Tom McDonald, MBA

Remember when people said “peak natural gas”? 2026 is set to deliver the biggest Gulf Coast pipeline expansion in 18 years: nearly 20 Bcf/d of new takeaway capacity, almost entirely driven by America’s LNG export boom. What this means for Houston: ✅ EPC firms are hiring like it’s 2012 all over again ✅ Midstream companies and service providers are busier than ever ✅ Law firms, banks, trading desks, and recruiters just got a lot happier ✅ Billions in new investment flowing straight through the Energy Capital #Houston #EnergyCapital #LNG #NaturalGas #Permian #Energy (Chart credit: U.S. Energy Information Administration, Oct 2025)

5

Thinking of expanding in the Texas market? Some exciting insights into why tech companies are flocking to Texas for expansion and innovation! 🚀 - Business-Friendly Environment: Texas offers a conducive environment for businesses with its favorable tax regulations and minimal bureaucratic hurdles. - Access to Talent: The state's flourishing educational institutions are producing a robust pipeline of tech talent, ready to tackle the industry's toughest challenges. - Cost of Living: Texas cities offer a more affordable cost of living compared to traditional tech hubs, making it easier for companies to attract and retain top professionals. - Infrastructure and Connectivity: With investments in high-speed internet and state-of-the-art infrastructure, Texas is well-equipped to support tech innovations. Are you looking to expand your tech teams in Texas? Let's connect and discuss how we can help you find the right talent. #TechExpansion #Innovation #TexasTech

15

1 Comment

Interviewed dozens of Quality Directors across Texas last month. Compensation needs a reality check. Here's what the market actually looks like right now: Quality Director compensation in Texas (2025 data): → 25th percentile: $84,800 → Average: $125,445 → 75th percentile: $140,700 → Top earners (90th): $177,480+ But here's the problem: ➡️ Most manufacturers are offering bottom-quartile packages while expecting top-quartile results. We lost 3 excellent candidates last week because client competitors moved faster AND paid 20-30% more. The real cost of low-balling quality leadership: ➡️ Nearly 70% of manufacturing HR leaders report that labor shortages impact their ability to meet production demands. ➡️ 40% experience production delays at least once per week. ➡️ The cost of poor quality (scrap, rework, customer complaints) typically runs 10-15% of total operational costs, often millions per year. Your quality metrics suffer when you: ➡️ Offer 25th percentile pay for 90th percentile talent ➡️ Drag out the hiring process while competitors move in days ➡️ Ignore market realities The cost of scrap, rework, and customer complaints from quality gaps? ➡️ Way more than the $15K-$30K you're trying to save on salary. When was the last time you benchmarked your leadership compensation against market data? #QualityManagement #ManufacturingJobs #CompensationTrends #TexasManufacturing #QualityLeadership Sources: ZipRecruiter TX Salary Data Oct 2025; Indeed Career Insights 2025; HR Dive Manufacturing Labor Study 2024; ASQ Cost of Quality Research 2025

8

2 Comments

🌟 The #Houston Market Right Now 🌟 The job market in Houston is active but competitive, especially in Accounting & Finance. Companies are hiring, but they’re being cautious and mindful about each role, which means candidates need to be just as diligent with their search. If you’re in the middle of a search, here are a few ways to keep momentum going: ✔️ Stay Consistent with Applications Even if it feels like you're going no where, keep sending applications each week. Consistency is key. ✔️ Connect with Hiring Managers When you apply, try reaching out to the hiring manager or a key leader on LinkedIn. A professional note explaining why you are interested in their role and company can help you stand out from the stack. ✔️ Keep Your LinkedIn Active & Positive Update your profile, share your perspective, comment on posts, and stay visible. BUT! avoid politics or controversial topics that could limit your pool of employers. ✔️ Don’t Bash Past Employers Keep your story professional. Focus on what you accomplished and what you’re looking for next, not on what didn’t work before. ✔️ Prep Like Every Interview Counts Whether it’s a quick screen or a final round, each conversation is a chance to showcase your strengths. Persistence and visibility are key. Don’t get discouraged, companies are looking and hiring. The right fit will come! What’s one tip that’s helped you stay visible or motivated with your job search? #HoustonJobs #Accounting #Finance #CareerTips #JobSearch #Networking #StevenDouglas #StevenDouglasRecruiting Follow StevenDouglas Betsy Mathews

