A Compass and a Map for navigating the offshore industry
Futureoftheocean interview with Mr. Mark Lamb, CPA (Ret.)
I began speaking with Mr. Lamb after I notified him via a private message on LinkedIn that I had deleted his post on Maritime Group about the presentation he had made on his book "Compass and a Map, a book about doing international business".
This is not new because the group policy does not allow direct promotion of products and services and in 99.9% of cases people react badly to the admin's message simply because these people are not interested in following the rules and assume that they deserve everything for free just because they post on the internet and on the internet they can do what they want.
What was different was the reaction of Mr. Lamb, he was very open to start a conversation and was completely positive about the idea of collaboration.
Why was Mr. Lamb different? That's probably what we'll learn from this interview, but to be perfectly honest with you, I'm confident that at the end of this interview we'll all have learned something useful from Mr. Lamb's life experience as a Business Developer Manager in the maritime industry.
I also won't hide from you that this could be an obvious teaser to get his book and start learning more from there.
Futureoftheocean:
Thank you very much, Mr. Lamb, for your openness and support for this interview with futureoftheocean.com.
Please note that I do not want to talk to you about B.D.M. techniques that are general and can be applied to any business, but I would like to get from you what really makes a difference for B.D.M. in the offshore industry.
The Futureoftheocean interviews begin by identifying the cause of the passion for the seas and oceans... because, presumably, anyone who has been working in business development in the offshore industry for more than 40 years should really be passionate about the seas and oceans.
Mr. Mark Lamb:
First of all, thank you for the opportunity to speak with you. I grew up in the most northern part of the Texas Panhandle, farming and ranching country, more than 1,300 kilometers from the nearest seaport. My first exposure to the maritime industry was with Ernst and Young, CPAs in Houston. I had a marine transportation and shipyard client, and I was fascinated by the industry and the people. The client offered me the Chief Financial Officer ("CFO") position, and after a short time working in the industry, I knew this was where I wanted to spend my career; however, not in financial roles but in positions with commercial management responsibilities. Shaking my image as an accountant or the "financial guy" would be challenging.
Futureoftheocean:
Tell us more about your transition and image change from the prestigious international accounting firm Ernst and Young to a career in international business development.
Mr. Mark Lamb:
Two environmental incidents opened career opportunities for me – one large and the other small. The big one was the 1989 Exxon Valdez oil spill in Alaska, and the second was a much smaller incident involving my company.
At the time, still referred to as the CFO or the "financial guy," the Exxon Valdez environmental disaster led to the Oil Pollution Act of 1990 ("OPA 90"). My company operated the oldest single-hull barges in the industry, and the vessel replacement provisions of the Act had the potential to put my company out of business. My management asked me to get involved in the legislative process to protect our interests.
I recognized this as an opportunity to break away from the financial world, network with influential industry leaders, and lobby US federal and state lawmakers for legislation we could live with. Through these new industry connections, during the height of the oil spill legislation development process, I was elected president of our industry state trade association, the Texas Waterway Operators Association. Some in the industry said I drew a "black bean," having been elected during such a turbulent time for our industry. In hindsight, that black bean turned out to be a golden nugget because of the high level of industry exposure I received during my term as association president.
This story may seem a bit dramatic (but I) knew that one hour was too long
Futureoftheocean:
OK, then how did the second smaller incident impact your career path change from the financial world?
Mr. Mark Lamb:
This story may seem a bit dramatic; however, a long story told short: I arrived at my office dressed in a dark suit, white shirt, and a tie. I was responsible for our monthly trade association meeting agenda that evening. This meeting was critically important because the top three Washington D.C. enforcement administrators for the new oil spill legislation were attending to discuss our industry's performance under the new legislation. Still, my company's head accountant I arrived at my office early, and the office manager ran to my office saying, "We have an emergency – our barge has been damaged and is leaking oil. The vessel is at the Texas City Refinery docks, and representatives from the U.S. Coast Guard, environmental and regulatory agencies are all on the barge to observe our response. Our emergency response team is three hours away – can you go to Texas City and manage the incident?" When I arrived at the vessel, I asked the crew if divers had been called to locate the damaged area and stop the leak. The answer was, "Yes, but they are one hour away". I looked at the Coast Guard and other agency representatives on the barge and knew that one hour was too long with all these regulatory agencies watching our response effort (which was me!). – what can I do now?
That's what we need – more management involvement in these oil spills!
