Leadership Lessons from Andrew Wood, Managing Director at GMS

You’ll Never Keep Great People If You Don’t Learn This Lesson

Leadership in manufacturing has changed dramatically over the years, and few exemplify this evolution better than Andrew Wood, Managing Director of GMS. For him, leadership is less about titles or authority and more about responsibility — to employees, their families, and the wider community.

“It’s not about you; it’s about them.”

At GMS, this philosophy underpins everything. The company invests heavily in staff development, from degrees and MBAs to certifications, and every employee has a Personal Development Plan reviewed twice a year. But learning isn’t just formal it’s part of daily life.

This focus on growth and support has built exceptional retention and engagement.

Andrew also highlights how leadership styles must evolve. His own early experiences with autocratic management contrast sharply with the collaborative, empathetic approach he champions today. Emotional intelligence, inclusion, and empathy are not “soft skills” — they are essential.

He believes ambition and drive are cultivated, not innate. Early exposure to confidence-building experiences, encouragement, and opportunities to try, fail, and learn shapes future leaders. Likewise, communication and listening are central: at GMS, open forums and candid discussions have sparked some of the company’s most impactful improvements, empowering teams to take ownership and innovate.

Resilience has been tested repeatedly from Brexit and Covid to global supply chain disruptions. For GMS, navigating these challenges has required financial prudence, adaptability, and unwavering focus on customer trust. Selecting the right partners, those who share values and culture, has been just as crucial as capability.

Andrew also reflects on personal leadership lessons: leave arrogance at the door. Humility, empathy, and supporting others define lasting leadership. Looking ahead, GMS’s growth plan focuses on developing its teams first, expanding into EVs, rail, and construction — but with a clear mantra:

“Never think you’ve done it. It’s all in front of you, not behind.”

In Andrew’s view, leadership isn’t a destination it’s a daily responsibility, a commitment to people, growth, and adaptability. For manufacturers and leaders alike, his approach offers a blueprint for building resilient, high-performing teams.