This is a profile image of Mohammad Rustom

Mohammad Rustom


Helps global energy and materials companies set and achieve ambitious transformation targets for both performance and organizational health

Mohammad has led numerous transformations across a diverse range of geographies, from the United States to Southeast Asia, the Middle East and Australia, and believes in a pragmatic approach to implementation, focusing on execution and action.

Some of his recent work includes the following:

  • spearheading transformation as Chief Transformation Officer (CTO) coach at an Asian refining and petrochemical company targeting over $300 million in sustainable EBITDA improvement. Led coordination efforts among more than 400 client team members with approximately 55 percent of the potential implemented in the first year of the program; transformation was holistic, including operations, commercial, external spend, working capital, corporate levers, and headcount
  • coaching client CTO at a North American $10 billion upstream oil-and-gas producer to identify more than $2 billion in free cash flow impact, primarily focused on improving production through availability improvements—reduction of scheduled and unscheduled deferments—and execution of well interventions, such as waterflooding and sand management and led creation of a three-week plan to reduce operating expenditures by $200 million in response to recent market events. Achieved 50 percent of free cash flow run rate within the first year
  • serving as CTO for an Asian chemical company and achieved positive cash flow in only four months after three years of sustained losses. Completed an organizational restructuring, revamped the sales and distribution networks, slashed procurement and logistics costs, and delivered operational efficiency. Achieved target of $15 million annualized bottom-line impact six months ahead of schedule
  • leading procurement efforts at a global oil field service and equipment company to deliver more than $300 million in additional cash by collaborating with the head of supply chain to execute events and support direct negotiations across key spending categories, such as downhole and surface equipment, machining, and raw materials. Also helped eliminate areas of leakage through strict peer-to-peer process management, such as after-the-fact purchase orders and unauthorized order spending


The Wharton School, the University of Pennsylvania
MBA, finance

The University of Pennsylvania
MA, international studies

New York University