Country Managing Director — Energy-Services Division

The mandate

Following two years of uneven execution, the board is addressing a country business needing renewed licence to grow within a privately held integrated energy producer and services platform. The immediate arena is the energy-services division during a transition-investment decision. For mandate 384, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Country Managing Director operating perimeter covers approximately US$43,200 million in operated asset and trading portfolio, with activity spanning several energy-services division customer, product and delivery clusters rather than a single asset. The Country Managing Director Oil & Energy remit carries direct influence over roughly 1,475 colleagues and third-party capacity.

The board and its investment committee want a Country Managing Director who can convert ambiguity into a short list of explicit choices for the energy-services division. The Country Managing Director Oil & Energy seat must resolve a transition-investment decision, while preserving the underlying strengths of the energy-services division. For mandate 384, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Country Managing Director’s first year on the energy-services division is expected to end with local growth, stakeholder confidence and enterprise alignment. In mandate 384, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Country Managing Director — Energy-Services Division seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the energy-services division remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Country Managing Director value-creation thesis for the energy-services division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately US$43,200 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Country Managing Director Oil & Energy organisation of about 1,475 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the energy-services division economics and execution constraints created by a transition-investment decision, with Country Managing Director-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Country Managing Director operating review across commercial, customer, financial, people, technology and risk outcomes for the energy-services division; remove reconciliations that obscure accountability.
• Have led a country, division or operating entity with direct commercial, people and governance accountability in mandate 384.
• Build the Country Managing Director’s three-year succession and capability plan for the energy-services division, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the energy-services division baseline, meet the 30 stakeholders most consequential to a country business needing renewed licence to grow, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Country Managing Director portfolio and organisation choices for the energy-services division, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable energy-services division trend against local growth, stakeholder confidence and enterprise alignment, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Country Managing Director’s agreed first-year energy-services division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Country Managing Director forecast that remains decision-useful across three consecutive quarters and reconciles the energy-services division’s operating, cash, customer and people assumptions.
• Closure of the Country Managing Director mandate’s highest-priority energy-services division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical energy-services division talent and ready-now successors for at least 70% of the Country Managing Director’s direct reports.
• A quantified Country Managing Director-owned improvement in the energy-services division operating constraint behind a transition-investment decision, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 384: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Country MD, Country CEO or General Manager in a privately held Oil & Energy or adjacent enterprise. In relation to the energy-services division, your Country Managing Director track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this Country Managing Director brief.

As a Country Managing Director candidate, you bring 28+ years of progressive Oil & Energy or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of US$25,050 million and led an organisation of at least 1,025 people.

For mandate 384, the board wants two transitions: a difficult energy-services division portfolio choice and a leadership-system change during a transition-investment decision. As the prospective Country Managing Director for this energy-services division, you must challenge optimistic cases and still create followership. References for mandate 384 must distinguish your contribution from the institution around you.

The Country Managing Director must be based in Houston; international relocation is supported, but this Oil & Energy role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Country MD, Country CEO or General Manager, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Country Managing Director ownership of at least US$25,050 million and leadership of no fewer than 1,025 employees in a comparable energy-services division context.
• One completed Oil & Energy or adjacent-sector example of a country business needing renewed licence to grow with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Country Managing Director-level energy-services division consequences will not meet the bar.
• Willingness to meet the Houston location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 384.

Compensation and terms

The anticipated Country Managing Director package is US$600,000–850,000 base + annual incentive and long-term equity, calibrated to the final energy-services division scope and the candidate’s current mix. Any long-term participation for mandate 384 follows standard vesting and performance conditions. The Country Managing Director appointment in Houston, centred on the energy-services division, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 384.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 384. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 384.