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Toghrul Garashov
Full Name: Toghrul Garashov
Job Title: Trade Operations Manager
Location: Amsterdam
Nationality: Azerbaijani
Years at STX: 1.5+ years
1. With your background in environmental studies and your experience in oil trading, how did this combination prepare you for your role at STX? What specific aspects of STX’s mission resonated with you?
I believe that my background in environmental studies, combined with my experience in oil trading, has given me a unique perspective on both sustainability and commercial outlook, especially when it comes to energy. This resulted in my balanced approach to things in the field of trade operations. It also enables me to find solutions that would satisfy commercial teams while aligning with our other stakeholders from Operations. The fast-paced, dynamic nature of trading has helped me become adaptable and make quick, informed decisions, which are crucial in our industry.
What resonates with me most about our mission is leading the charge in the decarbonization of energy. Transitioning to a more sustainable energy model requires a deep understanding of both supply and demand and I’m inspired by the innovative work that we are doing here while contributing to a better world.
2. As someone who has transitioned from traditional oil trading to environmental commodities, what key challenges did you face and how have they shaped your approach to sustainability at STX?
One of the key challenges I faced when I shifted from oil to environmental commodities trading was adjusting to a market more driven by policy and regulation than purely by supply and demand dynamics. While oil trading thrives on price volatility and immediate market shifts, environmental commodities often involve navigating complex regulatory frameworks and focusing on long-term sustainability goals.
Another challenge was understanding the complexity of environmental commodities, which are still evolving compared to well-established oil markets. This prompted me to adopt a more forward-thinking and proactive approach, as there’s a greater need to anticipate and prepare for regulatory changes, market developments and new products.
3. You began by leading a small team and now manage a much larger group. What key lessons have you learned about effective leadership in the context of environmental commodities and how do you inspire your team at STX?
Leading a small team taught me the value of close collaboration and hands-on management, but as I transitioned to managing a much larger group, I learned the importance of delegation, trust and empowering others. One of the key lessons that I have realized is that empowering individuals with autonomy and fostering collaboration are key to driving innovation and improvement. By creating an environment where people feel supported to take initiative and contribute their expertise, I believe that my team has been inspired to think creatively and focus on improvements and automation. Furthermore, I encourage a culture of continuous learning, encouraging the team to stay motivated, to be cross-trained and improve their skill sets.
4. Can you share a moment in your leadership journey that highlighted the importance of collaboration and innovation within your team?
Honestly, I see inspiring examples every day that reinforce this idea. One standout example is the recent Contract Governance project – a massive collaboration between our Contract and Legal teams, alongside stakeholders from all commercial and operational teams, covering all products traded by our European offices. Thanks to this initiative, we adopted standardized templates, streamlined our processes and empowered the Contracts team to take greater ownership of our trading contracts. Another great example is the automation of Proofs of Sustainability for biogas and biofuel squares, a close collaboration between my team and the Physical Products team and will significantly reduce manual effort and enhance efficiency.
5. Having lived in seven different countries, how have your international experiences shaped your perspective on sustainability and trade operations?
My international experiences have made me realize that each location has its unique environmental challenges, regulatory frameworks and cultural perspectives on sustainability. These experiences have highlighted the importance of local context in developing solutions and the need for flexibility in trade operations to accommodate different regulatory environments and market demands. Moreover, engaging with diverse stakeholders has deepened my understanding of global trade and sustainability. It’s clear that sustainability is not a one-size-fits-all approach – what works in one region may not apply in another. This has driven me to embrace a more inclusive and collaborative approach, seeking insights and solutions that reflect diverse perspectives and regional needs.
6. What aspects of the work culture at STX have been particularly valuable in shaping your leadership approach and driving sustainability initiatives? How do these cultural elements contribute to your overall success in trade operations?
One of the most valuable aspects at STX has been a culture of open communication and collaboration. As I mentioned earlier, a collaborative environment encourages team members to share ideas and perspectives, which is essential for developing creative solutions to our challenges. By fostering open communication and teamwork, we leverage diverse expertise across our teams, leading to more effective and innovative strategies. I also believe that granting autonomy empowers team members to take control of their projects and initiatives, driving creativity and initiative. This, in turn leads to higher job satisfaction and retention, contributing to a more engaged workforce.
7. As the environmental commodities market continues to evolve, what emerging trends or opportunities do you see for enhancing trade operations at STX? How do you plan to address them in your leadership strategy?
In trade operations, our focus is on building the capacity to support scaling across global markets and products. To achieve this, we need to standardize and automate as much as possible in order to streamline operations, reduce errors and increase efficiency, allowing our team to shift focus toward more complex and strategic activities. A key part of this effort is automating our reporting, especially as regulatory compliance continues to take on greater importance.
As new regulations emerge in the environmental commodities sector, companies that are proactive in adapting to these changes will have a competitive edge. I’m also dedicated to building strong, resilient teams that are well cross-trained to ensure support for the ever-changing landscape of products and processes necessary to provide high quality support. At the same time, I’m working to strengthen our partnership with the Front office by providing clear information and transparency. This includes highlighting products with high support costs and identifying ways to reduce them.