Country Managing Director — Energy-Services Division

The mandate

A privately held US energy-services business operates across field services, projects, asset support and emerging transition offers. The board is deciding where the next growth investment will go, and needs the country business to demonstrate which customer problems it can solve distinctively and how transition investment will use existing capability. A new Country Managing Director will establish one P&L, strengthen execution and make the scale-or-stop choices.

The perimeter covers approximately US$43,200 million in operated assets and service portfolio and 1,475 employees and material partners. Accountability includes country P&L, customers, operations, commercial policy, capital, safety, people, technology adoption, transition offers and risk. Service-line leaders own delivery and technical functions retain standards. The MD owns the integrated country result and the evidence behind future growth.

Transition opportunity cannot be assumed from market forecasts. Customers may need emissions measurement, electrification, methane, efficiency, integrity or new infrastructure, but the business must prove capability, economics and right to win before capital is committed.

Why this seat is open

The board has authorised a new country seat within its future operating model; no incumbent is being replaced. A four-to-six-month search allows the executive to join before the next capital and talent cycle. Existing leaders retain current accountabilities until activation.

What you will own

• Carry one country P&L, cash, safety and customer agenda.
• Segment core and transition markets by advantage and capital quality.
• Restore field delivery, pricing and contract discipline.
• Decide invest, pilot, partner, harvest and exit pathways.
• Build customer and technology partnerships with explicit contribution.
• Develop country leaders and successors.

The baseline will separate market, price, utilisation, execution, claims, working capital and overhead. Each service line will show customer concentration, equipment and workforce demand, liability and growth thesis. Shared costs will follow consumption. Underperformance cannot be attributed indefinitely to the cycle.

Customer strategy will identify operational decisions and measurable value. The MD will focus account plans on access, safety, reliability, cost or transition outcomes the business can deliver. Awards will be evaluated after mobilisation, change and cash. High revenue with persistent scope ambiguity or claims will be repriced, restructured or declined.

Transition offers will use bounded pilots. Each pilot needs a customer decision, technical boundary, investment cap, adoption threshold and scale-or-stop date. Partner contribution may include technology, data, equipment, customer access or risk absorption. The country business will not fund an alliance whose value depends on future relationship intent.

Field execution will connect sold scope to competent crews, equipment, parts, procedures and supervision. Safety precursors, schedule, rework, utilisation, customer outcome and cash will form one review. Cost improvement cannot defer equipment maintenance or thin competent oversight.

Capital will be classified as sustaining, productivity, customer-backed growth or option. Every case needs a counterfactual, capacity and downside. Post-investment review will use approved physical drivers. A pilot that fails agreed evidence will stop without being relabelled as strategic learning indefinitely.

Leadership will combine geographic and service-line authority. The MD will remove layers that only reconcile plans and establish final decisions for customer, resource and risk disputes. Leaders will be measured on enterprise capacity, cash and succession, not protected local utilisation.

Country stakeholder strategy will include federal and state regulators, landowners, communities, workforce representatives and industry partners. Permits, local commitments, tax incentives and public claims must reconcile with operational capability. The MD will not allow a transition investment to rely on an incentive whose qualification, timing or continuing obligations remain unowned.

Supply and technology choices will be part of the country thesis. Equipment concentration, software rights, specialist labour and service support may determine whether a pilot can scale. The MD will require qualification, localisation where credible, lifecycle cost and exit before approving repeat deployment. Partnership marketing cannot substitute for a deliverable support model.

Working across mature and transition services requires honest resource allocation. Shared engineers, field crews, customer access and equipment will have explicit priorities and transfer prices. A new offer cannot appear attractive because the core franchise absorbs mobilisation, safety or overhead. The country review will show where growth consumes capability needed to protect existing commitments.

The first 12 months

Within 90 days, the MD will re-underwrite the twelve largest service lines, accounts and transition bets and assess leadership. The board will receive fix, invest, partner and exit choices.

By month eight, three weak positions should have funded recovery or exit plans, two transition pilots should reach explicit decisions and commercial gates should govern priority bids. Field and customer forecasts will reconcile.

At year-end, country cash conversion should improve 10 percentage points, margin variance remain within 150 basis points and safety performance improve 15%. Ninety per cent of capital should sit behind gates, with ready succession for 70% of pivotal roles.

What the board will measure

• One transparent country result and clear portfolio choices.
• Customer growth producing contribution and cash.
• Transition investments proven before scale.
• Reliable, safe field delivery.
• Strong country leadership and succession.

The person

You are a Country Managing Director, energy-services CEO or regional operating executive with more than 28 years of experience. You have carried scope above US$25,050 million and led at least 1,025 people. Your record includes customers, field delivery, capital and emerging energy services.

The board will test a transition pilot you stopped, an account you repriced and a market position you exited. Functional or sales-only leadership will not qualify.

This onsite Houston role requires extensive customer and field 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, transition value and succession.

Confidentiality

The business, customers, service lines, pilots and investment choices remain confidential. Further detail follows qualification and an undertaking.