I had recently returned from a scuba diving trip in Cozumel, Mexico, and my dive bag, wetsuit, mask, snorkel, and fins- were still in my car. I changed from my dress suit to a wetsuit, walked to the dock, dove under the oil boom, and, after several dives, located the hole in the barge's side. After many more air dives (no air tank), I filled the hole with material that the vessel crew provided, and oil stopped flowing from the barge. I came out of the water, sunburned and covered in oil, and gave my business card," Mark Lamb – Chief Financial Officer," to the U.S. Coast Guard representatives and all the other agencies represented on the barge. I signed some papers, and they all left the scene.
With limited time to drive back to Houston for the meeting with the three Washington DC oil spill administrators, I took off the wetsuit, showered on the boat, and then put on the business suit, white shirt, and tie. I arrived at the meeting 5 minutes before the meeting started and was stopped at the entry by an association member who said, "You have a spot of oil behind your ear!" I saw the Captain of the Port of Houston talking to the three administrators and was sure they were talking about the day's oil spill! I introduced myself as the Association's president and gave the USCG Captain and the administrators my business card. Looking at the card, the Captain said," Mark Lamb – Chief Financial Officer – this card was faxed to me today by my officers at the oil spill – are you the diver? Very nervously, I said, "Yes, sir, I was the diver." The top administrator slammed his fist loudly onto a nearby table, saying, "(Expletive!) - That's what we need – more management involvement in these oil spills!" I was relieved by his response. Many became aware of this story, which furthered the image change process.
The takeaway from my story is that sometimes, we may need to step outside our comfort zone to open doors to new opportunities. Also, as my experience demonstrates, industry crises, downturns, and other significant events might create career-enhancement opportunities.
The business development manager must be a generalist to manage all segments of the cycle
Futureoftheocean:
What did the offshore industry look like when you started? What was promised for the future?
Mr. Mark Lamb:
In my mind, the Exxon Valdez incident was a critical turning point for me and the maritime industry. Post Valdez, the major oil and gas companies and industry contractors demand even higher standards of safety, health, quality, and environmental programs, all packaged and controlled via integrated management systems. I feel that from that point forward, a much higher standard of professionalism and competency was also expected from those of us with commercial responsibilities. For example, the KPIs for the business development position are extremely broad. The business development manager must be a generalist to manage all segments of the cycle. Today's business development professional must be multi-skilled to manage all segments of the business development cycle, as illustrated in the nearby diagram.
I think few careers require such a broad base of skillsets. My book, Compass and a Map, guides the new business development manager through the full cycle. Key to the work is international travel skills. Travel savvy is critical. We will not accomplish our business goals if we don't arrive safely, organized, and on time in the country. My experience is that mistakes made while traveling internationally are much less forgiving than those made domestically.
the essential ingredients for success in an international business development career
Futureoftheocean:
In your case, what do you think were the essential "ingredients" that ensured your success as a business developer in the offshore industry?
Mr. Mark Lamb:
I believe the essential ingredients for success in an international business development career are social skills, technical and operational knowledge, interest in travel, the ability to think outside the box, work comfortably with other cultures, and build long-term trusting relationships. Language skills are also important to developing relationships with other cultures. Put these skills and interests together, and you will succeed in international commercial positions.
Futureoftheocean:
Has anything made you feel special as a business developer for the offshore industry?
Maybe a special opportunity, a special project or a particular achievement?
Mr. Mark Lamb:
I often think of the business development manager as an "explorer" who often makes the first contact with the client on a developing project, often in remote parts of the world. An example for me was an LNG project in Papua New Guinea. I was the first from my group to establish contact with the client in the US and later visit the country. I made initial in-country contacts with client representatives, governments, and potential suppliers. There are many project experiences where I felt I made a difference, principally by developing long-term client relationships. Many of these relationships continue today and those based on trust are special. The solid relationships will allow you to move quickly, for example, to secure knowledge, assets, and other resources vital to the contract award before the competition can react. My experience is that these trusting relationships make international business rewarding, exciting, and fun.
The reality is that as the industry adapts to new technologies
Futureoftheocean:
What do you think is the state of the offshore industry and business today?
Is oil and gas a doomed dinosaur, offshore wind a rising star, tidal energy just around the corner just like deep-sea mining?
Mr. Mark Lamb:
I believe that most people are beginning to understand that a significant transition from carbon-based fuels will take time. EV cars do not reduce carbon emissions if the electricity is generated from carbon fuel sources. The transition will take time, and the oil and gas industry will be instrumental in providing capital, personnel, engineering, and the infrastructure to manage the transition.
