Mathew Mark Brown, a well-respected petroleum engineer based in The Woodlands, Texas, has built a remarkable career in the energy sector. Known for his innovative approaches and commitment to sustainability, Brown’s journey is as impressive as inspiring. Sitting down with him, I learned about the motivations, values, and decisions that have shaped his professional path.
“Throughout my career, I’ve tackled challenges head-on, leveraging my expertise to drive successful outcomes in various projects,” Brown said. “Whether it’s analyzing data or designing drilling plans, I thrive on finding innovative solutions to complex problems.”
Brown’s career began in the heart of Texas, where he was fascinated with the oil industry at a young age. Growing up in a state synonymous with energy production, his early exposure to the sector fueled a lifelong passion.
After earning a degree in petroleum engineering from Texas A&M University, Brown quickly made a name for himself with his forward-thinking strategies and dedication to efficiency and environmental stewardship.
In addition to his professional accomplishments, Brown is deeply committed to giving back to his community. As a resident of The Woodlands, he is involved in several local initiatives and enjoys mentoring the next generation of engineers. “Investing in the next generation is crucial,” he said. “I’ve had incredible mentors who guided me, and I believe it’s my duty to do the same for others.”
Brown also finds joy in his hobbies, such as golfing and traveling. These activities not only provide relaxation but also fuel his creativity and perspective. “Golfing allows me to unwind and clear my mind,” he said. “It’s a perfect way to recharge and often inspires new ideas and approaches to the challenges I face professionally.”
In a recent conversation, Brown shared insights into his leadership philosophy and decision-making process, emphasizing the importance of team development and community involvement.
Q&A with Matthew Mark Brown The Woodlands
What is the toughest decision you’ve had to make in the last few months? What was the outcome? Would you do anything differently today?
A difficult decision always revolves around employee development, which is our key to success. We have had to create a training program for all our employees, which is a multi-year approach. This can be frustrating because many things we teach are common sense to me. That being said, my success depends on our team members having individual success, so we must invest in our team members for the organization to succeed.
What was your worst job, and what did you learn from it?
The worst job I had was in college at Burger King. What made it sad was seeing many people in their 30s working there, knowing that was as good as life would be for them. They were the first to go on break and waste time. At that time, I knew that hard work, although not always recognized, would pay off in the end. So, play the long game and always be the best employee, no matter how bad the job is.
What people in your life or career have had the greatest impact on you? How?
There are two sides to this question. The prominent people in my career with the most significant impact were very poor senior managers. As a lower-level manager, I worked for some bosses whose personnel decisions I almost always disagreed with. They would demean people and think the worst of their employees. They would write people up and put things in their files for minor issues in my mind. This demotivated the employees and the entire organization. I wanted to avoid creating that kind of work environment when I started my own company. You should assume the person is doing the right thing and investigate it when something else happens. A manager who does not care about the employees poisons the organization, which is not sustainable. If you think the worst in every situation, it will become self-fulfilling, and all you will have are robots at work.
What do you think makes you successful?
I try to always allow all praise and recognition for success to go to the person involved. I own the company; I don’t need recognition, as I get it in my bank account. I build people around me and give them ownership of any success, small or large. I appreciate the person by letting them know they are doing well. This approach has resulted in very low turnover among managers who have worked for me. I always have their backs. When they make a terrible decision that leads to bad results, I take ownership of it. I need them to stay motivated and not be beaten down.
What is the one book that you recommend everyone should read and why?
I would recommend “Good to Great.” This book shows what it takes to actually survive. The title makes you think it’s about what will make a business great, but all the items in the book just help you succeed. It’s tough to institutionalize excellent business practices because it is hard work and takes consistency. The best part is that it makes you realize you must work at it and that nothing gets handed to you. It’s about getting the right people on the bus, discovering and tapping into core competencies, and discipline.
What is one strategy that has helped you grow your business or advance in your career?
The most important thing a person can do is surround themselves with strong people. This includes employees, partners, and vendors. With a strong team, you can bounce ideas off the group and avoid making poor decisions because you only see one side of the situation. Always involve others in critical decisions.
What are some of the keys to effective decision-making?
Effective decision-making involves gathering all necessary information, considering multiple perspectives, and involving key stakeholders. Being open to feedback and willing to adapt if new information arises is crucial. Consistency and transparency in the decision-making process also build trust within the team.
How do you build and maintain strong professional relationships with colleagues and mentors?
Trust and consistency are essential. First, people need to know that you will do what you say. In business, younger managers often ask what to do in a particular situation. My answer is: What did we say we would do when we sold the project? That is what we should do. Just do what we said we would do. Be consistent so that everyone knows what your decision will be when necessary. You can only run a business if everyone working there knows what decision will be made. You don’t want a relationship where people wonder which version of you will show up today—the mad manager or the understanding manager.
Moving Forward
Mathew Mark Brown’s journey is a testament to the power of passion, dedication, and community involvement. His energy sector leadership and commitment to mentoring and community service have made him a respected figure in The Woodlands and beyond. By balancing professional excellence with personal fulfillment, Brown continues to inspire those around him and make a lasting impact on the industry and his community.
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