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Education
B. S., Chemical Engineering, Columbia University, New York, NY, 1981
M. S., Petroleum Engineering, Colorado School of Mines, Golden, CO 1985
MBA, Harvard Business School, Cambridge, MA 1990
Stanford Executive Education, Palo Alto, CA , “Strategy and Innovation” 2001
Harvard Executive Education, Cambridge, MA, “Entrepreneurship” 2004
Professional Profile
Twenty five years oil and gas experience
Seasoned general manager with proven track record in setting direction, aligning resources and delivering results
Resource development, business development, operations
Strategy – planning, execution and resource allocation
Experienced negotiator and dealmaker
Financial planning, economic evaluations, budgeting
Project management
Acquisitions and divestments
Project finance
Registered Professional Engineer: Colorado U. S. A.
Countries of Work Experience
Canada, United Kingdom, United States, Poland, Romania, Bulgaria, Azerbaijan
Work Experience
MHA PETROLEUM CONSULTANTS, INC., Lakewood, Colorado:
(July 2004 – Present) Director
Joined MHA as a partner and Director to help the 12-person petroleum consultancy grow and augment their client and services base. Launched an allied resource development company aimed at marrying the technical capability of MHA with investment capital to develop a portfolio of producing oil and gas assets.
EBP AMERICA, Gulf Coast Performance Unit, Houston, Texas:
(September 2001 – April 2004) Vice President and General Manager
Managed the onshore Gulf of Mexico asset base consisting of five field operating centers in Texas and Louisiana (400 company and contract staff). Responsible for development and production activities in 12 major fields; production 86 MBOED; capital spending $210MM p.a.; lifting cost $100mm p.a. Member of an eight-person senior leadership team responsible for delivery of BP’s entire onshore US development and production business (1900 people, 565 MBOED, $750MM capex, $3.4 Bn 2003 Net Income); set strategy, established targets, and allocated resources of five performance units. Transformed BP’s entire onshore US field operations, including: standardizing job grades and functions; determining core and non-core skills; multi-skilling core employees to reduce windshield time; outsourcing non-core jobs and certain geographical areas; re-newing the workforce with a voluntary severance plan and instituting a vo-tech hiring program. Effort was recognized across BP as highly successful, organized other tranformation efforts globally.
CENTRAL ALBERTA MIDSTEAM, Calgary, Alberta, Canada:
(October 1999 – September 2001) President and Chief Executive Officer
Responsible for a midstream joint venture between BP Canada Energy Company and Chevron Canada, containing (325 employees) and managing natural gas processing infrastructure (four plants – 1.5 BCF/D total capacity; 4,000 km of pipelines and associated field compression and facilities). Reported to the regional Canadian presidents of Chevron and BP. Designed and staffed the organization; secured regulatory approval; “Branded” and rolled-out the joint venture; implemented a governance process; developed strategic and business plans; and secured shareholder approval for capital ($50 million) and operating ($85 million) budget.
AMOCO CANADA, Calgary, Alberta, Canada:
(June 1998 – October 1999) Vice President and General Manager, Gas Gathering and Processing
Designed, built and managed a 30 person organization to provide gas gathering and processing services to utilize and expand Amoco’s gas processing capacity in Western Canada (2 BCF/d, 18 major plants.) Developed strategic and operating plans for all G&P assets by looking at supply and demand fundamentals in 12 “micro-markets” across Western Canada. Secured and controlled a $50MM capital budget for 1999. Delivered a 10% (4.8MM) increase in processing revenues; implemented three joint venture deals which strengthened our positions and set up new G&P entities in two areas and facilitated and exit in a third area.
AMOCO CORPORATION, Chicago, Illinois:
(June 1996 – June 1998) Manager, Corporate Finance
Reported to the Treasurer of Amoco Corporation, implemented transactions (projects financings, acquisitions, divestments, and joint venture combinations) including: the negotiation of terms; coordination of tax, legal, financial and operating considerations; transaction processes and deal term negotiation; closing and post-closing administration. Coordinated a seven-company mutual interest group (MIG) that arranged a $400MM multi-lateral project financing in Azerbaijan (100,000 BOPD platform, terminal, and export pipelines). Directed a team that marketed, negotiated, and closed the $40 million sale of three Amoco retail petroleum subsidiaries in Central Europe (Poland, Romania, and Bulgaria). Managed a $750 million joint venture effort (25 person team) involving Amoco’s Canadian gas gathering and processing assets.
