Anthony Petrello started serving as the CEO of Nabors Industries Ltd on October 28, 2011. He has been the company’s president since 1991. Additionally, he was the company’s Chief Operating Officer since 1991 to 2011. From 1986 through 1991, Tony served as the Managing Partner of Baker & McKenzie in its office located in New York. Mr. Anthony was also the Chairman of the board of trustees at Nabors Industries since June 2012. He also served as the company’s Deputy Chairman from 2003 to 2012. Since 2011, Mr. Petrello was the Director of Stewart and Stevenson. We cannot also forget to mention that he served as the Director of MediaOnDemand.com. He currently plays the role of a Director at Texas Children’s Hospital. All these senior positions he has held so far show that he is a highly valued individual with great potential to transform organizations.
Mr. Petrello holds graduated from Harvard Law School with a J.D degree. Since he values education, he went ahead and attended Yale University where he graduated with a Masters degree in Mathematics. Anthony started his professional journey in 1979. After graduating from school, he joined Baker & McKenzie, a law firm, where he gathered as much knowledge as he could. Tony’s total compensation for FY 2015 was $27,512,939. From the calculated compensation in 2015, he earned $7,727,000 as bonus, $1,580,077 as salary, and $16,863,656 as stock. Visit his Facebook page : https://www.facebook.com/public/Anthony-Petrello
Nabors Industries operates and owns land-based drilling rig fleet. The company also provides offshore drilling rigs in different countries across the world. Through Tony’s leadership, Nabors Industries has become the leading provider of directional drilling services, innovative technologies, and performance tools to the biggest gas and oil markets worldwide. Anthony acquires highly skilled personnel to transform the industry and to set high standards to enhance operational excellence. Tony Petrello advocated for the change of Nabors Industries from corporate governance practices to compensation practices. Some of the changes that he implemented include; splitting the role of the Chief Executive Officer and Chairman of the company, democracy of shareholders to elect people with at least 5% shares in the organization to the board of trustees, and limiting executive severance payments to about three times an executive’s bonus and salary.