André, why did you decide to join Mabanaft?
Mabanaft faces the same challenges as the industry as a whole – a shift away from transactional business towards partnerships, so that we can be the right partner for our customers in the energy transition. The company is at the forefront of this journey, and I want to be part of it.
Furthermore, Mabanaft as a group is in a very interesting phase of development. When I first met Mabanaft’s CEO, Jon Perkins, and he told me about the growth and transformation journey Mabanaft is currently on, I was immediately fascinated. Further integrating the company and focusing on expanding the end-customer business in sectors that are ‘difficult to electrify’ struck me as very logical and absolutely the right thing to do. So when I was given the opportunity to support Mabanaft on this journey, it was an offer I couldn’t refuse.
Furthermore, from a personal perspective, I wanted to test my abilities when it comes to working in foreign markets. I’ve already worked in many different markets across Europe, but never in Germany or the UK. So I’m not only looking forward to working with the teams to expand our end-customer business, but also to stepping out of my comfort zone and getting to know new cultures.
You’ll be taking responsibility for the customer-focused side of the Mabanaft Group. What does customer care and customer focus mean to you?
For me, customer care means, above all, listening to customers and trying to understand and anticipate their needs. It’s not just about selling products, but rather about supporting our customers as advisers and helping them find the right energy solutions for them.
It’s also about putting customers at the heart of everything we do and thinking long-term. A transaction isn’t complete once the product has been delivered or payment received; we need to show our customers that we’re there for them in the long run – it’s about nurturing long-term relationships.
It is also of fundamental importance to take our understanding of our customers to a strategic level in order to help them overcome the challenges of the energy transition. Details such as understanding what our customers are planning as their approach to decarbonising their business are a fundamental question to which we must be prepared to provide an answer.
You said it yourself: the energy transition. What growth opportunities do you see for Mabanaft?
The energy transition offers enormous opportunities. The entire energy sector is at a turning point, where guidelines on the use of more sustainable fuels are being translated into legal regulations. More and more countries are mandating the blending of Sustainable Aviation Fuel (SAF), and emissions from shipping are being included in the EU Emissions Trading Scheme (ETS), to name just two examples.
And let’s be honest, conventional fossil fuels won’t lose their role as a fuel overnight. On the contrary, we are seeing growing demand in commercial road transport, particularly in the heavy goods and long-distance transport sectors. By expanding our retail outlets for end customers in this sector, we can not only supply more customers with conventional fuels, but opportunities for the transition also arise, as these sectors are difficult to electrify; in other words, we will see stable and consistently high demand for liquid fuels today ( diesel), during the transition phase ( e.g. HVO) and also ‘tomorrow’ (e.g. H2, e-fuels). This is where Mabanaft can offer customers genuine added value by helping them navigate the energy transition, utilising our core competencies in the procurement, storage, handling and distribution of liquid fuels.
Given all these possibilities, what are your immediate priorities – say, for the first 100 days?
That’s quite easy to answer – I have three immediate priorities: firstly, I want to get to know the team; secondly, we need to start developing our strategy and planning; and thirdly, once that’s done, it’s time to put the plans into action.
What insights from your career so far are you bringing with you to Mabanaft?
Nobody has all the answers; in a team and within a company, you have to rely on one another to find the answers together. The best results are achieved by working closely together, trying to help and understand one another. This also means that each of us must play our part, be proactive and take responsibility.
Through my previous jobs, I have also learnt to navigate uncertain markets and situations, which I believe will be helpful in the future as well, given that energy markets are likely to remain volatile.
What are your first impressions of Mabanaft?
I’ve only had positive impressions! What I’ve seen so far points to a dynamic, well-organised company with highly motivated staff. Mabanaft has a strong heritage, and I’m impressed by the efforts to preserve and respect that heritage whilst playing an active role in shaping the energy transition.
What was it that first appealed to you personally about the energy sector?
To be honest, it wasn’t really the sector itself, but rather the desire to try something new after 10 years in the software industry. I was given the opportunity to join Galp, and I quickly realised what a fantastic sector this is. When I was at Microsoft, I thought the software industry had the greatest impact on people’s lives, but I was wrong – it’s the energy sector! Energy is directly linked to human development – for better or for worse. There aren’t many things that work without energy; even the software industry needs energy... This realisation sparked my passion and kept me here, and now I can say that the best thing about this industry is that we have a real impact on people’s daily lives.
Thank you very much for the interview.
