Payvand Fazel

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In 2021, as leader of the Williams Cos. marketing organization, Payvand Fazel was tapped to co-lead the integration of a major trading and marketing company that had been acquired with the Williams legacy team. “Bringing two companies with two separate cultures together while simultaneously merging systems and processes without impacting the day-to-day business operations is no small feat,” he says. On top of that, his coleader was someone he had only recently met. “Building a strong and open relationship with him from the beginning is what enabled us both to have success in merging the two organizations quickly and effectively.”

Which career milestone did you reach sooner than you had planned, and what helped you reach it earlier than expected?
I got my first opportunity to manage and lead people in 2013, after only two years at Williams. I was fortunate that my background and expertise were a good fit for the open position. I think part of the reason I was able to achieve the milestone sooner than expected was that I moved to Williams eager to learn and work hard, but I also was not afraid to bring insights and experiences from my prior company and job experiences, and integrate them into my new role. It was a fantastic opportunity to work with some great people and I got to broaden my network in the company.

Describe a memorable professional experience—something that may not be typical for industry members or that is especially meaningful for you.
For three years, I had the opportunity to oversee the group that was responsible for our corporate strategy process and help present it to our board of directors. There were a number of incredibly talented people who were involved in the process, and I was able to learn from a cross-functional group as we prepared for the presentation. Additionally, it was a humbling and rewarding experience to be able to hear the perspectives shared by the members of our board of directors during the process.

What qualities do you think are necessary to be a good leader in the oil and gas industry?
To be a strong leader in the industry, I think you need a great work ethic and a strong sense of humility. Recognizing that you may not always have the answer but that there are people who do, and leveraging those relationships is key.

How have you exercised leadership to help shape your department?
When I was vice president of strategic development, I was responsible for leading a team that was tasked with acquiring and divesting assets and businesses. This required working cross-functionally with subject matter experts throughout the company and attempting to influence parts of the organization outside of my department. Building appropriate relationships and leveraging talent across the business to effectively execute on these deals required a different form of leadership. I was able to utilize the network I had built in my prior leadership roles to ensure that I had the appropriate stakeholders involved, which helped to streamline the process and make our department more successful.

What advice would you give other young professionals?
I would tell anyone joining the industry today to dig in and learn everything you can from those around you. There is an incredible amount of knowledge and talent in this industry and so many people who have been around for the ups and downs who are an invaluable resource for someone starting out. We are fortunate to be a part of an industry that has a long runway ahead of it. I would tell every young person to network and build relationships in all areas of the company, not just the group that you are working in. There are no dumb questions and the best way to learn and grow is to put yourself out there, be vulnerable and always be willing to take on something new.

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