30

Houston Tech Hiring: Planning Ahead for Q4 and 2026   As we stand at the door, momentarily to step in to Q4, many Houston companies are racing to finalize critical hires before the holidays while also planning for 2026.   The demand signals are clear: (1) U.S. tech job postings in AI and cybersecurity have grown double digits year on year. (2) Cloud and DevOps remain among the top 3 most in demand IT skill areas nationally. (3) Employers are increasingly competing for the same limited pool of U.S. based talent.   Our Houston team at EPMA throughout Q3 has been busiest in: 🔹 AI & Machine Learning 🔹 Cybersecurity 🔹 Cloud & DevOps 🔹 Full-Stack Development   Companies who wait until January to start the process will be battling even tighter supply. Those who move now secure their pipelines for both Q4 projects and early 2026 initiatives.   If you are finalizing this year’s remaining critical hires or already planning ahead for next year, now is a perfect time to connect.   The right strategy now prevents the bottlenecks everyone else will face later.   #Houston #TechnologyHiring #Staffing #AI #Cybersecurity #DevOps

3

We recently created a Project Management hiring report across Texas, looking at the trends we are seeing from 2025. Do you know the one thing that stood out the most? Median Tenure is 1.9 years. Most companies aren't even getting 2 years out of people. This is compared to the US average, which is 2.2 years. This is likely caused by a number of things: 1 - Competition and pressure for talent, people are fighting for a skillset that is scarce which means that your staff are being offered jobs at other companies all the time (some people tell me up to 10 times per week). 2 - Companies aren't putting enough emphasis on onboarding and retention, they aren't getting the candidate care piece correct. The model should be hire extremely well and look after those people. Richard Branson once said "Train people well enough so they can leave. Treat them well enough so they don't want to". Nothing strikes more true than this statement in the current market. 3 - Hiring wasn't aligned from the outset. Expectations weren't clear and people have joined companies and leaders were vision is not aligned. For me this is a recruitment process problem. Are expectations being set at interview stage, is the opportunity being described and outlined correctly from the get go. Are you hiring people who are intrinsically motivated by the things that you can provide at your company? Point 1 cant be changed, the market is the market, the talent pool is scarce and you need to have your EVP set up from the get go to get the right people through the door. But 2 & 3 you can massively have an impact on, how you hire and what you do once you have hired can your commercial advantage. A house is only as strong as the foundations it is built upon and a company is only as strong as the people that work within it. If you don't feel aligned on points 2 & 3, drop me a DM and we can set up a free strategy call to discuss your hiring process.

3

Is your IT department a "Black Hole" for your budget or an "Engine" for your growth? ​For too many Houston businesses, IT is still viewed as a "Liability"—the team you call only when things break. But in 2026, if your tech isn't driving revenue, you're being left behind. ​At Krypto IT, we’re helping leaders complete the Strategic Rebrand from "Cost Center" to "Revenue Driver." ​The Rebranding Playbook includes: 🧠 Play 1: The Cultural Reset: Moving from the "Department of No" to the "Department of How." 📊 Play 2: Predictive Efficiency: Using AI and automation to solve problems before they start. 🤝 Play 3: IT as a Sales Tool: Leveraging your security and uptime to win bigger contracts. 📈 The Asset Formula: Calculating the true ROI of your tech investment. ​Stop asking what IT costs. Start asking what IT can do for your valuation. ​Read the full Executive Playbook: [https://lnkd.in/gs7vbrf2] ​#ITStrategy #BusinessGrowth #HoustonBusiness #KryptoIT #ManagedIT #DigitalTransformation #ExecutiveLeadership #ROI #TechTrends2026

2

1 Comment

The Hugh Brinson Pipeline is a intrastate natural gas project set to connect processing facilities near Midland in West Texas with existing pipeline infrastructure south of Dallas–Fort Worth. Beyond strengthening the state’s energy network, the project is expected to create a wave of jobs, from construction crews, welders, and heavy equipment operators to engineers, safety specialists, and project managers. Once operational, it will also support ongoing maintenance, inspection, and supply chain roles in the area.

