Oil and Gas Sector Manager Shares Leadership and Career Tips

Balancing organizational needs and goals with the personal ambitions and demands of team members: this is just one of the key responsibilities of good management. It is a task that falls even more heavily on team leaders in each new project launched by a company.

The challenge becomes even greater when you consider that the team is predominantly made up of young professionals, often just starting out in their careers. However, the résumés of many team leaders have shown that it is indeed possible to play an effective role in achieving both common and individual goals in such a context.

A Two-Way Street

Some data collected in 2024 help illustrate that this perception of challenge is shared by entrepreneurs around the world. According to a survey of managers whose projects were unsuccessful, about 50% cited People Management as the main bottleneck entrepreneurs face when launching new business ventures.

On the other hand, listening to young professionals reveals that a two-way understanding is needed when searching for practical solutions. Another survey found that approximately 80% of young respondents not only wanted but felt the need to receive specific and personalized treatment to fit their roles and grow within an organization — something that often goes beyond what is learned in academic settings.

Making a Difference

Even in a challenging scenario, some managers have shown that overcoming these obstacles is very possible. Muhammad Naveed Afzal is a professional with nearly 20 years of experience in the oil and gas industry. Leadership within organizational teams is one of the key skills he has developed.

But this is just one of the many competencies Muhammad — born in Pakistan, with a well-established career in the Middle East — has acquired. He has valuable insights to share with managers from diverse cultural backgrounds around the world. Another core skill Muhammad has developed over the past 17 years is Project Management, a subject he has contributed to in previous publications.

Muhammad is the founder of Field Fusion Solutions, a company specializing in brownfield and greenfield project management in the oil, gas, and petrochemical sectors. The company integrates advanced technologies like AI, digital twins, and sustainable practices to boost operational efficiency, optimize resource use, and promote innovation across the industry. Drawing from his own experience, Muhammad says:

“By equipping our team with skills in Artificial Intelligence (AI) and data analytics, we ensure a highly innovative workforce capable of driving transformative project management solutions,” he said of one of today’s most cutting-edge strategies.

In addition to understanding the value of technological advancement, Muhammad emphasizes that grasping and applying modern leadership concepts — especially those focused on team dynamics — is essential for successful planning.

He states that in his career he has always aimed to overcome challenges with resilience and adaptability. Moreover, he consistently seeks innovative problem-solving and strategic collaboration, forming partnerships with tech companies and industry consultants to continuously enhance his company's capabilities.

Currently, there’s a growing consensus that frontline leaders must adopt a situational or contingency-based leadership style. In practice, this means understanding the profile of each team member — their strengths and weaknesses — and aligning this human capital with the organization’s goals and project demands.

“My goal as a manager is to create an environment where everyone feels empowered to contribute, in alignment with project objectives. The key to team success lies in adaptability to circumstances and project complexity.”

A participative management approach, without losing control of the mission or daily operations, is also supported by recent studies. In some cases, team leaders act as part of a staff line, playing a supportive role for team members or offering guidance to tactical-level managers.

According to these same specialists, working with a well-prepared and professionally mature team can also lead to greater motivation among employees. Once that extra motivation is achieved, productivity and professional development tend to increase.

“In less complex projects or with highly skilled teams, I prefer a coaching or laissez-faire style, offering guidance when needed but allowing the team freedom. This fosters skill development, responsibility, and alignment with project goals.”

A Bit More on His Experience

In total, Muhammad Naveed Afzal holds six internationally recognized certifications in Project Management. One of them is from the Project Management Institute (PMI) in the United States — the institute responsible for overseeing the PMBOK, the main global guide for Project Management practices.

His academic and professional background includes at least 12 other specializations. Muhammad earned a Bachelor’s degree in Mechanical Engineering from the University of Engineering and Technology in Lahore in 2006. In 2023 alone, he completed three more certifications, including one in Advanced Negotiation and Influence, from Exxon Mobil Qatar.

Since 2022, he has been working as Project Engineer and Interim Project Lead at Ras Laffan Olefins Company Ltd., operated by Q-Chem in Qatar. Alongside his duties in team leadership and project management, Muhammad is also involved in contract management.

Valuable Advice

Finally, Muhammad Naveed Afzal offers important advice for young professionals worldwide who are looking to establish themselves in the job market. Embrace change, invest in relationships, maintain a broad vision, strive for excellence, seek work-life balance, and master stakeholder management — these are some of his top recommendations.

“I would tell my younger self to embrace adaptability and lifelong learning. Success goes beyond technical skills — it involves emotional intelligence, communication, and the ability to adapt.”