10 Best Corporate Leaders in Asia 2024 Alexon Strandberg

Redefining Empathy, Resilience, and Innovation

Alexon Strandberg

Country Director

Kent

Leadership in today’s complex energy sector is not just about commanding a team or having a vision; it’s about inspiring and mobilising people to achieve extraordinary results. Alexon Strandberg, the In-Country Director for Kent in the Iraq, exemplifies this kind of transformative leadership. His guiding principle is simple but powerful: “Leadership in the energy sector is about foreseeing the future and building it today,” With over two decades of expertise, Alexon has consistently demonstrated how teamwork and strategic foresight turn challenges into opportunities. At KBR/Energo Engineering, he led game-changing projects such as the Majnoon oil field expansion and the Hail & Ghasha Development, setting new benchmarks for the Middle East’s energy infrastructure. His career has been a series of impactful milestones, from driving strategic change at Naftec to holding significant roles at Mott MacDonald, CH2M HILL, and AECOM. Alexon’s relentless pursuit of excellence and knack for fostering collaboration have made him a force to be reckoned with in the energy and infrastructure sectors. In a candid conversation with TradeFlock, he revealed the strategies behind his success, the challenges that shaped him, and his vision for the future—proving that true leaders don’t just dream; they inspire others to make those dreams a reality.

DON’T BE A BOSS BUT A LEADER, TALENT WINS GAMES BUT TEAMWORK WINS CHAMPIONSHIPS.

What are the key challenges and rewards of managing multidisciplinary teams?

I’ve always believed that communication can make or break a project. Early in my career, I learned that simple misunderstandings could derail entire teams, so I made it a point to become a better listener and approach every conversation with patience. Even colleagues I once struggled to connect with have become friends. While dealing with egos can be frustrating, I focus on celebrating every success, no matter how small. It’s these little wins and compromises that ultimately create a cohesive and high-performing team.

How have you adapted your leadership style for different regions, especially Asia?

This is the thought which drives me everyday. Leading teams across different cultures has taught me that understanding goes beyond the chats in those cubicles. Gradually, I’ve embraced each region’s culture, finding ways to connect authentically and build strong relationships. However, celebrating key cultural dates, being mindful of humour differences, and running team-building sessions have made a real difference. My approach is more flexible now—motivational, yet firm when needed. Mistakes are part of growth, but I always emphasise learning from them to keep us moving forward together.

What’s your vision for leadership in Asia’s energy and infrastructure sectors?

When I think about the future of corporate leadership in Asia, I see a shift away from the old, rigid ways of working. My vision is to create workplaces that invest in people—not just in their skills but in their well-being. Having personally experienced the impact of workplace stress, I’m committed to building environments where mental and physical health are a priority. The best leaders in this region are the ones who appreciate their teams, focus on meaningful productivity, and make the office a place people actually want to come to, not just somewhere they clock in for a paycheck.

How do you manage interfaces among subcontractors, stakeholders, and authorities in high-stakes projects?

Successful interface management starts with getting everyone on the same page from day one. I make it a point to engage stakeholders early, align on goals, and lock in a synchronised schedule. To keep things running smoothly, I set up clear communication protocols and use a RACI matrix to define who’s responsible for what. This not only prevents confusion but also keeps everyone accountable. It’s all about creating a framework where every player knows their role and the project flows seamlessly.

“TO LEAD EFFECTIVELY, YOU FIRST HAVE TO LISTEN AND LEARN,”

How do you balance strategic leadership with hands-on execution?

Balancing strategy and hands-on execution is like walking a tightrope. What’s helped me most is setting personal KPIs to stay focused and splitting my time fairly—though not always equally—between big-picture planning and diving into the details. “Leadership is about empowering your team, not doing everything yourself,” a lesson I learned the hard way when I first struggled with delegating. Now, I trust my team and actively seek their feedback to ensure I’m not micromanaging. I also love learning from fresh graduates—their energy and new ideas keep me inspired and adaptable.

What strengths have helped you succeed, and what challenges have you overcome as a leader?

Bragging never came naturally to me, but I’ve learned that “owning your strengths is part of earning your place at the table.” My tenacity has been key—I set goals and don’t let detours stop me. I’m also great at managing my time, compartmentalising and prioritising to stay on top of complex projects. But I’ve had to overcome the idea that hard work alone is enough. Realising the world operates in shades of grey and learning to work smarter, not just harder, was a game-changer for me.