‘Early leadership isn't about managing people, it's about ownership, courage, and trust’

David's profile:

When David Pham was completing his engineering studies, he wanted to combine his technical foundation with strategic business decision-making. After earning a bachelor's degree in mechanical engineering and completing five internships in the defense industry, he stayed at university for an extra year to obtain an MBA. Looking for a role where he could leverage both disciplines, he chose the Global Graduate Program because of its 18-month business and 18-month technical rotational structure. Now, one year into his journey, he reflects: "The lean organizational structure allows you to wear different hats, step out of your comfort zone, and learn far more than you would in a standard entry-level role."

Shaping the role without a rulebook

Stepping into his first rotation on the business side, David was empowered by the level of trust placed in him right from day one.

"When I first started, my manager and leadership didn't hand me a rigid step-by-step manual," David remembers. "Because the program gives you space, they empowered me to make the role my own, build trust with team members who have been here for years, and focus on driving real operational impact.

Crossing paths: When business meets technical

Working at the Deer Park terminal quickly showed David that operational challenges are rarely purely business or purely technical.

"I work closely with Jessica (another Graduate), who handles the technical side while I focus on the business side," says David. "When complex problems arise, we bounce ideas off each other to make sure our solutions address both operational efficiency and commercial goals."

That collaborative spirit extends far beyond his home terminal. Through the graduate cohort, David exchanges perspectives with international peers like Noemi in Belgium and Giovanna in Brazil. "Whether a terminal has operated for 50 years like Deer Park or is up-and-coming, sharing lessons learned across global business units helps all of us avoid common pitfalls."

High pressure, cross-functional ownership

David put his project management and engineering skills to the test when a key customer experienced unusually high pressures in their rail cars.

"Even though I was in a business rotation, I stepped up as project manager to lead the effort in designing a new pump system to safely reduce the pressure," he explains.

Rather than tackling the problem in isolation, David brought together cross-functional teams across operations, maintenance, customer service, commercial, engineering, procurement, growth, and projects.

"The best part was how leadership supported me," David recalls. "They provided the necessary resources and gave me space to ask questions and make mistakes, while empowering me to take full ownership of coordinating the solution from start to finish."

Broadening perspectives in Rotterdam

A major milestone during his first year was attending global training sessions at headquarters in Rotterdam.

"At the terminal, it's easy to get tunnel vision on daily tasks," David shares. "Visiting headquarters opened my eyes to the bigger picture. We toured the Gate terminal to learn about LNG storage and explored new developments in battery energy storage."

Connecting with other global graduates during the trip brought another crucial insight. "Hearing that other graduates faced similar early-career challenges was incredibly reassuring. Realizing you aren't in it alone and learning how others navigated obstacles helped all of us grow."

Courage, ownership, and the next rotation

As David prepares for his upcoming technical rotation, his perspective on career growth has fundamentally evolved.

"I originally thought business and technical tracks were two completely separate paths, but I now see how deeply interconnected they are," he reflects. "Early leadership isn't just about managing people, it's about taking ownership of processes, driving improvements, and building trust across global teams."

Looking ahead, David is excited to bring his business rotation insights into his new technical role to improve operations with a fresh mindset.

When asked what advice he would give to prospective applicants, David offers clear guidance:

"Bring courage and an ownership mindset from day one. Don't be afraid to step out of your comfort zone, ask the hard questions, and lean on the global network. Remember that your unique background, whether engineering, business, or both, is exactly why you were chosen."