• Responsible for providing leadership, management, and technical direction for all aspects of the Company's consulting business to include business generation and development, marketing, engineering, geology, risk management, administration and finances.



• Identified and evaluated a series of merger candidates for Helmerich & Payne which ultimately resulted in a recent merger between Helmerich & Payne and Key Production Co.



• Provided training for Russian Oil & Gas Executives in areas of Concession Negotiation, Risk Assessment and Mitigation, and modern economic evaluation processes.



• Provided training for TotalFinaElf to train Indonesian nationals to become well operations supervisors.

• Responsible for providing leadership, management, and technical direction for all aspects of the Company's business to include, marketing, engineering, geology, risk management, administration and finances.



• Determined and implemented Company's strategic business plans.
  
  
• Managed a staff of 75 corporate personnel, consisting mostly of technical professionals, 8 business managers/officers, and 150 field personnel.
  
  
• Initiated a development drilling program which resulted in the drilling of 175 developmental wells with a finding cost of $0.25/mcfe.
  
  
• Acquired over $250 million of property acquisitions at a finding cost of $0.52/mcfe, all of which were acquired on a non-bid basis.
  
  
• Identified and negotiated bank financings and secured additional institutional investor partners to provide the financial resources for the Company's drilling and acquisition investment opportunities.
  
  
• Initiated a company risk management strategy and implemented hedging practices to manage the risk of commodity price deterioration.
  
  
• Replaced reserves and experienced revenue growth each year.
  
  
• Increased gross revenues an average of 124% per year since inception while oil prices declined some 65% during the same time period.
  
  
• Increased net operating cash flow eleven fold at an average of 89% per year.

Engineering Manager
1980-1985: Andover Oil Company/Santa Fe Minerals; Tulsa, Oklahoma

• Responsible for all engineering, marketing and operations in the eastern half of the United States. Responsible for the company's reserve reports, reservoir and production engineering, generating development drilling prospects, marketing oil and gas production, and all acquisition and divestiture efforts. Managed a staff of twenty-five people consisting primarily of technical professionals, with an annual capital drilling budget of $75 million per year and $500 million per year for acquisitions. Company principals desired to sell company to monetize return on investment, which was sold to Santa Fe Minerals in 1984. Declined transfer to Dallas, Texas with the Company as Vice President of Engineering.

District Engineering Manager
1975-1980: Amoco Production Company

• Responsible for various engineering and operations responsibilities in all major basins in Texas and New Mexico. Responsible to set up and head the engineering staff of a new district operations office in Hobbs, New Mexico, which at that time, was the most active drilling district of all of Amoco's domestic operations. Responsible for all engineering, production, and drilling operations for Southeastern New Mexico. Managed a staff of forty engineers and fifteen technical support staff, with an annual capital budget of $100 million per year of drilling projects and a $40-50 million per year recompletion and workover expenditure budget.