Pade was appointed MD/CEO of OEPL in June 2010. Prior to joining OEPL, Pade served as the MD/CEO of Ocean and Oil Holdings Group, a principal investment and advisory services group and also the core investor in Oando Plc from 2006 to June 2010. Whilst in Ocean and Oil, he was a core member of Oando's Group Leadership Council, and a key part of the company's upstream diversification Strategy & Execution team. He advised on, and in some cases led, the company's efforts in the acquisition of Oilfield assets and Drilling Rigs.   Pade joined Ocean & Oil in 2006 from Schlumberger Oilfield Services. He worked in Schlumberger for more than 19 years where he held various Management roles in Field Operations, Field Operations Management, Line (Country) Management, Human Resources Management and Business Development while working and living in 8 countries in Africa, Europe and the Far East.

Charan worked in his family's shoe shop in Hapur, Uttar Pradesh, India while growing up. He earned a degree in engineering from Institute of Technology - Banaras Hindu University and later studied at Harvard Business School, where he was awarded an MBA (1965) and a doctorate (1967). Before becoming a full-time consultant in 1978, he taught at the Harvard Business School, the Kellogg School of Management, and Boston University.

Charan is not married and has no children. At age 67, he purchased his first apartment in Dallas, TX. Before this purchase, he did not have a home and spent every night in a hotel room or at an associate's residence. His assistants in Dallas send him new clothes via courier and he returns his dirty laundry to them.

Charan has consulted for companies such as GE, KLM, Bank of America and Jaypee Associates. He is the author of various books on business, including Talent Masters, Leaders At All Levels', Leadership in the Era of Economic Uncertainty: The New Rules for Getting the Right Things Done in Difficult Times, Boards That Deliver, What The CEO Wants You To Know, Boards At Work, Every Business Is A Growth Business (with Noel Tichy), Profitable Growth Is Everyone's Business, Confronting Reality,Know How and Execution (with Larry Bossidy and Charles Burck), which was a best-seller.

Charan run his business management consulting company under the name Charan Associates located in Dallas, TX. Records show the company was established in 1981 and incorporated in Texas. Current estimates show this company has an annual revenue of $500,000 to $1 million and employs a staff of approximately 1 to 4. Charan sits on the board for Austin Industries, SSA & Company (formerly Six Sigma Academy), and Tyco Electronics.

Charan partnered with Kevin Cope and Stephen M.R. Covey to form Acumen Learning. Acumen Learning and Ram Charan have an agreement to use the concepts in his book: "What the CEO Wants You to Know". Ram has helped to define and popularize the idea of business acumen being an essential leadership characteristic in management.

Charan was elected a Fellow of the National Academy of Human Resources in 2000 and named a Distinguished Fellow in 2005. Charan was in India in the month of February 2010 to give a presentation to around 400 Indian CEOs.

Chinedu is the pioneer Director General of the Imo State Investment Promotions Agency (ISIPA).

Prior to his appointment as DG, ISIPA, Chinedu worked in the Ocean & Oil Holdings Group as Senior Vice President of the investments and business advisory subsidiary, where he provided consulting services leadership to a portfolio of companies in the telecoms, energy, financial and real estate sectors.

A trained consultant of the National School of Government (NSG), UK, Chinedu has over 15 years experience in Corporate Strategy, IT, Finance, Marketing, and Business Development; skills he gathered working with organizations such as Mobil and Accenture.

Richard Winfield is an international consultant, coach and facilitator with 25 years experience in organisation and management development. He is a strategic thinker who helps senior managers, directors and boards make progress by bringing structure and clarity to their thinking. Richard has worked extensively in North America, Europe, Africa and the Middle East with government, NGOs, private enterprise and international companies.

Richard is highly qualified, holding three university degrees; in addition to being a master practitioner in NLP, he has attended many further programmes with the founders and thought leaders in NLP and has trained in leadership at the Disney institute in Florida. His mission is to release human potential by helping individuals and teams in organisations to discover and achieve their potential so that they can become more effective with less stress.

