1. DRAFT
Speaking Personally...
QWhy are entrepreneurial skills valuable in a large organization?
A. Every organization is made up of smaller business units that make
up the entire corporation. It is vital that each business unit (regardless of
size) is led by people with an entrepreneurial spirit – who would run the unit
exactly the way they would run their own business to maximize its revenue
and profit while remaining true to the organizational vision. Entrepreneurial
spirit needs to be encouraged throughout all levels, and to achieve this, the
employees must feel they have a stake in the success of their unit as well as
the entire company.
QHow would you describe your leadership style?
A.Iensuretheteamistrained,motivated,hasalltheresourcesneeded,
and is empowered to make good decisions. I expect high performance,
and periodically review progress and make course corrections as needed.
I’m always ready and willing to provide hands-on assistance, knowledge
and resources to ensure success. I do not micromanage team members,
but expect excellence.
QWhat is the secret to executing on strategic plans during
post-merger integration?
A. A number of things are vital, but I’ve found that cultural difference is
the graveyard where post-merger strategies are buried. In a merger, we are
dealing with human behavior, and the behaviors acquired over many years
are not easily changed at the flip of a switch. Very conscious efforts must
be made to align the cultures of the two merging companies to be able to
achieve the strategy. Additionally, a strategy without tactics (and detailed
action plans) is wishful thinking. There must be tangible and discrete actions
tied to the strategy that should be planned, timed, and tightly measured.
QWhat do you consider your greatest professional accomplishment?
A. What I consider greatest accomplishment is not necessarily
the amount of revenue and profit I have helped achieve, but rather the
significant culture change I effected for my region. We transformed a
contented, laid back environment to a culture of “Can Do” attitudes, and
a competitive, winning mindset. This cultural change and mindset shift in the
region had a ripple effect throughout the entire organization.
2510 Sparrow Branch Court • Sugar Land, TX 77479 • 903-905-1683 • 281-239-3113
Thomas.emetoh@Tuwaconsultants.com
Thomas A. Emetoh...
BUILDING SUSTAINED GLOBAL BUSINESS, RELATIONSHIPS
AND REVENUES IN MAJOR AND DEVELOPING MARKETS
High impact, versatile global energy industry sales, marketing and general
management professional with expertise and experience spanning
Africa, Europe, and US. Prized for business and commercial acumen in
setting multi-year growth strategies. Valued for bidding strategy and
tactical strengths that won >$4B in business for Baker Hughes in eight
years of tenure. Managed more than $1B in businesses spanning Norway,
UK, Nigeria, Sub-Saharan Africa and Continental Europe geomarkets
in achieving their all-time revenue highs and profit margins. Respected
for dependability, the skill in managing multicultural teams, employer
dedication and loyalty, self-discipline, and the ability to work under
pressure, independently or on a team, in often challenging environments.
Optimizing Performance
VALUE-ADD SNAPSHOT
the Baker Hughes Europe, Africa,
Russia, Caspian [EARC] Wireline
business 20% in two years – achieved the
highest Wireline business profitability in entire
organization.
the Baker Hughes Nigeria
geomarket turnaround – steered it
from a negative operating profit [OP] to one
of the most profitable – 37% OP before taxes
– geomarkets in the entire corporation, and
drove a rapid change in the Africa Region
sales culture.
Schlumberger’s Nigeria Wireline
Services business from $36M to
$127M in three and a half years.
market share from
60% to 80% through
winning 97% of the tenders while propelling
their geomarket to the highest revenue/job
in the company.
Increased
Grew
Built
Led
CAREER AT A GLANCE
1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016
PEUGEOT AUTOMOBILE
MANUFACTURING
SCHLUMBERGER [SLB] BAKER HUGHES [BH]
Director of Sales, Africa Region
Dir of Sales, Africa Region / Dir of EARC Customer Profitability and Africa Sales
Director of Strategy, Africa Region
Regional Product Line Director for Wireline Services (EARC)
Nigeria Sales Director
Nigeria Business Development Manager (Manager Sales Support)
Marketing Communications (Marcom) Manager
SLB Formation Evaluation Sales and Marketing
Manager
Positions of progressive accountability, innovation
and accomplishment
Intern
Multi-
Dimensional
Capabilities
Product Line
Pricing
New Technology
Introduction
Corporate
Restructuring
New Market
Penetration
Strategic Analysis/ Planning
Major Turnarounds
General Management/P&L
Sales/ Marketing/
Business Development
Corporate Events/ Promotions
Sales Training/ Coaching/
Mentoring
Cost Containment
Competitive Intelligence
CRM
Product Line
Management
Major
Stakeholder
Relationships
Bidding/ Tactics/
Negotiations