When Andrew Harrow joined Esh Construction in 2005 as a quantity surveyor, he couldn’t have predicted the career path ahead of him. What began as a role grounded in commercial delivery has evolved into a 20-year journey shaped by progression, opportunity and the growth of the business itself.
Today, as Operations Director for Esh Construction’s refurbishment division, Andrew leads the delivery of planned maintenance, retrofit and capital improvement projects for social housing providers across the North East and Tees Valley. His story reflects not only personal development, but the evolution of Esh as a business – and its continued investment in people.
Andrew’s route into construction wasn’t entirely straightforward. Initially considering a career in teaching, he instead followed a path into quantity surveying, gaining early experience in consultancy and private housebuilding before joining Esh.
Since then, his progression has been driven by ambition and the opportunities created within the business. From quantity surveyor to managing surveyor, commercial manager and framework manager, Andrew has steadily built a broad understanding of both the commercial and operational sides of delivery before stepping into his current leadership role.
“I didn’t come in with a masterplan,” he says. “But Esh has always encouraged progression. That support, combined with opportunity, is what’s made me want to develop a long-term career here.”
That culture of progression is something Andrew is keen to carry forward – creating clear pathways for others to follow and ensuring the next generation of talent can grow within the business.
Developing people from within
Across the refurbishment division, many team members have built long careers, progressing into senior roles and shaping the direction of the business. For Andrew, creating the right environment is key.
“People stay because they feel trusted and supported. You retain them by giving them a voice and backing them to do their jobs,” adds Andrew. “Growing your own talent is important. It creates stability, retains knowledge and builds a team that understands how we work and what we stand for.”
That ethos is supported by ongoing investment in training and development. Andrew himself has completed leadership training in recent years, equipping him with the skills to transition from a commercial role into an operational leadership position.
Andrew’s promotion to Operations Director earlier this year sees him now play a pivotal role in shaping the forward direction of Esh’s refurbishment division.
It’s a division that has grown significantly in scale and complexity over the past two decades. “There’s still a perception that what we do is ‘just kitchen and bathroom replacements’,” he explains. “The reality is very different.
“We’re delivering complex schemes, from tower blocks and grade listed buildings to sheltered housing and specialist retrofit — often at pace and in occupied environments.”
Projects can involve technical rewires, mechanical and electrical upgrades, new windows and doors – all requiring careful planning, coordination and communication across teams and supply chains.
Focused on people and performance
As the division continues to grow, Andrew remains focused on the fundamentals that underpin success – safety, customer experience and quality.
“Health and safety is always the first priority, but customer experience comes immediately after that,” he says. “If you communicate and take residents on the journey, you get buy-in – and that improves everything else.”
This approach reflects a wider shift across the industry, with increasing emphasis on customer experience, social value and community impact alongside technical delivery.
It also reinforces the importance of people — from site teams to customer experience coordinators — in delivering successful outcomes.
Looking ahead
With demand for retrofit and housing improvements continuing to grow via the Government’s Warm Homes Plan, Andrew sees a strong future for the refurbishment division.
“Energy efficiency and upgrading existing homes are only going to become more important,” he says. “At the same time, there’s growing demand for improving housing to support an ageing population.”
For Andrew, the ambition is clear: to continue building a strong, sustainable business that is known for consistent delivery, trusted partnerships and a highly skilled, motivated team. Long‑standing frameworks with housing providers including Thirteen Group, Gentoo and North Star Housing provide a strong pipeline of work, giving Esh the confidence to invest in its people and plan for the long term.
He added: “I want us to lead the way in the North East for social housing refurbishment. For me, that’s about being clear on what we do, doing it well, and building trust through consistency. Clients know what they’re getting with us, and they know we’ll deliver what we say we will.”
After 20 years with the business, Andrew’s journey is a clear example of what can be achieved at Esh – and a reminder that long-term success is built not just on projects, but on the people who deliver them.