Other services

• Mentoring
• Personal profiling, 360º feedback, work shadowing
• Appraisals and personal development plans
• Team coaching
• Coach training for managers
• Facilitation of strategy meetings and corporate retreats
• Scenario planning

Mentoring
Mentoring uses coaching skills to help shape an individual's beliefs and values in a positive way; it is often a longer term career relationship from someone who has 'done it before'. A mentor is usually a senior person in an organisation or industry who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities. The relationship is confidential and the mentor should not be involved in the line management of the mentee. Successful mentoring programmes require training, selection of mentors and matching of individuals.

Personal profiling, 360º feedback, work shadowing
Before embarking on any development activity it is useful to establish the current situation so that a personal development plan can be agreed. This involves discovery about the personality, motivation and concerns of the individual, combined with feedback from third parties. Personal profiling involves simple questionnaires that powerfully describe those aspects of an individual's personality that will impact on his personal and professional success, and indicate those areas where he is most likely to be successful. 360º feedback involves collection of information from managers, peers and direct reports. This can be done by independent interviews or through tick box or free form structured questionnaires. Work shadowing involves an independent observer or coach accompanying an individual about their daily business. This allows them to provide high quality feedback to the subject, both as immediate coaching and as the basis for further development.

Appraisals and personal development plans
Organisations need a framework to improve performance and realise objectives through the effective management and development of their people For an organisation to succeed everyone has to perform well; individuals need the right knowledge, skills and motivation to work efficiently, and the organisation needs effective strategies for performance improvement. Developmental appraisals and personal development plans are fundamental to achieving this. To ensure success, organisations need to design a framework and train managers in the process.

Team coaching
Coaching a whole team is a powerful means of improving performance. An independent coach can maintain confidentiality whilst also addressing team developmental needs when both coaching individuals and facilitating regular meetings or corporate retreats. Team development can include team building in terms of personal profiles, establishing vision, mission and values, as well as shared training in management and board level behaviour. Use of a facilitator at board level can be particularly powerful.

Coach training for managers
In a world of flat management structures and continuous change a coaching approach to management is becoming increasingly useful. Workshops and short courses in coaching can significantly improve communication, delegation and goal setting within an organisation. As managers change their style, they develop and empower their staff, become valuable role models, and cascade their improved skills down the organisation.

Facilitation of strategy meetings and corporate retreats
Strategy meetings and corporate retreats, preferably away from day-to-day activities, are a powerful way to improve team performance through clarification of goals, improved relationships and greater commitment. Teams that get away together to a different environment and allow time for the process are more innovative, better motivated and achieve more in the months that follow. Getting away pays dividends, and involving an independent facilitator to structure the event allows all members to participate fully and achieve things that could not even be considered in a normal office meeting. For some projects, business planning, strategy reviews, budgeting, scenario planning, uninterrupted time is essential. For some, confidentiality is also needed; for some, just a change of environment.

Scenario planning
Scenario planning is not about predicting the future. It is about exploring the future. If you are aware of what could happen, you are better able to prepare for what will happen. Scenario planning exercises involve identifying trends and exploring the implications of projecting them forward – probably as high, medium and low forecasts. These can include political, economic, social and technological. As different trends are chosen and different combinations of forecast levels are combined, a whole spectrum of possibilities can be identified. Well known examples of scenario planning having helped organisations respond quickly include the end of the Berlin Wall, OPEC oil price rises, bombs and terrorist attacks. Asking the great "What if?" Identifying risk. Carrying out regular exercises does not necessarily mean that you will be prepared for an eventuality, but it does mean that you are more likely to be aware of the possibility and, thus, able to act very rapidly if a situation develops.

Kunle has over 15 years of technical, financial and management experience in the international and West African energy sector.

Prior to Àrgentil, he was with Inter Pipeline Fund in Calgary, Canada where he was integral to the valuation, structuring and financing of over $10 billion transactions.

At KBC Technologies, Canada, he was involved in the development of simulation/modeling software for oil refineries.

He holds a Bachelor's degree in Chemical Engineering from Obafemi Awolowo University, Nigeria, a Masters degree in Chemical Engineering from the University of Wales, United Kingdom, and a Masters degree in Business Administration from Queen's School of Business, Ontario, Canada.