This is Part 2 of our mini-series on Asset-Backed Trading. In the previous episode, we covered the key reasons and decision points in creating asset-backed trading organisations.
In this episode, our host Paul Chapman draws on the experience of Savvas Manousos and Niels Henrik Lindegaard to discuss the key learnings and challenges that arise in implementation.
From the inevitable challenges and even crises that arise, and, ultimately, the two key roles of any leader - how to build a high-performing team and how to execute on a strategy with the flexibility and resilience needed in a more volatile world.
Savvas Manousos spent 25 years with bp before developing global Asset-Backed Trading platforms at Reliance, Maersk and CEPSA. Savvas is now an Enco Insight Partner at HC Group’s sister company Enco Insights, providing independent, peer-to-peer, advisory to organizations embarking on this journey. Niels Henrik Lindegaard spent 40 years with Maersk and spent a decade leading their trading transformation through Maersk Oil Trading.
Key Talent Takeaways
Leadership in Asset-Backed Trading Requires a Shift in Mindset
Success in asset-backed trading depends on a leader’s ability to delegate, trust their team, and suppress ego. Moving from an individual contributor to a senior leader requires hiring talent that exceeds one’s own capabilities and fostering leadership at multiple levels. Developing a strong number two ensures continuity and supports long-term strategy. By empowering teams and avoiding micromanagement, leaders can create a culture of resilience, adaptability, and sustained performance.
Crisis Management and Risk Preparedness Are Critical for Success
Commodity trading operates 24/7, requiring teams to anticipate and respond swiftly to crises. Leaders should overreact initially, mobilising resources before scaling down. Crisis simulations and stress-testing help organisations prepare for unexpected events. Embedding a resilient and adaptable culture ensures a structured response to disruptions while maintaining operations. Proactive risk management sets successful firms apart in volatile markets.
Building High-Performing Trading Teams Requires Strategic Talent Management
A high-performing trading team requires both technical expertise and leadership ability. Recruitment should focus on goal-driven hiring while mentorship programmes and clear career progression paths help retain top talent. Without structured development and recognition, firms risk stagnation and talent loss. Creating a workplace that encourages learning and rewards performance is key to maintaining engagement and long-term success.
Compensation Structures Must Align with Long-Term Organisational Goals
Compensation should balance short-term performance with long-term enterprise value. Mechanistic models offer predictability but may encourage short-term risk-taking, while discretionary models allow flexibility to reward strategic contributions. The best approach includes deferred incentives, equity participation, and retention mechanisms, ensuring traders prioritise sustainable growth over yearly profits. A well-structured compensation plan strengthens alignment with the organisation’s objectives.
Adapting to Industry Volatility Requires Curiosity and a Strategic Approach
With increasing volatility, regulation, and geopolitical shifts, leaders must be curious, adaptable, and forward-thinking. Success depends on anticipating trends, leveraging expert insights, and fostering an agile, informed decision-making culture. Organisations that embrace strategic adaptability and position themselves proactively will stay ahead in the evolving energy and commodities sector.
HC Group is a global search firm dedicated to the energy and commodities markets.
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