Partner – Organisation and Talent — Gas And LNG Business

The mandate

A gas and LNG business is resetting capital priorities while its leadership architecture still reflects an earlier phase of expansion. Decisions on projects, operating assets, marketing interfaces and technical resources travel through overlapping forums; critical talent is scarce; and behavioural concerns are often separated from delivery consequences. The advisory practice needs a Partner who can place organisation and talent choices inside the strategy, not beside it.

The client perimeter encompasses approximately QAR 32,750 million of operated assets and trading activity and influences about 1,275 employees and material partners. The context includes long-horizon investment, demanding reliability obligations, international counterparties and specialist roles whose replacement market is thin. A new organisation chart alone would add disruption without solving decision latency or leadership-team effectiveness.

Based onsite in Doha, the Partner will serve as senior counsel to chief executives, business presidents, project sponsors and people committees. The remit includes origination, engagement accountability, intellectual property, practice economics and the development of advisers capable of working credibly with technical and commercial leaders. Success means trusted counsel that changes how leaders decide and deliver.

Why this seat is open

This is an urgent new position, created because a capital-discipline reset requires one accountable organisation adviser rather than distributed contributions from several practices. There is no predecessor. Interim coverage can support existing work but cannot build the client franchise or lead sensitive executive interventions. The board aims to move from a qualified shortlist to offer within six to eight weeks, while maintaining discretion until the appointment is agreed.

What you will own

• Diagnose where decision rights across gas production, LNG operations, projects, marketing, functions and ventures no longer match the capital agenda.
• Advise the chief executive and people committee on leadership-team composition, role clarity and meeting architecture, separating structural issues from behavioural avoidance.
• Translate the investment portfolio into a workforce demand model for scarce operations, subsurface, project, commercial and digital capabilities.
• Design succession for roles whose vacancy would endanger production, project milestones, partner confidence or regulatory obligations, including realistic development and external-market routes.
• Facilitate consequential team interventions where trust, challenge or cross-functional accountability is limiting execution; define observable behaviour rather than relying on abstract values language.
• Build an organisation-and-talent offering for gas and LNG clients that integrates operating-model, workforce, leadership and change expertise without losing a single accountable partner.
• Set evidence standards for organisation work, linking each intervention to decision cycle, capital milestone, retention, readiness or operational outcomes.
• Own client selection, fee quality, delivery risk, senior staffing and reusable intellectual property for the portfolio, escalating conflicts through regional governance.

The first 12 months

During the first 60 days, listen separately to executive-team members, capital sponsors and the leaders who receive their decisions. Observe the actual investment and operating forums, trace several delayed choices to their origin and identify pivotal roles where turnover or weak readiness could alter the capital plan. Agree a confidential fact base with the chief executive.

By the fourth month, present a small set of organisation choices with costs, transition risks and explicit decision rights. Launch the highest-priority executive-team intervention and establish succession reviews based on experience evidence rather than nomination. Convert at least one live client assignment into a repeatable diagnostic that other qualified teams can use.

Between months five and nine, help leaders embed the selected model through appointments, forum changes, capability moves and removal of obsolete work. Test whether decisions reach projects and assets faster and whether challenge improves without escalating avoidable conflict. Build a team of directors and specialists who can lead work without constant partner presence.

At twelve months, the gas and LNG client should have clearer accountability, more credible cover for pivotal seats and an executive cadence aligned to capital choices. The advisory practice should possess repeatable intellectual property, stronger board relationships and evidence that organisation advice influenced delivery rather than merely sentiment.

What the board will measure

• Decision rights agreed and operating for all priority capital and operating forums, with a 25% reduction in aged cross-functional decisions.
• Ready-now or ready-within-twelve-month successors for at least 70% of pivotal roles, supported by evidence-based development actions.
• Retention of 90% or more of designated scarce talent through the organisation transition, excluding agreed performance exits.
• Measurable improvement in executive-team follow-through, assessed through commitments completed on time rather than workshop feedback alone.
• At least two repeat board assignments and one reusable gas-and-LNG organisation asset adopted beyond the founding engagement.
• Portfolio revenue, margin and collections within 10% of plan, with no unresolved high-severity client risk older than 30 days.

The person

You are currently a Partner, Organisation Practice Leader or senior talent adviser with 22–28 years of progressive experience. Your work has taken you into senior-team decisions in energy, oil and gas, chemicals, utilities, renewables, industrial services or another high-consequence asset setting. You can show how organisation choices affected capital, operations or customer outcomes after the workshop ended.

Candidates require accountability for at least QAR 19,000 million in P&L, book, budget or portfolio and leadership of 900 or more people, or equivalent multi-disciplinary advisory ownership. You have counselled chief executives while preserving independent judgement, handled sensitive succession information and distinguished a capability gap from a structural or leadership problem.

Gas or LNG credibility is strongly preferred. The essential test is whether operating and technical executives will regard your questions as relevant to their work. This onsite Doha role supports international relocation but cannot be discharged remotely.

Compensation and terms

The indicative reward is QAR 1.3–1.8 million fixed plus annual incentive. Final positioning will consider client responsibility, practice economics and current mix. An orderly notice and client transition can be structured within the urgent timetable where conflicts and continuity are protected.

Confidentiality

The institution, client leaders, organisation alternatives and succession information remain confidential. Detailed access follows qualification, conflicts review, reciprocal interest and a binding confidentiality undertaking.