Recognizing the critical need to achieve carbon neutrality, it is imperative to highlight the pivotal role of the offshore sector as a linchpin in this transition, with natural gas/LNG production taking center stage as the primary transitional or bridging fuel. The oil and gas industry will be a key contributor to lead the way in technological advancements, engineering expertise, and skilled personnel for energy transition. Today, the marine sector is actively spearheading the development of alternative marine fuels, such as ammonia and hydrogen, while embracing electric and LNG-powered vessels.
I am confident that cities traditionally recognized as oil and gas hubs, like Houston, will transform into clean energy hubs. The essential human resources, engineering capabilities, and infrastructure required to support this transition are already in place in these energy hubs.
Futureoftheocean:
Or is reality less glamorous or… frankly boring…?
Mr. Mark Lamb:
The reality is that as the industry adapts to new technologies, the skill sets of personnel required to maintain and operate the vessels and other high-tech equipment used today are different from the past. Look at the electric tugs being built today, whose engineers must have a completely different skillset from the carbon fuel engine engineer. These electric tugs will be maintained by onboard crews and personnel working remotely onshore. The modern electronics on today's tugboats and offshore vessels are geared toward the younger generations, who are comfortable with joysticks, computers, remote wifi access, and digital lights and controls.
Companies must implement formal mentorship programs
Futureoftheocean:
Futureoftheocean believes that working and living on and in the seas and oceans is the next inevitable step for humanity, and the time frame until the first child is born on or in the sea or ocean and sees the sea and ocean as "home" is approaching.
It sounds like a dream that has nothing to do with today's business, so what does the offshore B.D.M. dean think about it?
Mr. Mark Lamb:
As you know, Elon Musk wants SpaceX to reach Mars, so humanity is not a single planet species. Perhaps protecting humanity subsea is much more economical and logistics more uncomplicated using subsea technology versus Starship-based technology.
Futureoftheocean:
The last and probably most important question is:
What is your quintessential message that you want to convey to young professionals entering the offshore industry now and in the future?
Mr. Mark Lamb:
Over the past five years, Baby Boomer retirements in the maritime industry have been massive and will continue. Companies must actively recruit young professionals to fill the knowledge and experience voids. Companies must implement formal mentorship programs to transfer knowledge from older, experienced employees to the next generations. Otherwise, this knowledge is lost forever.
As I commented, the industry needs professionals with broad-based generalist skills to manage the business development cycle. These same skills are fully transferable to other industries; however, I believe we are looking at many years until the maritime/oil and gas industry peaks – some projections are 2050 – that is more than 35 years out.
In closing, I want to comment on the importance of international experience in chief executive roles for young professionals. International experience adds a dimension to top executive positions – principally understanding and assimilating into global working environments. International business development experience is essential to advancement in today's highly globalized and technology-driven business world. The demand for business leaders who have worked internationally is stronger than ever.
About Mr. Mark Lamb:
Mr. Lamb, CPA (Ret) is author of the book "Compass and a Map - A Guide for the International Business Development".
He was business manager for important offshore companies and he is specialist in business development planning & execution, coach and expert in execution of special projects.
For more about Mr. Lamb, his services and book please visit:
https://www.marklambconsulting.com
Pictures credits:
Compass of Frigate Dom Fernando II e Glória, Cacilhas, Lisbon
Picture by Ramona Popa
Important lessons learned along my carrer path
Picture provided by Mr. Lamb
Crisis often create opportunity
Picture provided by Mr. Lamb
A smaller subsequent oil spill incident was a catalysis for my career transition
Picture provided by Mr. Lamb
The emergency response incident that advanced my image transformation
Picture provided by Mr. Lamb
BD Cycle
Picture provided by Mr. Lamb
Compass and a Map - Front Cover
Picture provided by Mr. Lamb
Modern compass
Picture provided by Mr. Lamb
Photo by Ayotunde Oguntoyinbo on Unsplash
ayotunde-oguntoyinbo-EZ1dZUEWD00-unsplash
https://unsplash.com/photos/EZ1dZUEWD00
Sailing into the Sunset. – oil tanker deck
Photo by Chenyu Jiang on Unsplash
chenyu-jiang-eo7YWqBIWYI-unsplash
https://unsplash.com/photos/eo7YWqBIWYI
Singapore – silhouettes of building constructions (jack-ups legs) over the river
Mr. Mark Lamb, Profile photo
Picture provided by Mr. Lamb