Stuart Addis has been with Storm for 17 years, joining when the business was much smaller and a lot less structured than it is today. Over that time, he’s been closely involved in how the company has grown and changed, helping to shape the way it operates as it’s grown.
He’s seen the business move from a more instinct-driven approach to something far more disciplined and considered, and has played a part in putting the structures, processes and direction in place to support that.
Having been there through both the challenging periods and the progress, Stuart’s experience reflects how Storm has developed over time.
Seventeen years ago, Storm looked very different. Smaller. Less structured. Built on energy and instinct rather than frameworks and certifications.
Over the years, I’ve been deeply involved in helping the business evolve, refining how we sell, how we manage risk, how we govern ourselves and how we present ourselves to the market. We introduced ISO standards not for a badge, but to strengthen credibility. We moved towards paperless systems not because it was fashionable, but because it forced discipline. We reshaped processes, redesigned parts of the operating model and developed new revenue streams as we matured.
I’ve never seen Storm as a static business. It’s something we’ve continuously rebuilt - at times incrementally, at times fundamentally, to make it stronger, more sustainable, and more respected.
Growth isn’t just about scale. It’s about evolution. Much of my time here has been spent helping guide that evolution - sometimes with confidence, sometimes with caution, but always with the long-term strength of the business in mind. Being part of that process has defined my time here.
How would you describe your role in keeping Storm running smoothly?
If I’m honest, “smoothly” isn’t always the word I’d use. My role over the years has been less about maintaining comfort and more about navigating growth. Steady at times, uncomfortable at others.
As the business expanded, the decisions became bigger and the consequences more significant. It wasn’t just about operations in the traditional sense - it was about shaping commercial direction, entering new regions, managing risk, building governance, and helping Storm mature from an entrepreneurial trading business into something more structured and sustainable.
There have been plenty of moments where the easy option would have been to avoid a hard decision, but growth rarely comes from easy choices.
What challenges has Storm faced, and how have they changed the business?
We’ve grown through a difficult recession, commodity volatility, currency pressure, customer challenges, supplier disputes, and the inevitable internal growing pains that come with scaling a business.
There were periods of intense travel, including into environments that weren’t always straightforward or predictable. Being present mattered, and at times that meant extended time away from home when the balance felt stretched. There were also moments of real pressure - questioning risk, decisions and challenging whether we were moving in the right direction.
We’ve had strong debates internally - not because people didn’t care, but because they cared deeply about the direction of the business. That pressure, while uncomfortable, forced us to sharpen our thinking and become more disciplined.
Those experiences changed us. They pushed us from reactive to intentional. From opportunistic to structured. From growth for growth’s sake to growth with control.
What’s something people don’t usually see?
The weight behind decisions. From the outside, growth looks steady and confident. Inside, it rarely feels that neat. There are and have been many sleepless nights. Quiet moments of doubt about whether you’ve judged the risk correctly. Difficult conversations you know you can’t avoid. Internal debates when the direction isn’t immediately obvious.
Hiring people, restructuring teams, entering new markets, or changing the business model - those decisions don’t sit on paper. They affect real people and real livelihoods. That responsibility stays with you.
That said, there are genuine highs as well, moments that make the pressure worthwhile. Seeing individuals grow beyond the roles they were first hired into. Watching the business scale and stabilise because the right structure was put in place. Taking on projects that felt bold at the time and seeing them pay off. Introducing new systems and processes that were once resisted but eventually became part of the way we work.
There’s something deeply satisfying about backing an idea, carrying it through the doubt, and then watching it succeed. Those moments remind you why the difficult periods are worth navigating.
Growth isn’t a straight line. It’s a mix of challenge, momentum, and progress, much of which happens behind the scenes.
What are you most proud of?
That despite the pressure, the debates, and the difficulties, we didn’t just survive - we evolved.
Storm today is more structured, more credible, and more disciplined than the business I joined 17 years ago. We’ve built governance, accountability, and a stronger leadership culture. We’ve matured without losing our commercial edge.
I’m proud of the scale we’ve reached, but even prouder of the resilience that sits underneath it. Growth is impressive. Sustained, disciplined growth is something else entirely.
How has your approach changed over time?
Earlier in my career, I focused on solving whatever problem was directly in front of me. Over time, I’ve realised that sustainable growth isn’t about fixing individual issues, it’s about building systems and leaders, so those issues don’t repeat.
I’ve become more measured. More focused on long-term structure rather than short-term wins. More aware that ambition needs discipline to be sustainable. That evolution mirrors Storm’s journey in many ways.
What does being part of Storm for so long mean to you?
It means I’ve grown alongside it. I’ve felt the pressure of its difficult periods and the pride of its breakthroughs. I’ve questioned decisions, defended decisions, and lived with the consequences of both. I’ve experienced the pressure of its difficult periods and the satisfaction of its progress. I’ve questioned decisions, defended them, and learned from the outcomes.
Standing here at 20 years, knowing how much resilience, challenge and honest debate sits behind the success makes me intensely proud to have played a part in building it.
Storm’s growth isn’t just something I’ve witnessed. It’s something I’ve helped shape!
