HAVING SPENT 75 percent of his time away from home over the past few years, Eliseo B. Santiago made a bold promise to his wife that when he retires from his post next month until the end of the year, he would do absolutely ?nothing.?

?I promised my wife I will take a break and spend more time with her. Then I can consider next year what I want to do,? said Santiago, who will step down from his post as Shell vice president for retail for the East on Oct. 1.

Although he hopes to use his expertise and experience in a field that he has yet to decide on, Santiago is, in the meantime, looking forward to spending more time with his wife, three children and grandson.

?My wife will finally get the other 75 percent of me,? Santiago said in jest.

In his 38 years with Shell, Santiago took on roles in manufacturing, supply, trading, sales and general management in many parts of the world, including the United Kingdom, the Caribbean, Singapore, Thailand and in his home country.

Due to the nature of his work, Santiago had to spend most of his time away from home, during which he would go off to one country after another to oversee retail operations.

He admitted that frequent traveling would be something he definitely wouldn?t miss when he retires from his post.

Holding the most senior post in the region, Santiago was responsible for maintaining growth and profitability in the established East markets, comprising Malaysia, Hong Kong, Singapore, the Philippines, the North Pacific Islands, Thailand, Laos, Australia, New Zealand, Oman and Pakistan.

Oilman of the Caribbean

Santiago was also tasked to manage the company?s entry into new and fast growing markets such as India and Indonesia. He likewise provided expert advice and support to the retail business in China.

Most notable of his assignments, he related, was his stint in the Caribbean from 1990 to 1994, when he learned practically everything about the business.

Calling it his four-year MBA, Santiago explained that the tasks he had handled then led him to develop a well-rounded understanding of the trade.

He related that his time there gave him an opportunity to learn the business from the ground up as he was then responsible for ?strategy, supply, marketing, external affairs, treasury, comptrollership and everything in between.?

?It gave me confidence that I could do a lot more in terms of leadership capability. You?re dealing with a culture and you?re working in a business environment completely different from ours,? Santiago related.

?And within almost four years I was there, we were able to turn around the business. I restructured the organization and changed the business focus. By the time I left, it?s (doing) about three times the profitability than when I came in.?

Santiago will be leaving Shell that now has a retail network in the East of over 5,000 sites in 11 different countries?all of which have been experiencing continuous growth over the past three years.

He will be replaced by Cesar Romero, who previously held the post of vice president for supply east, beginning this month.

Returning home

Romero, who got his mechanical engineering degree at the University of the Philippines, began his career in Shell when he joined the Tabangao refinery in 1987 as an engineer straight out of college.

Although he has been away for some time, holding various posts in supply, lubricants, strategy, planning and consulting, Romeo sees his new role as ?returning home? to retail.

His first retail job involved managing 25 stations in the Philippines, after which he went on to become the retail general manager for Shell Philippines & North Pacific Cluster.

Romero relates that he and Santiago have known each other way back, as ?our paths would cross here and there.? At one point, Romero worked under the leadership of Santiago when he was retail manager of Shell Philippines.

According to 44-year-old Romero, the thing he really admired about Santiago was his integrity.

?When he has given you a position, you can be certain that would be supported and maintained. You can encounter bosses who, after agreeing on something, change their position in a public forum, and all of a sudden you?re left in the cold,? Romero explained.

?But with (Santiago), you can be rest assured that when you discuss and agree on something... he will be there to say yes, I support that,? he added.

Santiago has reminded Romero that to become a leader of the organization, he needs to understand not only the pieces of the puzzle, but the big picture as well.

?You must understand the big picture because not all the pieces of the puzzle will be available at any one time. Those who are good leaders can say the big picture looks like this and be able to make a decision on the basis of that limited information,? Santiago explained.

No more spreadsheets

Another important thing to remember, according to Santiago, is that a good leader is one who has the ability to transform from being an individual contributor, to an effective member of the team, eventually becoming a leader of teams and individuals.

?Your role is no longer making the spreadsheet. Your role (as a leader) is making sure that people understand what they are doing and that they take time to do it. Because if you only micro manage, you?re doomed to fail especially when you start to take on a regional or global position,? Santiago explained.

Looking ahead, Romero said he is excited to step into Santiago?s shoes, understanding that he has a great challenge in front of him.

Continuing to grow the business where it makes sense and maintaining a robust business in established countries are priorities for him in his new role and, as usual, he?s looking forward to the new challenge.