CIO – Enterprise Platforms — Energy-Services Division

The mandate

A deliberate change of pace is required to deal with regional platforms carrying duplicated cost and inconsistent controls within a multinational-owned integrated energy producer and services platform. The immediate arena is the energy-services division during a commodity-cycle repositioning. For mandate 390, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The CIO – Enterprise Platforms operating perimeter covers approximately US$38,900 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 CIO – Enterprise Platforms Oil & Energy remit carries direct influence over roughly 1,975 colleagues and third-party capacity.

The board and its investment committee want a CIO – Enterprise Platforms who can convert ambiguity into a short list of explicit choices for the energy-services division. The CIO – Enterprise Platforms Oil & Energy seat must resolve a commodity-cycle repositioning, while preserving the underlying strengths of the energy-services division. For mandate 390, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The CIO – Enterprise Platforms’s first year on the energy-services division is expected to end with standard platforms, measurable adoption and lower run cost. In mandate 390, 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 CIO – Enterprise Platforms — 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 CIO – Enterprise Platforms 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$38,900 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the CIO – Enterprise Platforms Oil & Energy organisation of about 1,975 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 commodity-cycle repositioning, with CIO – Enterprise Platforms-approved owners, dated milestones and transparent escalation thresholds.
• Establish one CIO – Enterprise Platforms operating review across commercial, customer, financial, people, technology and risk outcomes for the energy-services division; remove reconciliations that obscure accountability.
• Have owned enterprise service, cyber, architecture and technology economics rather than a single application tower in mandate 390.
• Build the CIO – Enterprise Platforms’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 regional platforms carrying duplicated cost and inconsistent controls, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal CIO – Enterprise Platforms 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 standard platforms, measurable adoption and lower run cost, 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 CIO – Enterprise Platforms’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 CIO – Enterprise Platforms 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 CIO – Enterprise Platforms 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 CIO – Enterprise Platforms’s direct reports.
• A quantified CIO – Enterprise Platforms-owned improvement in the energy-services division operating constraint behind a commodity-cycle repositioning, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 390: 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 CIO, Enterprise Applications Head or Regional Technology Director in a multinational-owned Oil & Energy or adjacent enterprise. In relation to the energy-services division, your CIO – Enterprise Platforms 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 CIO – Enterprise Platforms brief.

As a CIO – Enterprise Platforms 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 US$22,550 million and led an organisation of at least 1,375 people.

For mandate 390, the board wants two transitions: a difficult energy-services division portfolio choice and a leadership-system change during a commodity-cycle repositioning. As the prospective CIO – Enterprise Platforms for this energy-services division, you must challenge optimistic cases and still create followership. References for mandate 390 must distinguish your contribution from the institution around you.

The CIO – Enterprise Platforms 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 CIO, Enterprise Applications Head or Regional Technology Director, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven CIO – Enterprise Platforms ownership of at least US$22,550 million and leadership of no fewer than 1,375 employees in a comparable energy-services division context.
• One completed Oil & Energy or adjacent-sector example of regional platforms carrying duplicated cost and inconsistent controls 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 CIO – Enterprise Platforms-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 390.

Compensation and terms

The anticipated CIO – Enterprise Platforms package is US$430,000–575,000 base + annual incentive and equity, calibrated to the final energy-services division scope and the candidate’s current mix. Any long-term participation for mandate 390 follows standard vesting and performance conditions. The CIO – Enterprise Platforms 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 390.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 390. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 390.