AMOCO UK EXPLORATION, London, UK:
(June 1994 – June 1996) Resource Development Manager
Managed a multi-disciplinary team (geoscientists, engineers, technologists, construction project managers, and financial professionals –14 direct reports, 35 total) charged with developing and producing Amoco’s Central North Sea gas assets. Assets under management included two producing fields (Everest and Lomond, combined 1.2 TCF, 400 mmcf/d), one field under development (Armada – 1.5 TCF, 400 mmcf/d), and the construction of a processing facility ($120MM, 100 mmcf/d) for third-party gas.
AMOCO UK EXPLORATION, London, UK:
(September 1993 – June 1994) Project Manager
Coordinated a nine person multi-disciplinary team managing Amoco’s interest in a 1.5 TCF, 400 mmcf/d, $800 million North Sea gas condensate development (British Gas operated “Armada Field”). Responsible for commercial and technical evaluation and ensuring Amoco’s interests were protected by leading and participating in various joint-venture sub-committees (Reservoir, Facilities, and Commercial). Established incentive arrangements and alliances with key contractors, which resulted in an overall pre-sanction cost reduction of 20%. Organized and led a series of maintenance and operability reviews on Amoco operated facilities that resulted in a number of best practices being adopted by the operating company.
AMOCO PRODUCTION COMPANY, Denver, New Orleans, United Kingdom:
(May 1989 – September 1989; April 1991 – August 1993) Planning and Economics, Various Roles
Reported to the manager of planning and economics in three different business units, was an advisor to business unit senior management. Responsible for investment analysis, economic modeling, budgeting, portfolio management recommendations, evaluation of acquisition and divestment opportunities, facilitating strategic planning efforts, and developing long term plans and business models.
GRAHAM RESOURCES, Covington. Louisiana:
(May 1990 – April 1991) Acquisitions Coordinator/Senior Petroleum Engineer
Primary roles included: 1) Developing a budgeting process across the multiple energy partnerships under management; 2) Leading the property acquisition effort to invest the final traunche ($50 million) of retail energy partnership funds raised through Prudential Bache; and 3) Facilitating the “roll-up” of all retail energy partnerships into a new publicly traded entity. Successfully acquired $30 million in South Texas gas properties. Developed the annual budgeting process for 26 Limited Partnerships (LP’s) under management. Provided operating cash flow scenarios and valuations as part of the LP consolidation effort.
TENNECO, Denver, Colorado:
(September 1983 – September 1988) Senior Petroleum Engineer
Primary responsibilities were providing reservoir engineering support to multi-disciplinary teams managing Tenneco’s assets in the San Juan and Powder River Basins. Provided reserve estimates, production profile predictions, and economic evaluations for infill drilling programs ($10-20 million, p.a.) in two tight gas sand units. Developed a reservoir characterization study and fluid displacement model in a mature waterflood, implemented profile control methods to increased production 20% (15 BOPD); applied model and a stoichiometric mass balance approach to post appraise an earlier in-situ combustion pilot in the same field. Selected by Senior Management to coordinate the evaluation of t $750MM San Juan Basin asset package as part of an internal leveraged buy-out effort.
FLOPETROL, SCHLUMBERGER, Ventura, California:
(June 1981 – June 1983) Field Service Engineer
Supervised field crews in the deployment of drill stem test equipment and test procedures. Lead field engineer responsible for a four-man crew, primarily offshore California and the North Slope of Alaska. Developed expertise in well test design and evaluation.
Professional Memberships
Society of Petroleum Engineers (SPE)
Publications
“In-situ Combustion in the Lower Hospah Formation, McKinley Co., New Mexico:” SPE Reservoir Engineering (SPE 14917), March 1989 |
