Regional Chief Executive Officer — Energy-Services Division

The mandate

A privately held energy-services group operates across field services, projects, maintenance, technology-enabled offerings and customer accounts in North America. Capital and senior talent remain spread across markets with different growth, risk and right to win. The board seeks a Regional CEO who can redefine the portfolio, protect strong franchises and withdraw from activity that cannot earn its cost of capital.

The perimeter covers approximately US$31,300 million in operated assets and service portfolio and 2,300 employees and material partners. Accountability includes regional P&L, strategy, capital, customers, operations, commercial discipline, safety, people, technology adoption and risk. Service-line leaders retain delivery ownership. The CEO owns the combined regional result and the choices connecting market position, operating capability and capital.

Capital discipline cannot be a uniform reduction. Some franchises need equipment, digital or workforce investment to protect customer value; others carry structural margin, liability or utilisation weakness. The CEO must distinguish repairable execution from an unattractive market position.

Why this seat is open

This is a planned replacement with a four-to-six-month handover. The incumbent retains normal authority and will transfer customers, operations and leadership context. No concealed safety or conduct issue prompted succession. Communication will be sequenced confidentially.

What you will own

• Segment markets and service lines by advantage and capital quality.
• Carry regional P&L, cash, safety and customer commitments.
• Reset commercial gates, pricing and contract risk.
• Improve field execution, equipment and workforce productivity.
• Decide invest, partner, harvest, restructure and exit pathways.
• Build regional leaders and successors.

Portfolio diagnosis will separate market movement, pricing, utilisation, execution, claims and overhead. Each business will carry a clean baseline, customer concentration, capital demand and capability thesis. Shared cost will be attributed transparently. A service line cannot appear attractive by leaving equipment, talent or liability elsewhere.

Customer strategy will focus on problems the region can solve distinctively. Account plans will identify decision-makers, delivered value, contract economics, credit and competitive position. Growth will be measured through contribution and cash after execution, not awards alone. High revenue with recurring scope ambiguity or claims will be challenged.

Commercial governance will require risk-adjusted pricing, capacity, terms and walk-away conditions. Contracts will reconcile labour, equipment, materials, schedule, indemnity and change. Partner models need specific contribution and exit. The CEO can decline work that uses scarce capability without adequate return.

Operations will connect sold scope to field readiness. Competent crews, equipment, parts, procedures, supervision and logistics must be available before mobilisation. Safety precursors, rework, schedule, utilisation and customer outcomes will form one review. Cost reduction cannot defer maintenance or weaken competent supervision.

Capital allocation will distinguish sustaining, productivity, growth and optional bets. Projects will show counterfactual, capacity and downside. Post-investment review will use approved physical drivers. Businesses that fail agreed gates will be partnered, resized or exited rather than protected through forecast resets.

Regional structure will follow customers and field capability. Basin, coast and industrial-market teams may need local authority, while equipment, engineering, digital and key-account capabilities can create scale across the region. The CEO will define which decisions stay close to operations and which require regional arbitration. Layers that only reconcile service-line and geographic forecasts will be removed.

Working capital and claims will be part of portfolio quality. Mobilisation cash, unbilled work, disputed change, inventory and equipment deployment will be reviewed alongside margin. The CEO will distinguish temporary project timing from a contract or execution model that structurally consumes cash. Growth leaders will not receive credit for awards whose payment security, scope or capacity case remains unresolved.

Talent choices will follow the selected portfolio. Critical technical and field leaders will receive development and succession plans, while capabilities attached to exited markets will be redeployed where credible. Retention awards may secure a defined transition but cannot replace a future role. Employee communication will explain the business logic and available pathways without promising outcomes before consultation is complete.

The first 12 months

Within 90 days, the CEO will re-underwrite the twelve largest businesses, customers and capital positions and assess leadership. The board will receive invest, fix, partner and exit choices.

By month eight, three weak positions should have funded recovery or exit paths, two priority service lines should demonstrate improved contribution and commercial gates should govern all material bids. Customer and field forecasts will reconcile.

At year-end, regional cash conversion should improve 10 percentage points, forecast margin variance remain within 150 basis points and safety performance improve 15% on agreed leading and lagging measures. Ninety per cent of capital should stay behind gates, with ready successors for 70% of pivotal roles.

What the board will measure

• Explicit regional portfolio choices and capital consequences.
• Customer growth producing cash and sustainable contribution.
• Reliable field delivery and visible safety leadership.
• Early exit from structurally weak positions.
• Strong regional leadership and succession.

The person

You are a Regional CEO, energy-services president or operating executive with more than 28 years of experience. You have carried accountable scope above US$18,150 million and led at least 1,600 people. Your record includes field operations, customers, capital and portfolio restructuring.

The board will test a market you exited, a high-revenue account you repriced and a capital programme whose outcome you measured. Pure corporate or sales leadership will not qualify.

This onsite Houston role requires extensive regional customer and operating travel.

Compensation and terms

Base compensation is US$600,000–850,000 plus annual incentive and long-term equity. Measures include cash, margin, safety, portfolio choices, customer outcomes and succession.

Confidentiality

The group, customers, service lines, assets and portfolio choices remain confidential. Further detail follows qualification and an undertaking.