3

'What does your database of talent look like?' I love this question. What I’d rather have hiring executives ask is 'How dynamic is the Dallas talent market?' We have 375 people move to Dallas EVERY. SINGLE. DAY. That’s over 136,000 people a year. If your search partner isn’t continuously focused on sourcing new talent to add to their network and can’t articulate how they maintain those efforts, you are all but guaranteed to miss out on great leaders moving into the market. And please don’t take ‘We use AI’ as being a sourcing strategy. If they can’t articulate the tools, technologies, and specific techniques they are using, they aren’t really using AI. #TalentAcquisition #DallasRecruiting #ExecutiveSearch

6

Following on from my last post about the wave of new gas-fired generation projects being announced - specifically in Texas. A few people reached out asking the same question: “Where are all the experienced people going to come from?” Because while financing and equipment procurement are being worked through (slowly). Delivery leadership is becoming the real constraint. Many of the professionals who delivered the last major wave of U.S. combined-cycle construction are now: - Sitting in senior executive roles - Focused on asset management rather than project delivery - Retired and sipping margaritas in Palm Beach 🍹 At the same time, we’re seeing a surge of new projects moving toward FID and particularly in Texas and PJM markets. That means developers will soon be competing for a relatively small group of people who have actually delivered large-scale gas generation before. Not people who have supported projects. But those who have taken projects from EPC negotiation through to COD. We’re already seeing increasing demand for: - Project Directors with full lifecycle CCGT delivery experience - Construction Directors / Site Leads who have sequenced combined-cycle builds - Commissioning Managers with HRSG integration expertise - Owner’s Engineers and Technical Advisors who can represent developers through execution Over the past two years we’ve spent a lot of time mapping the leadership behind these projects and not just the projects themselves. As this next build cycle accelerates, that visibility is becoming increasingly valuable. If you're advancing gas-fired generation to support hyperscale or AI-driven infrastructure and want to ensure the right leadership is in place before execution ramps up, feel free to reach out. thodges@atlasnextwave.com At Atlas NextWave, we partner with leading data center and energy developers across the U.S. to secure the senior delivery talent required to bring critical infrastructure online. Mike Feely Sana Anjum Guido van der Zwet

8

🔹 Louisiana’s LNG Market: Powering the Future & Jobs Boom 🔹 - Louisiana stands at the forefront of the U.S. LNG export surge—handling over 60% of U.S. LNG exports and supporting nearly 18,000 jobs statewide in recent years. - TEC Group are actively engaged in this market and are seeing real activity from candidates and clients alike. Here’s what’s fueling growth—and why it matters: 1. Massive Investment & Expansion Woodside’s $17.5 billion Louisiana LNG project in Calcasieu Parish is the largest-ever foreign direct investment in the state. The greenfield plant will have an initial export capacity of 16.5 Mtpa (expandable to 27.6 Mtpa), with first LNG expected in 2029. Venture Global is also accelerating, building CP2 (~7,500 construction jobs, 3,000 permanent roles) and scaling up Plaquemines exports with 51 cargoes in Q2 2025. 2. Jobs & Economic Impact Woodside’s Calcasieu LNG will generate around 15,000 construction jobs, while operating facilities require hundreds of high-paying roles from engineers to plant operators. Broader economic ripple effects: thousands of indirect roles in transport, pipeline services, port logistics, and local businesses. Industry-wide, Louisiana’s LNG sector supports about 18,000 direct jobs, contributing over $4.4 billion to the state economy. 3. Strategic Role in Energy & Geopolitics LNG from Louisiana fortifies global energy security—with customers in Asia and Europe and alignment with U.S. energy policies. The state’s pipeline network (~50,000 miles) and marine export infrastructure solidify its standing as a global LNG hub. 4. Sustainable Growth Amid Challenges Projects are embedding emissions targets, and LNG is marketed as a lower‑carbon transition fuel versus coal. Nevertheless, environmental voices raise valid community health and pollution concerns, urging balanced dialogue and thoughtful planning. 💼 Talent Pipeline Needed: Now Hiring for Louisiana LNG With billions in new infrastructure, Louisiana’s LNG boom is fueling one of the most exciting job markets in the country. 🔹 Construction managers, engineers, your skills are in demand. 🔹 Companies are offering competitive pay, career growth, and long-term roles supporting the global energy supply chain. 📍 If you’re looking to pivot into energy, relocate to the Gulf Coast, or build a legacy in one of the most strategically critical sectors—this is your moment. I would love to discuss it with you, reach out to me directly if you think I can help you in your job search. #LNG #LouisianaJobs #EnergyCareers #LNGBoom #WorkforceDevelopment #OilAndGas #GreenEnergyTransition https://lnkd.in/eGYDHu6Z

