We believe in putting the mineral owner first – it usually pays off for us. Additionally, I think we leverage technology really well. We have figured out how to use new software and data management tools to help us organize data and run titles more quickly.
In the current state of affairs, we simply can not do enough to promote the positive factors associated with our industry. I believe that we must continue to encourage discussions, at every level, that put Canada’s long term economic interests ahead of regional political interests.
I was born in an oil camp in North Dakota and my father was a Petroleum Engineer, so I was literally raised learning about the industry. I attended my first OTC when I was 13 years old.
I was scholar of an oil and gas company that assigned me into oil and gas division during my practical training.
I joined a law firm that was involved with oil and gas, as soon as I became admitted to the PNG Bar.
I started downstream with a 200MW barge-mounted power-plant in 1995 in a country that no one else wanted to go to. Since then the energy industry, downstream & upstream, has been a passion of mine.
While I was studying in the US, Shell offered a summer internship at a refinery in Missouri. I never looked back after that.
In the early 1990s, I was a young attorney at an energy commodity trading company in Calgary, and in 1994 we sold that company to TransCanada, where I have been employed since.
After graduating from university I got the opportunity to do an international traineeship with Shell. I spent three months in Africa and was exposed to the many interesting aspects of this exciting industry.
As a business consultant growing up, I spent time in several different industries before landing in oil – or at least landing in fuels as was the case for me.
Mexico Petroleum Company’s focus is on upstream opportunities in Mexico.
Being able to collaborate with the leaders of this industry to ultimately unlock new opportunities for our clients and promote innovation, development and growth in the oil & gas sector.
I foresee that 2016 and 17 will be tough years for the industry so our key focus areas will be to maintain the balance between revenue and cost and only invest in projects that generate near term free cashflow.
The successful progress of our 2 major LNG projects, Ichys and Abady.
The VP global business development, sales & marketing of LR Senergy highlights his team’s unique expertise in offshore and deep-water projects and foresees a brighter outlook for Indonesia’s oil and gas industry.