Doug Haugh, President Parkland USA - The Most Dangerous Statement a Leader can Make

E14: As President of Parkland USA, Doug Haugh, leads the financial, operations, and sales activities of Parkland’s business units in the United States. In addition to leading the existing business activities, he also leads mergers and acquisitions in the country as Parkland executes its strategy to expand its U.S. business. Parkland is Canada's and the Caribbean’s largest, and one of America’s fastest growing, independent suppliers and marketers of fuel and petroleum products and a leading convenience store operator. Previously, Doug was President and Chief Strategy Officer for Mansfield Energy Corp. and President of Mansfield Oil Company. He began his career at Exxon, and has also held senior management positions at H&W Petroleum and FuelQuest Inc. He sits on the Board of Directors of BioBlend Renewable Resources, The Fuels Institute, Filld and the Job Creators Network. Doug was named Ernst & Young’s Entrepreneur of the Year and was named a Clemson Alumni Entrepreneur by the Arthur M. Spiro Institute for Entrepreneurial Leadership at Clemson University. He was also named to the CIO 100 by CIO Magazine. He has an MBA from the University of Phoenix, and a Bachelor of Science, Chemical Engineering, from Clemson University. Doug on Linkedin: https://www.linkedin.com/in/douglashaugh/ Doug on Twitter: https://twitter.com/doughaugh WHAT YOU'LL DISCOVER IN THIS EPISODE: How moving around and traveling has informed Doug’s leadership style. What Doug did to go from fearing public speaking to thriving on the stage. How to combine big company experience with the entrepreneurial mindset. Key advice for leaders who work in a controversial industry. How Doug talks to his kids about their concerns about his industry. The most dangerous statement a leader can make. Why curiosity is the most important trait he’d instill in every employee. Employee interview questions to test a candidate’s curiosity. How leaders can foster the curiosity of others. How the catastrophic cost of turnover adds up for his organ