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ON THE MOVE BURNS & MCDONNELL SENIOR OFFICER NAMED TO SERVE ON U.S.-MEXICO ENERGY BUSINESS COUNCIL Mike Brown, president of Burns & McDonnell International , has been appointed as a member of the U.S. Section of the U.S.-Mexico Energy Business Council. He will serve a two-year term beginning in June. In 2016, the International Trade Administration formed the U.S.-Mexico Energy Business Council to bring together representatives of the respective country’s energy industries as part of a broader effort to strengthen economic and commercial ties. “I am honored to serve on the U.S.-Mexico Energy Business Council,” says Brown, who leads international operations for Burns & McDonnell, an engineering, construction, architecture, and consultant firm based in Kansas City. “It has long been clear that the power and energy infrastructures of both countries can greatly benefit from increased coordination, dialogue, and sharing of information. This is a time of tremendous opportunity and I look forward to bringing the insights of the professional engineering and construction community to this conversation.” The U.S.-Mexico Energy Business Council was formed as a component of the U.S.- Mexico High Level Economic Dialogue as a forum to discuss and map out issues of mutual interest between the energy industries in Mexico and the U.S. The mission of the Council is to put forward actionable, non- binding recommendations to the U.S. and Mexico governments.

Mexico’s energy industry is quickly evolving, thanks to far-reaching 2013 reforms of both the power and oil and gas industries that ended decades of monopoly control by state-run enterprises. Burns & McDonnell has established an office in Mexico City as part of a long-range effort to provide engineering and construction services on projects in a variety of industries. Burns & McDonnell is a family of companies made up of more than 6,000 engineers, architects, construction professionals, scientists, consultants, and entrepreneurs with offices across the country and throughout the world. MCDERMOTT APPOINTS SAMIK MUKHERJEE AS CHIEF OPERATING OFFICER McDermott International, Inc. announced that Samik Mukherjee has been appointed to serve as the company’s new executive vice president and chief operating officer. ”Samik possesses tremendous experience and knowledge of our industry and has a strong track record of driving operational excellence on a global scale,” said David Dickson, president and CEO of McDermott. “I am confident that he will effectively leverage our integrated, end-to-end solutions to help McDermott grow and win new business, execute our projects on time and on budget, and develop strategic, long-term relationships with our customers.” As the COO, Samik will be responsible for globally leading McDermott’s operations covering the four geographic areas. He will

also oversee McDermott’s key product lines and services to ensure internal strategy and decisions are based on a strong understanding of customer needs. Samik has more than 25 years of experience in operations as well as commercial and strategy roles, having served in leadership roles for the upstream and downstream oil and gas industry around the world. He also has extensive experience in process technologies. Prior to his appointment as McDermott’s COO, Samik was the executive vice president of corporate development, strategy, mergers and acquisitions, digital and IT for TechnipFMC. He joined Technip in 1998 in the Netherlands, and during his career with the company, he led the business unit for Africa, served as managing director in India before moving to France to serve as the global head for subsea business and strategy, and later as the senior vice president of the Europe, Middle East, India, and Africa region for onshore- offshore. Samik holds a master’s degree in business administration from the Rotterdam School of Management at Erasmus University in the Netherlands, a bachelor’s degree in chemical engineering from the Indian Institute of Technology Kanpur and has completed the Harvard Business School Executive Program on Aligning and Executing Strategy. McDermott is a premier, fully integrated provider of technology, engineering, and construction solutions to the energy industry.

CHAD COLDIRON, from page 3

why you are asking them for their time, let them know how you came to your conclusions. Trust your instincts and deliv- er this part of the conversation with conviction. You may be wrong, and if you are, you should always receive any feedback in a positive manner. If you feel like you have made a misstep in the conversation, do your best Bob Ross impression and make it “A happy little accident.” ❚ ❚ Follow up. Make sure you follow up with the end results of the initial conversation. They should hear your success stories as often as they happen. The same goes for your failures. ❚ ❚ Face time. All of the above interactions are most effective when done in person. Hesitating to take advantage of your leader’s open-door policy is an opportunity you can’t afford to squander. Sending an email or text message just isn’t the same, and will not garner the feedback you want, or need, to succeed. Take my advice and there’s a good chance you’ll form a great working relationship with your leader. And keep this in mind, too. Leaders at your firm may not always have a title that displays that they are a leader. They can be found from the front desk all the way to the C-suite! Regardless of who they are, treat them the same: Don’t waste their time. CHAD COLDIRON is Zweig Group’s director of executive search. He can be reached at ccoldiron@zweiggroup.com.

solve your entire problem for you, nor should they. Their role is to assist in the improvement of the final product without immersing themselves in the project. “Leaders at your firm may not always have a title that displays that they are a leader. They can be found from the front desk all the way to the C-suite! Regardless of who they are, treat them the same: Don’t waste their time.” ❚ ❚ Come correct. Many people make the mistake of beating around the bush. Establishing a good flow or a cordial base to the conversation is important, but not when you are dealing with someone who is almost always short on time. Be direct, both in your statement of the problem and in the proposed solution. Here is a simple example: “Hey Judd, we should look at eliminating the XYZ Program. It’s a redundant process and is keeping Joanie here late a few times a month which is pushing her into overtime.” Just make sure you find the right mix of assertiveness and respect in your tone. ❚ ❚ Paint the picture. After approaching the leader and stating

THE ZWEIG LETTER August 13, 2018, ISSUE 1260

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