Excel Ukpohor: Transforming energy landscape

Excel Ukpohor, an accomplished leader in energy operations and business strategy, shares insights from his extensive career, discusses challenges facing the global energy sector, and offers a glimpse into his leadership principles and vision for the future.

Can you share the key milestones of your career journey and how they shaped your leadership approach?
My journey began at Nigeria LNG Limited, where I participated in the commissioning and start-up of multiple LNG trains. Over the years, I transitioned into strategic roles, such as leading asset operational activities, rejuvenation projects and driving organizational transformation initiatives. These experiences taught me the importance of blending technical expertise with strategic foresight, a principle that has guided my leadership approach throughout my career.

What inspired you to pursue a career in the energy sector, and how has your perspective evolved over the years?
Growing up in Nigeria, I was deeply aware of the energy sector’s impact on society and the economy. I wanted to contribute to an industry critical to global development. Over the years, I’ve witnessed significant advancements, from technological innovations to sustainability initiatives, which have further fuelled my passion for driving change.

As someone who has worked across diverse roles and regions, what do you consider the most valuable lesson you’ve learned professionally?
Adaptability is the most valuable lesson I’ve learned. Working across different roles and regions has shown me that success often depends on understanding diverse perspectives and adapting strategies to local and global contexts. I have worked in various roles within my organization, from core operations, to activity coordination in the Asset down to the Train 7 Project and through these paths, I have learnt the vital lesson of adaptability. Understanding the concept of the role and finding new meanings for excellence and productivity.

How do you approach leading teams in high-pressure environments, such as large-scale projects or global transformations?
Leading in high-pressure environments requires clarity, empathy, and resilience. I prioritize setting clear objectives, fostering open communication, and ensuring my team feels supported. Encouraging collaboration and maintaining focus on the bigger picture help navigate challenging situations effectively. The NLNG Train 7 Project is a project that entails high level of collaboration. During my time there, I had to drive collaboration amongst the non-technical actors for the project.

What principles or values guide your decision-making as a leader?
Integrity, inclusivity, and continuous improvement are at the core of my decision-making. I believe in building trust, empowering people, and constantly seeking ways to enhance processes and outcomes.

Can you elaborate on your vision for implementing the SEAM Standards at Shell and their impact on operational performance?
The SEAM Standards is one of the enablers of the Shell Performance Framework which was about harmonizing safety, environment, and asset management requirements and practices to create a unified framework for operational excellence. By streamlining processes and ensuring consistent implementation across assets, we’re not only improving efficiency but also fostering a culture of safety, simplification and sustainability.

With extensive experience in asset management, what strategies have you found most effective in ensuring long-term sustainability for critical infrastructure?
Long-term sustainability hinges on proactive planning, regular integrity reviews, and stakeholder engagement. It’s essential to adopt a lifecycle perspective, addressing obsolescence and incorporating new technologies to extend asset life while maintaining reliability and safety. Most assets are often concerned with the daily operations of their plants, and they often forget to look ahead and plan for the future. This was what we did with the Long-term Turnaround Planning Process, which saw us planning for major turnarounds for the next 10 years. With this, we drive efficiency in production forecasting, demand planning and budgeting.

How do you balance the technical and strategic dimensions of your work to drive results across complex projects?
It’s about striking the right balance. While technical expertise ensures operational success, strategic thinking drives long-term value. I ensure these dimensions align by fostering cross-functional collaboration and maintaining a focus on overarching goals.

In your opinion, what role does innovation play in transforming energy operations, and how do you foster it within your teams?
Innovation is pivotal in addressing today’s challenges, from operational efficiency to sustainability. By creating an environment where ideas are welcomed, encouraging experimentation, and leveraging emerging technologies to redefine possibilities, I promote the concept of innovation. Like they say, those who don’t innovate will become outdated. Innovation has granted us opportunities to leverage modern ways of working to increase our productivity and effectiveness.

What do you see as the biggest challenges facing the global energy sector today, and how should companies address them?
The transition to cleaner energy while meeting global demand is a critical challenge. Companies must invest in renewable technologies, build partnerships, and adopt a balanced approach to decarbonization without compromising energy security. I will also say that this presents a huge opportunity for the energy sector as organization as now also reinventing themselves and redefining what energy means to the earth.

As the industry transitions towards sustainability, what opportunities do you foresee for professionals in traditional energy roles to adapt and thrive?
The energy transition opens doors for reskilling and innovation. Professionals in traditional roles can thrive by embracing new technologies, acquiring skills in renewables, and contributing to hybrid energy solutions that combine traditional and modern approaches. Emerging technologies, especially in the digital space, open new fields of competencies that professionals can explore. New career opportunities are emerging and will continue to evolve as we get deeper into the 5th Industrial Revolution.

How can global energy companies better engage with local communities and governments to ensure mutually beneficial outcomes?
Collaboration and transparency are key. Companies must understand local priorities, invest in community development, and maintain open communication to align goals with societal needs while ensuring regulatory compliance. Such organizations need to be good corporate citizens that genuinely care for the needs of the local people and are willing to invest in co-creating solutions for their local challenges.

Your academic background is diverse and impressive. How have your studies in business administration and energy sustainability influenced your approach to leadership?
My academic journey has provided a solid foundation in both technical and strategic aspects. It has helped me view challenges from multiple perspectives, integrate sustainability into decision-making, and develop a holistic approach to leadership. Business administration taught me the basics of process and asset management, and also the strategies for leading multifunctional and cultural teams. My education in sustainability exposed me to the unique challenge we face as a race and what actions we must commit to, to ensure that we continue to meet our energy demands for today while not jeopardising the energy needs of future generations. With these backgrounds, you will take decisions differently, having deeper context to issues and challenges.

What motivated you to pursue certifications in quality management, customer experience, and life coaching, and how have these shaped your professional impact?
People! As one grows, you will realise that you deal more with people than with machines as a leader. These certifications reflect my commitment to lifelong learning of ways to relate better with people in such a way that you leave a mark of impact and satisfaction. They have enhanced my ability to lead effectively, engage with diverse stakeholders, and drive meaningful change by focusing on quality, empathy, and organizational excellence.

What advice would you give to young professionals aspiring to leadership positions in the energy sector?
We are in the ‘fast-paced’ generation. Young professionals of today wants things really fast but I will say they should be patient and trust the learning and development process. In doing this, they should be curious, adaptable, and committed to continuous learning. Build a strong technical foundation, seek mentorship, and don’t be afraid to take on challenging roles. Leadership is a journey that requires patience and perseverance.

Your published works address critical issues in the energy sector. What motivates your thought leadership efforts, and how do you hope they influence the industry?
I always say that what you don’t write down dies inside you! Sharing knowledge is a way to contribute to the industry’s evolution. I’m motivated by the opportunity to inspire dialogue, propose solutions, and influence policy and practice for a more sustainable energy future. Documenting these gives me an opportunity not to let those ideas die inside me.

Looking back on your career, what legacy do you hope to leave behind, both in the organizations you’ve served and the energy industry as a whole?
I hope to be remembered as a leader who fostered innovation, empowered teams, and made a tangible impact on the energy transition. My goal has always been to create value while building pathways for future generations to thrive in a dynamic and sustainable energy industry.