Boardroom Insights with Dr. Alan O'Neill

In this solo KISS episode of Boardroom Insights, Dr. Alan O’Neill reflects on a recent conversation with Farid Badri, a veteran of the Dubai oil industry and former refinery leader.
While their discussion centred on crude oil, refinery economics and geopolitics, Alan zooms out to look at the bigger story: how Dubai has deliberately designed its future over the last 60 years.
Drawing on economist David McWilliams’ concept of “cathedral thinking” — long-term planning that spans beyond the careers of its architects — Alan contrasts Dubai’s approach with the “next election / next quarter” mindset that dominates politics and business today.
He shows how Dubai used limited oil revenues as seed capital to build infrastructure, services and incentives that attracted talent, capital and ideas — from Jebel Ali Port and free zones to Emirates Airline, roads, schools and hospitals — ultimately creating a services-led economy by design, not chance.
Alan then maps Dubai’s journey onto his 7-Steps to Profit framework, exploring how the Emirate executed against:North Star... Culture... Strategy... People... Customer... Proposition... Execution.The episode ends with a provocation for leaders:
What cathedral are you building inside your own organisation?

In this episode of Boardroom Insights with Dr. Alan O’Neill, we dive into the business of oil, the story of Dubai, and what really drives the modern energy economy.
My guest is Farid Badri, a chemical engineer and veteran of the oil industry who spent around 30 years in mid– to downstream roles, including leading major operations inENOC and overseeing refinery assets in Dubai. Farid takes us behind the scenes of the refining world – explaining the difference between heavy, medium and light crude, why “crude is always a mixture,” and how refineries actually make(or often don’t make) money. We unpack the pricing of Brent and WTI, the role of Dubai crude as a benchmark, and why headlines about “the price of oil” often miss the real story.
We then zoom out to look at Dubai’s transformation: from modest oil production in the 1960s and ‘70s, to a modern, service-led economy that now relies very little on oil.Farid explains how early Dubai leaders reinvested limited oil revenues into bold infrastructure bets like Jebel Ali Port and the free zones, turned the city into a global “meshad” or magnet for people, capital and ideas, and built an ecosystem where services and population growth now drive the P&L of the Emirate far more than hydrocarbons.
Along the way, we talk about: cultureand leadership in high-risk industries, why situational leadership matters more than job titles, and how trust and human dynamics make or break organisations when things go wrong.
And, on a lighter note, Farid shares what he’s doing now with his three “girls” – Scarlett, Ruby and Sonic – hiscollection of classic cars that he restores for the sheer curiosity of understanding how things really work.
Finally, we look ahead to the energy transition: Farid’s pragmatic take on renewables, why one size doesn’t fit all between Ireland, Africa and the Gulf, and why he believesoil will remain part of the mix even as the world decarbonises.
If you’ve ever wondered how Dubai really makes its money, how refineries actually work, or what boardroom decisions sit behind the price at the pump, this conversation will give you a thoughtful, insider’s view – and a very human one too.

In this first episode of 2026, Alan explores why the start of the year is the most important moment to pause, reflect, and plan… not through resolutions, but through deliberatestrategy and honest organisational introspection.
Drawing on a real case study from his consulting work with a mid-size beverage distributor, Alan walks through the journey from firefighting to strategic planning, and ultimately tothe critical (and often neglected) work of execution.
Execution requires people, and people need context, ownership, and belief. Strategy may begin in the boardroom, but it succeeds (or fails) with those who deliver it.
If you’re a CEO, board member, or senior leader entering 2026 with ambitious plans, this episode is a timely reminder that the year won’t be won on spreadsheets alone, it will bewon through clarity, inclusion, planning, and hearts and minds.

In this episode of Boardroom Insights, I sit down with Jason Atkinson, Managing Director at Russam, to explore the fast-evolving world of interim and fractional leadership.
Jason brings decades of experience from the UK’s first interim management provider, founded in 1982, now a global group supporting organisations around the world. Our conversation unpacks why interim leadership has become a strategic imperative for boards navigating transformation, disruption, and rapid change.
One standout insight from Jason: interim leaders don’t simply fill gaps, they unlock organisational capacity, coach teams, and accelerate critical projects that might otherwise stall.
Whether you’re a CEO, board member, investor, or leader driving transformation, this episode offers practical insights into how interim and fractional talent can become agenuinestrategic differentiator.
Jason, thank you for a rich and insightful conversation.

In this episode of Boardroom Insights, Alan O’Neill speaks with Barry Shevlin, Owner & Managing Director of Global Home Improvements, a Dublin-based family businesscelebrating 45 years serving Irish homeowners.
Barry shares how Global built a premium reputation by staying fiercely focused on customer experience, manufacturing to specification, and backing their work with astandout and amazing 20-year, no-quibble guarantee.
The conversation explores triple glazing, energy efficiency, the reality behind “premium” quality, and how a customer-centric culture is reinforced through simple systems and everyday language.
Barry also previews Global’s next chapter: a new solar offering designed for the rising demand in home energy solutions, while keeping control of workmanship and customerexperience. Topics include: customer-centric culture, premium positioning, consultative selling, leadership, manufacturing vs outsourcing, guarantees, sustainability and energy efficiency, referrals, marketing channels, and scaling into new categories.