13

Leadership Lessons from Landman Like most Texans, I’m a huge fan of Landman. I genuinely look forward to each episode, and yes, we’ve even turned a few into informal watch parties with friends. It’s entertaining, sharp, and just gritty enough to feel familiar. But this season, something else has stood out. Maybe it’s because I spend my days advising the C-suite and those aspiring to it, but I’ve been struck by how many real leadership lessons keep surfacing. And judging by the conversations after those watch parties, I don’t think I’m alone. That’s what inspired this post. One line in particular captures executive maturity in a sentence: “I don’t bring problems until I’ve got solutions on deck.” At senior levels, this is the difference between adding value and adding noise. Leaders earn trust by doing the hard thinking first and showing up with options, tradeoffs, and judgment. Another moment lands just as hard: “Bad news doesn’t get better with age.” Every seasoned executive learns this eventually. Delay erodes credibility. Early truth preserves optionality. Leadership isn’t avoiding bad news; rather, it’s managing it before it manages you. Then there’s the quieter wisdom: “If all you do is rush from one problem to the next, then problems are all you have.” Endurance, perspective, and culture aren’t built in constant firefighting mode. The best leaders create space between crises—for themselves and their teams. Beyond the quotes, the leadership in action is just as telling. Cooper’s arc reminds us that credibility is earned through ownership and recovery, not ambition. And Demi Moore’s character calmly establishing authority in a room full of skeptical oil power brokers is a masterclass in executive presence. No posturing required. Maybe I’m watching through an advisor’s lens. But great leadership, like great storytelling, resonates because it’s true. And this season of Landman is full of it.

122

2 Comments

According to the Greater Houston Partnership Economy at Glance today, we head into 2026 with slow but steady growth, continued cost and inflation pressures, and a labor market that’s cooling but still competitive in healthcare, education and public administration. Upstream energy firms continue to face challenges with a slumping commodity price, but midstream, LNG, and data center-related power expect continued growth. In this environment, human capital choices in 2026–2027 are essential to your performance. For #CEOs and #CHROs, the question is no longer if you’ll respond – but how decisively. Here are a few key actions: Diagnose: What are your #HR pressure points across #TotalRewards, #wellbeing, and #talent that most effect growth and success? --Where are cost pressures and medical trends hitting hardest? --Where are employee expectations shifting fastest? --Which roles are most exposed to AI and automation, and where are your most critical skills gaps? You need objective, data‑driven views of where the strains are – by business unit, skill/role, and geography. Decide: Align on 3–5 Human Capital priorities that directly support organizational strategy – not just a wish list of initiatives. Candidates include: redesigning total rewards to align to critical talent expectations, building a skills‑based talent framework to prepare for the future, strengthening employee financial and emotional wellbeing, or getting ahead of pay transparency and equity scrutiny. Plan for Action: Build a practical roadmap you can start executing this year to optimize existing programs, invest differently, sunset outdated programs, and communicate changes to support buy-in and performance. Act: The organizations that will win the next business cycle will understand their pressure points, make targeted bold choices, and execute with clarity and courage. What are the critical few human capital decisions you’re treating with board‑level urgency in 2026-2027? Is your roadmap ready to support it? Aon Human Capital Solutions is your partner to help you diagnose, decide, plan, and implement the right people strategies for success.

10

We’re not just seeing a trickle of companies moving to Texas—we’re witnessing a tectonic shift. In the last few years, Texas has attracted headquarters relocations from giants like Oracle, Tesla, and Caterpillar. The motivations? Lower taxes. Predictable regulation. Pro-business leadership. A culture that prizes innovation and independence. But here’s what’s often missed in the headlines: with each company that makes the move, an ecosystem of legal, financial, and operational needs follows. For Texas-based law firm partners, this is more than an economic trend—it’s a once-in-a-generation client development opportunity. But are we thinking expansively enough about how to serve this wave? What if the real opportunity isn’t just handling the incorporation paperwork, but becoming a trusted advisor to a growth-minded leadership team before they even arrive? What does it look like to help a company navigate not just “how to get to Texas,” but how to thrive here? “This isn’t just a trend—it’s a Texas-sized opportunity. Are we ready to own it?”

