EVP – International Strategy — Gas And LNG Business

The mandate

An institutionally backed gas and LNG business has pursued international terminals, marketing positions, infrastructure and partnerships without consistent entry or exit gates. The board needs an EVP International Strategy to compare markets on resource, customer, infrastructure, partner, capital and delivery evidence.

The perimeter covers approximately QAR 41,400 million in operated assets and trading portfolio and 2,100 employees and material partners. Accountability includes international portfolio, market entry, partnerships, strategic capital, scenarios, country strategies and execution governance. Business leaders own projects and commercial teams own contracts. The EVP owns comparative choices, milestone discipline and the removal of resources from failed theses.

Gas markets are linked but not interchangeable. Demand, infrastructure, pricing, credit, regulation, geopolitics and shipping differ materially. A well-connected partner or headline demand forecast does not establish an investable position.

Why this seat is open

The need emerged outside the hiring calendar when project recovery exposed the opportunity cost of international expansion. This urgent, unplanned appointment is targeted within four to six weeks. Interim teams protect live commitments but cannot reset the portfolio. There is no predecessor.

What you will own

• Define entry, bid, partnership, scale, pause and exit gates.
• Compare international positions after capital and capacity use.
• Integrate demand, pricing, infrastructure and political evidence.
• Stage commitments before irreversible spend or guarantees.
• Govern country strategy, partners and assumption expiry.
• Build international strategy leaders and successors.

Market underwriting will begin with the physical and contractual chain. Resource or supply, transport, terminal access, storage, customer demand, pricing, credit and operating capability must reconcile. Each thesis will state evidence, uncertainty, owner and expiry. Policy statements and non-binding customer interest will remain labelled.

Capital allocation will include scarce project and technical leadership, guarantees, development spend and balance-sheet headroom. The EVP will show which opportunities cannot proceed simultaneously. Expansion may be staged, partnered or delayed where the recovery requires the same capability. Sunk market-development cost will not create priority.

Partnerships will specify contribution—market access, capital, infrastructure, customers, technology or delivery. Governance, information, reserved matters, exclusivity and exit will be agreed before material commitment. Relationship quality is not a substitute for enforceable capability or aligned economics.

Scenarios will combine commodity, shipping, financing, currency, regulatory and geopolitical change. Predetermined signposts will trigger reduced commitment, alternate structure or exit. Country teams cannot roll expired assumptions forward without review. The board will see where optionality is usable and what it costs to retain.

Project-recovery evidence will change international strategy. Delays, supplier constraints, commissioning lessons and operating performance must update future capacity and schedules. The EVP will prevent a new market case from assuming delivery capability the current programme has disproved.

Country operating models will be designed before entry. The strategy must state which decisions sit with the local business, regional platform, partners and home office; which licences and capabilities are required; and how customer, technical and risk authority will work. A small representative office cannot be assumed to carry the obligations of a full operating position.

Customer development will distinguish interest from commitment. Memoranda, forecasts and policy support will be tested through credit, tenor, flexibility, pricing and decision authority. Where demand must be aggregated, the EVP will set minimum evidence and a funding limit before infrastructure proceeds. Strategic narrative will not convert unsigned demand into utilisation.

Exit planning will accompany entry. Contract transfer, employees, data, assets, guarantees, licences and stakeholder relationships may constrain withdrawal. Each country thesis will identify the least-destructive exit route and residual exposure. The board will know whether an option is genuinely reversible before describing staged spend as low risk.

International talent will be part of the case. Country leaders need relevant government, commercial and operating authority rather than symbolic representation. The EVP will decide which capability must be local, which can be deployed temporarily and what succession proves commitment. Expatriate cover without a dated local pathway will be costed as dependency.

The first 12 months

Within 75 days, the EVP will re-underwrite the eight largest international positions and assess leadership. The committee will receive accelerate, stage, partner, pause and exit decisions.

By month eight, three country strategies should use common gates, two partnerships should carry verified contribution and one unsupported position should release capital or capability. Major assumptions will have named expiry dates.

At year-end, 90% of international development spend should sit behind approved gates and forecast spend remain within 10%. Two priority positions should reach scale-or-stop decisions on time, with no material commitment based on an expired demand, partner or capacity premise.

What the board will measure

• International choices grounded in physical and customer evidence.
• Capital and scarce capability allocated transparently.
• Partnerships governed beyond relationships.
• Timely exit when assumptions fail.
• Strong country strategy succession.

The person

You are an EVP International Strategy, gas portfolio leader or cross-border energy executive with 22–28 years of experience. You have carried scope above QAR 24,000 million and led at least 1,475 people. Your record includes gas or LNG market entry, partnerships and major-project consequence.

The board will test a market you exited, a partnership restructured and an expansion delayed for delivery capacity. Pure planning without investment consequences will not qualify.

This onsite Doha role requires extensive government, customer, partner and asset travel.

Compensation and terms

Fixed compensation is QAR 1.3–1.8 million plus annual incentive. Measures include entry quality, capital gates, partnerships, exits, scenarios and succession.

Confidentiality

The organisation, markets, partners, projects and capital choices remain confidential. Further details follow qualification and an undertaking.