Former C-level executive at KBR Inc
- Key trends impacting KBR (NYSE: KBR) and the engineering and construction industry
- Revenue composition by contract type – government vs oil and hydrocarbon
- Existing backlog and ability to win additional global contracts
- Competitive landscape and risks
- Shift towards lower-risk and government contracts
What key themes or trends would you identify that will directly impact KBR?
What opportunities do you see for KBR globally, and what are the tailwinds across regions?
Do you think maintenance services is an area KBR will continue to aggressively explore and expand in the future?
How would you characterise KBR’s risk profile and strategic approach to contracts it bids for? How does it differ from its competitors?
How successful are KBR and other EPCs [engineering, procurement and construction companies] in getting contracts to shift away from the lump sum format? Do all EPCs have to dedicate to this movement together?
What would you say are KBR’s strengths and competitive advantages? How has it helped it perhaps outperform peers?
What would you say are KBR’s core challenges? Are these challenges unique to KBR or are they typically experienced by other EPCs as well?
How sustainable would you say the organic growth KBR experienced in Q4 2019 could be?
As KBR shifts towards industrial services and that business continues to grow, how can we expect margins to respond?
As we consider KBR’s overall financial health, at what point might the backlog become risky to execute or difficult to manage?
What are the key LNG [liquefied natural gas] opportunities available, and how would you depict the competitiveness of those projects?
Is there anything else you would like to mention?
What key strategic objectives do you think leadership should focus on?
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