8

#Employer Alert: Be Aware of a New Scam Email #WOWFACTOR 🙀 To all employers and hiring managers in Texas: Please be aware of a recent scam email with the subject line: "Follow-Up: Submission of Employment Records – Action Required by Oct 27, 2025" The email requests employment separation records for all personnel from 2015 to the present. The email also links to a webpage portal that is designed to look like TWC's Employer Benefits Services (EBS) application. This email is NOT from TWC. The portal is NOT a valid TWC webpage. Do not upload any files to this fake portal.

2

Had a fascinating chat yesterday with a leader at a major Texas energy company. He left a tier one consulting firm for a fresh start, a chance to build and execute, not just advise. He’s running a high-performing team who are killing it and he's well respected. But now he’s wondering what’s next. It’s not just about pay, he’s outgrown the role. In Texas right now, the market is buzzing for ex-consultants with solid industry experience. So he won’t have trouble finding something new. When growth slows and scope is capped, loyalty starts to become irrelavent. Eventually, sticking around costs more than moving on. There’s irony here: companies fixate on salary and comp, but miss what's walking out the door, potential and momentum. The next hire will definitely cost more. But the bigger loss? The drive and ambition that made things work. I’ve seen this over and over. Top talent rarely leave for money alone. They leave when opportunities dry up. When their voice is discounted and when things are not changing. Retention isn’t just about pay. It’s about growth. Want to keep your best people? Go beyond market comp and give them somewhere to go. Because when you hit a ceiling, sometimes the floor drops out too. #Strategy #Consulting #Energy #TexasJobs

15

When recruiting top-tier finance talent, the difference between acceptance and hesitation often comes down to one thing: PTO. We’ve worked with hundreds of companies across Texas, and one pattern is clear—when experienced candidates are evaluating offers, they’re also weighing what they’re leaving behind: accrued time off, flexibility, and rest they’ve earned. Want to stay competitive? ✔️ Consider matching or exceeding their current PTO ✔️ Add signing PTO when timing overlaps with bonus season ✔️ Build flexibility into your policy—not just rules It’s not just about policy. It’s about perception. And making someone feel valued from Day 1? That’s worth more than 3 extra vacation days.

2

Talent Map Tuesday: Texas VP/Director Sales Leadership - The Numbers Don't Lie Last week we looked at ASMS in Texas. This week its the Snr Sales Leadership team 78 VP and Director level sales leaders across Texas large volume production builders. Only 31 of them (40%) are A-players. That means 60% of senior sales leadership in Texas isn't equipped to execute at the level today's market demands. Here's the breakdown: Dallas: 22 Houston: 22 Austin: 15 San Antonio: 13 47 work at publicly traded builders. 22 at large volume builders. 9 at large nationals. The Brutal Reality: You have 31 A-rated VP/Director sales leaders across the entire Texas market. 38 are B-rated - solid performers who probably won't navigate cost pressures and team dynamics at an elite level. And 9 we're still assessing/Not enough data to assess! Here's what nobody wants to admit: Most builders are operating with B-player performance in critical sales leadership positions while their competitors are actively targeting the same 31 A-players. This is our TalenT Map (TMAP) - Pillar 1 of our Leadership Talent Acquisition System (LTAS): - 99% LinkedIn direct connection coverage - 94% direct mobile numbers - 100% work email addresses - 75% personal email access Complete ABC performance assessment We know who the 31 A-players are. Where they work. What they care about. How to reach them. Here's the question nobody's asking: You wouldn't enter a new market without land intelligence. You'd want to know: What's available? What's the quality? What's already controlled? What's actually buildable? So why are you making leadership hires without the same level of talent intelligence? The data has taken us years to build and perfect. Most builders? They post a job and hope an A-player applies. We can replicate this TMAP for any discipline, in any market: -Division Presidents in Arizona - Construction VPs in the Carolinas - Land Directors in Florida - Sales leadership anywhere you're expanding This isn't a LinkedIn scroll. This is structured Big Data with real talent insights that most builders will never have access to. Because most builders aren't willing to invest in knowing the market before they start recruiting. Want to see the full Texas VP/Director Sales Leadership Talent Map? Or discuss building one for a different discipline/market? DM me.

16