the early part of my career, an incident occurred offshore where several people were injured. This was a hard-hitting moment for many of us at the time – the realisation that the links of safety are ab-solutely interconnected through all departments. That experience really brought home the value of safety barriers, control of work, and communication in hazardous operations. But above all else, it gave me an appreciation that safety statistics aren’t just numbers – they are real people, with families, friends and lives ahead of them.

My commitment to safety has been something I place above all else and will never compromise on. It’s a belief that I have continued to carry with me throughout my career, and into my current role with Peterson. For me, everyone should feel that they have the right to stop work if it looks or feels unsafe – whether they are based at one of our operational sites, an office or remotely. As a leader, it’s also about encouraging people to intervene in a positive way – from a place of care and concern for each other, engaging on a personal level, without confrontation. And coaching teams in how to respond supportively is just as important – pausing work for safety should never be seen as a disruption. I think this sort of mindset goes a long way in building a culture where the number one priority is pro-tecting ourselves and those around us.

Overseas opportunities

Moving abroad was a key turning point for me. The first time I took a job overseas was when I was 25, relocating to Norway. Since then, I have also spent a number of years in Azerbaijan and the UAE. I don’t think I realised how impactful the decision to work internationally would be – in terms of my career path and my personal growth. It was a learning curve in how to navigate different cultural norms, languages and communication styles. It taught me some incredibly important lessons in how to integrate well in a team, and the adaptions I can make to help everyone feel included and wel-come, no matter their background. Diverse teams are invaluable in teaching others how to actively listen, to be very clear in what you’re saying, and to work hard to ensure your message is interpreted as you’ve meant it.

My international roles at Aker, MHWirth and Odfjell gave me a whole new perspective on teamwork and leadership, and when I returned to the UK, I always tried to take some of what I had learned abroad back with me, in the same way as I take my learnings from Aberdeen with me to other coun-tries.

I do still feel a sense of comfort when I step back on Scottish soil, despite the challenges ahead for the energy sector. It’s a tricky time – you could say a crossroads – but the resilience and tenacity of our industry have triumphed before, and I have no doubt we will see that again. What I talk to my teams at Peterson about is focussing our energy into what we can influence – how we deliver, how we show up for our customers and how we grow our business through trust, relationships, and ser-vice excellence. I’m optimistic about what the future holds for our industry in Aberdeen, and beyond.

Aside from my work, returning to the UK has its benefits on a personal level too – my wider family are all here and my wife and I have always considered Aberdeen to be home. It’s great to be back and be able to enjoy the countryside, fresh air, golf courses, and of course to be back close to Murrayfield for the rugby again.

Fatherhood and future generations

Looking back to the early part of my career, I was fortunate to have some positive role models and hugely influential leaders who offered me guidance and support without judgement and without ex-pectation. Now as a father myself I try to emulate some of their behaviours into both my work life and personal life.

At this point in my life, and particularly since having my own children, I feel a greater sense of re-sponsibility to support the generations coming after me. I’ve seen many different leadership styles over the years, but one leader in particular stands out – they taught me how to deeply understand and accept my own style, and how to strive to be the best version of it. That is a message I pass on to the graduates and apprentices that I work with, encouraging them to take a step back, self-reflect and acknowledge their own strengths and weaknesses so they can reach their full potential.

The other value that I hope to pass on to future leaders is the importance of doing the right thing. The leaders that shaped my career gave me space to make mistakes, and having that guidance and trust allowed me to grow. But with that trust comes the need to take responsibility for mistakes and holding yourself accountable. It’s a value I believe is essential for career growth, and it’s a value that really comes through in the Peterson culture.

Leading today and beyond

Starting the role as Managing Director UK at Peterson earlier this year has already been extremely rewarding. Having spent the last few months engaging with the teams at our operational sites across the UK and seeing their passion and commitment, it definitely feels like the right job at the right time.

So far, in a typical week I could be talking to our customers about how we help them optimise their offshore logistics, exploring an offshore wind project development, visiting new ports and engaging with stakeholders, or looking at potential asset decommissioning. The baseline set is high – Peterson has an exemplary safety record and has made industry-leading strides in terms of sustainability. It is committed to being a partner to customers, adopting their business challenges as our own and deliv-ering with safety, reliability, and innovation at our core. My focus is maintaining these excellent qual-ity and standards and exploring how we deepen our partnerships.

Since I have been at Peterson, I’ve found myself reflecting on the early part of my career a lot. There is something full circle and serendipitous about spending time with the teams on the quaysides and warehouse floor that takes me back to my days in the workshop. I’ve really enjoyed that engage-ment, listening to and understanding the challenges they face whilst learning from them at the same time. I will never underestimate how impactful one-to-one conversations on the ground are, building trust and helping people feel safe and confident to speak up.

Two principles have shaped my career so far and will continue to guide me moving forward. First, I never lose sight of how my experiences, the people who have supported me, and the challenges I’ve faced have all contributed to who I am today. Second, I never underestimate the power of persistence and resilience in people. Talent is important, but grit and determination matter just as much – sometimes even more. These qualities are what carry people through challenges and help realise opportunities that may have once seemed out of reach.