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The following four areas are important when a Board is in the process of selecting an addition to their Group:
1. Industry: The candidate should possess relevant Industry experience.
I possess experience in and knowledge of a range of Industries with their unique operating requirements, cultures, business strategies, financial models and the way people are sourced and developed within the Company’s corporate framework. For example:
- Automotives. Experience gained in the following manufacturing environments: Engine Assembly, Foundry Operations, Automotive Assembly; Participated in both Local and National Union Negotiations
- Refining and Chemical exploration/production; Experience gained within both US and International operations
- Oil and Gas Pipelines, storage, and movement. Management of staff both in the US and Internationally, e.g., Lithuania, Venezuela, and Alaska
- Consulting: Executive Search; Outplacement/Career Management
- Industry types: For Profit and Not–for–Profit. Non–profit experience included Healthcare administration and oversight (Joint Commission on Accreditation of Health Care – JCAHO)
- Health & Beauty manufacturing and distribution. US, Brazil, South Africa
 2. Technical: Capacity to operate within the selected corporate environment:
I possess broad technical/professional skills and specialized knowledge that will assist in the fulfillment of a Corporate Board’s tasking/role.
- Ability to assist in the assessment of competencies and skills that are considered necessary for the Board to fulfill its role considering the organization’s strategic direction.
- Ability to understand the competencies and skills that a Board’s existing Directors must possess.
- Ability to assess and assist in overcoming identified gaps, competencies and skills that are needed for each new Board candidate seeking or currently working within an organization’s Boardroom.
3. Governance: Knowledge of the basic purpose, role and framework of work that is undertakin within a Board:
I possess a basic understanding of the essential governance framework that all Directors should possess or develop if they are to be effective Board Members. This is particularly true wherein I can apply my understanding of Corporate Leadership, Succession, Executive Development and Compensation that will apply both to other Board Members and the Company’s Executive Leadership.
4. Behavioral: Proper behavior within the context of a company’s business environment:
- I possess the attributes and competences that will enable me to use my knowledge and skills to function well as a team member and to interact with key stakeholders in an effective and supportive manner.
FOR MORE INFORMATION CONTACT:
Century Oil and Gas Company LLC
Larry L. Allen, President
lallen@centuryoandg.com
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