Partner – Organisation and Talent — Gas And LNG Business

The mandate

The chair and executive committee are aligned that the immediate priority is client demand for organisation advice tied directly to strategic delivery within a institutionally backed integrated energy producer and services platform. The immediate arena is the gas and LNG business during a capital-discipline reset. For mandate 389, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Partner – Organisation and Talent operating perimeter covers approximately QAR 32,750 million in operated asset and trading portfolio, with activity spanning several gas and LNG business customer, product and delivery clusters rather than a single asset. The Partner – Organisation and Talent Oil & Energy remit carries direct influence over roughly 1,275 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Partner – Organisation and Talent who can convert ambiguity into a short list of explicit choices for the gas and LNG business. The Partner – Organisation and Talent Oil & Energy seat must resolve a capital-discipline reset, while preserving the underlying strengths of the gas and LNG business. For mandate 389, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Partner – Organisation and Talent’s first year on the gas and LNG business is expected to end with trusted counsel, senior-team effectiveness and repeatable intellectual property. In mandate 389, 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 Partner – Organisation and Talent — Gas And LNG Business seat, established because a capital-discipline reset now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the gas and lng business, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Partner – Organisation and Talent value-creation thesis for the gas and LNG business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately QAR 32,750 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Partner – Organisation and Talent Oil & Energy organisation of about 1,275 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the gas and LNG business economics and execution constraints created by a capital-discipline reset, with Partner – Organisation and Talent-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Partner – Organisation and Talent operating review across commercial, customer, financial, people, technology and risk outcomes for the gas and LNG business; remove reconciliations that obscure accountability.
• Show repeated senior-client origination plus responsibility for developing principals and future partners in mandate 389.
• Build the Partner – Organisation and Talent’s three-year succession and capability plan for the gas and LNG business, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the gas and LNG business baseline, meet the 30 stakeholders most consequential to client demand for organisation advice tied directly to strategic delivery, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Partner – Organisation and Talent portfolio and organisation choices for the gas and LNG business, 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 gas and LNG business trend against trusted counsel, senior-team effectiveness and repeatable intellectual property, 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 Partner – Organisation and Talent’s agreed first-year gas and LNG business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Partner – Organisation and Talent forecast that remains decision-useful across three consecutive quarters and reconciles the gas and LNG business’s operating, cash, customer and people assumptions.
• Closure of the Partner – Organisation and Talent mandate’s highest-priority gas and LNG business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical gas and LNG business talent and ready-now successors for at least 70% of the Partner – Organisation and Talent’s direct reports.
• A quantified Partner – Organisation and Talent-owned improvement in the gas and LNG business operating constraint behind a capital-discipline reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 389: 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 Partner, Organisation Practice Leader or senior talent adviser in a institutionally backed Oil & Energy or adjacent enterprise. In relation to the gas and LNG business, your Partner – Organisation and Talent 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 Partner – Organisation and Talent brief.

As a Partner – Organisation and Talent candidate, you bring 22–28 years of progressive Oil & Energy or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of QAR 19,000 million and led an organisation of at least 900 people. Advisory seats require equivalent gas and LNG business client-value ownership and multi-disciplinary leadership.

For mandate 389, the board wants two transitions: a difficult gas and LNG business portfolio choice and a leadership-system change during a capital-discipline reset. As the prospective Partner – Organisation and Talent for this gas and LNG business, you must challenge optimistic cases and still create followership. References for mandate 389 must distinguish your contribution from the institution around you.

The Partner – Organisation and Talent must be based in Doha; 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 Partner, Organisation Practice Leader or senior talent adviser, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Partner – Organisation and Talent ownership of at least QAR 19,000 million and leadership of no fewer than 900 employees in a comparable gas and LNG business context.
• One completed Oil & Energy or adjacent-sector example of client demand for organisation advice tied directly to strategic delivery 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 Partner – Organisation and Talent-level gas and LNG business consequences will not meet the bar.
• Willingness to meet the Doha location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 389.

Compensation and terms

The anticipated Partner – Organisation and Talent package is QAR 1.3–1.8 million fixed + annual incentive, calibrated to the final gas and LNG business scope and the candidate’s current mix. Any long-term participation for mandate 389 follows standard vesting and performance conditions. The Partner – Organisation and Talent appointment in Doha, centred on the gas and LNG business, offers regular exposure to the group board and the relevant risk and people committees. A structured client and conflict transition of up to 6 months can be accommodated for mandate 389.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 389. 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 389.