Regional Chief Executive Officer — Energy-Services Division

The mandate

A recent strategy review exposed redefinition of the regional portfolio after uneven market performance within a privately held integrated energy producer and services platform. The immediate arena is the energy-services division during a capital-discipline reset. For mandate 372, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Regional Chief Executive Officer operating perimeter covers approximately US$31,300 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 Regional Chief Executive Officer Oil & Energy remit carries direct influence over roughly 2,300 colleagues and third-party capacity.

The board and its investment committee want a Regional Chief Executive Officer who can convert ambiguity into a short list of explicit choices for the energy-services division. The Regional Chief Executive Officer Oil & Energy seat must resolve a capital-discipline reset, while preserving the underlying strengths of the energy-services division. For mandate 372, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Regional Chief Executive Officer’s first year on the energy-services division is expected to end with profitable regional growth and sharper market choices. In mandate 372, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Regional Chief Executive Officer — Energy-Services Division seat. The incumbent continues to lead the energy-services division through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a capital-discipline reset is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Regional Chief Executive Officer 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$31,300 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Regional Chief Executive Officer Oil & Energy organisation of about 2,300 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 capital-discipline reset, with Regional Chief Executive Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Regional Chief Executive Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the energy-services division; remove reconciliations that obscure accountability.
• Show personal ownership of a whole-enterprise choice involving capital, customers and leadership, not merely sponsorship of a functional programme in mandate 372.
• Build the Regional Chief Executive Officer’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 redefinition of the regional portfolio after uneven market performance, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Regional Chief Executive Officer 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 profitable regional growth and sharper market choices, 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 Regional Chief Executive Officer’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 Regional Chief Executive Officer 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 Regional Chief Executive Officer 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 Regional Chief Executive Officer’s direct reports.
• A quantified Regional Chief Executive Officer-owned improvement in the energy-services division operating constraint behind a capital-discipline reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 372: 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 Regional CEO, Area President or multi-country Business Head in a privately held Oil & Energy or adjacent enterprise. In relation to the energy-services division, your Regional Chief Executive Officer 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 Regional Chief Executive Officer brief.

As a Regional Chief Executive Officer 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$18,150 million and led an organisation of at least 1,600 people.

For mandate 372, the board wants two transitions: a difficult energy-services division portfolio choice and a leadership-system change during a capital-discipline reset. As the prospective Regional Chief Executive Officer for this energy-services division, you must challenge optimistic cases and still create followership. References for mandate 372 must distinguish your contribution from the institution around you.

The Regional Chief Executive Officer 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 Regional CEO, Area President or multi-country Business Head, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Regional Chief Executive Officer ownership of at least US$18,150 million and leadership of no fewer than 1,600 employees in a comparable energy-services division context.
• One completed Oil & Energy or adjacent-sector example of redefinition of the regional portfolio after uneven market performance 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 Regional Chief Executive Officer-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 372.

Compensation and terms

The anticipated Regional Chief Executive Officer 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 372 follows standard vesting and performance conditions. The Regional Chief Executive Officer 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 372.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 372. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 372.