EVP – International Strategy — Gas And LNG Business

The mandate

The investment committee has withheld further expansion pending clarity on international expansion that lacks explicit market-entry gates within a institutionally backed integrated energy producer and services platform. The immediate arena is the gas and LNG business during a major-project recovery. For mandate 377, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – International Strategy operating perimeter covers approximately QAR 41,400 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 EVP – International Strategy Oil & Energy remit carries direct influence over roughly 2,100 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – International Strategy who can convert ambiguity into a short list of explicit choices for the gas and LNG business. The EVP – International Strategy Oil & Energy seat must resolve a major-project recovery, while preserving the underlying strengths of the gas and LNG business. For mandate 377, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – International Strategy’s first year on the gas and LNG business is expected to end with capital-efficient entry, partnership choices and timely exits. In mandate 377, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The EVP – International Strategy — Gas And LNG Business requirement was not included in the approved hiring calendar. It became urgent after a major-project recovery created an immediate need for one accountable owner of the gas and lng business. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the EVP – International Strategy 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 41,400 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – International Strategy Oil & Energy organisation of about 2,100 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 major-project recovery, with EVP – International Strategy-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – International Strategy operating review across commercial, customer, financial, people, technology and risk outcomes for the gas and LNG business; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 377.
• Build the EVP – International Strategy’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 international expansion that lacks explicit market-entry gates, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – International Strategy 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 capital-efficient entry, partnership choices and timely exits, 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 EVP – International Strategy’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 EVP – International Strategy 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 EVP – International Strategy 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 EVP – International Strategy’s direct reports.
• A quantified EVP – International Strategy-owned improvement in the gas and LNG business operating constraint behind a major-project recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 377: 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 EVP Strategy, International Development Head or CSO in a institutionally backed Oil & Energy or adjacent enterprise. In relation to the gas and LNG business, your EVP – International Strategy 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 EVP – International Strategy brief.

As a EVP – International Strategy 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 24,000 million and led an organisation of at least 1,475 people.

For mandate 377, the board wants two transitions: a difficult gas and LNG business portfolio choice and a leadership-system change during a major-project recovery. As the prospective EVP – International Strategy for this gas and LNG business, you must challenge optimistic cases and still create followership. References for mandate 377 must distinguish your contribution from the institution around you.

The EVP – International Strategy 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 EVP Strategy, International Development Head or CSO, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven EVP – International Strategy ownership of at least QAR 24,000 million and leadership of no fewer than 1,475 employees in a comparable gas and LNG business context.
• One completed Oil & Energy or adjacent-sector example of international expansion that lacks explicit market-entry gates 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 EVP – International Strategy-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 377.

Compensation and terms

The anticipated EVP – International Strategy 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 377 follows standard vesting and performance conditions. The EVP – International Strategy 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 notice period of up to 6 months can be accommodated for the selected executive in mandate 377.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 377. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 377.