Business Development for service companies in the Oil - Gas - Energy "Midstream" space. My areas of expertise are Business Development, Market Share Growth, Market Intelligence, Market Position, Acquisition Integration, and Market Strategy. In short, if you want to better understand Midstream, Oil, Gas, Energy, and their drivers, please contact me. In addition, I host ESG Roundtable. ESG Roundtable is about creating a safe place where the people tasked to execute these lofty/bewildering… Show more Business Development for service companies in the Oil - Gas - Energy "Midstream" space. My areas of expertise are Business Development, Market Share Growth, Market Intelligence, Market Position, Acquisition Integration, and Market Strategy. In short, if you want to better understand Midstream, Oil, Gas, Energy, and their drivers, please contact me. In addition, I host ESG Roundtable. ESG Roundtable is about creating a safe place where the people tasked to execute these lofty/bewildering ideas can communicate and find ways to work together. The purpose is to share, in a non-proprietary setting, topics, findings, challenges, etc.; discuss emerging technologies and how we (as an industry) can address ESG matters; to have guest speakers on relevant subject matters; and to collectively aid our industry appropriately and profitably adopt ESG, renewables, etc.I ASSIST A NUMBER OF COMPANIES, some on contingency and others on an as-need basis. Show less

Since 1Q21, I created the “ESG Roundtable”. It is a safe place where the people tasked to execute these lofty, and on occasion bewildering, ideas/programs/projects can communicate and find ways to work together. The purpose the ESG Roundtable is to share, in a non-proprietary setting, topics, findings, challenges, etc.; discuss emerging technologies and how we as an industry, can address ESG and Social Justice. We have monthly expert speakers on relevant subject matters, and we collectively aid… Show more Since 1Q21, I created the “ESG Roundtable”. It is a safe place where the people tasked to execute these lofty, and on occasion bewildering, ideas/programs/projects can communicate and find ways to work together. The purpose the ESG Roundtable is to share, in a non-proprietary setting, topics, findings, challenges, etc.; discuss emerging technologies and how we as an industry, can address ESG and Social Justice. We have monthly expert speakers on relevant subject matters, and we collectively aid our industry to appropriately and profitably adopt ESG, renewables, and emerging technologies. Show less

As Executive Vice President of Emcor/Ardent Services my primary responsibilities were direct oversight of national business development personnel, CRM control, branding, marketing, business planning, strategy, and tactics. I lead the team evaluating potential acquisition candidates and assessing how those acquisitions fit into the global vision for Emcor. I also developed and implemented a plan on how to identify and attack massive-scale project work for the likes of Bechtel, Fluor, AMEC… Show more As Executive Vice President of Emcor/Ardent Services my primary responsibilities were direct oversight of national business development personnel, CRM control, branding, marketing, business planning, strategy, and tactics. I lead the team evaluating potential acquisition candidates and assessing how those acquisitions fit into the global vision for Emcor. I also developed and implemented a plan on how to identify and attack massive-scale project work for the likes of Bechtel, Fluor, AMEC, AECOM, Technip, etc. I was responsible for maintaining and developing very high-level relationships with the potentially game-changing business partners. Show less

My last task at Willbros, as Vice President for Engineering & Technology Division, was part of a 5-person divestiture team, working with Greenhill www.greenhill.com. The team was created to sell Willbros Engineering & Technology Division. Greenhill advised Willbros Group, Inc. on the sale of its Professional Services segment to TRC Companies, Inc. I created Willbros Engineering and Technology group’s first Business Development section. Hired team to focus on shale infrastructure… Show more My last task at Willbros, as Vice President for Engineering & Technology Division, was part of a 5-person divestiture team, working with Greenhill www.greenhill.com. The team was created to sell Willbros Engineering & Technology Division. Greenhill advised Willbros Group, Inc. on the sale of its Professional Services segment to TRC Companies, Inc. I created Willbros Engineering and Technology group’s first Business Development section. Hired team to focus on shale infrastructure development. I assumed this leadership role in collaboration with our unit President to transform Willbros’ focus to clients operating in the US Shale plays. Developed & implemented a resource center used by BD and operations. The resource center contains marketing materials, training and operational videos organized/updated so accurate and effective information is available to all segments. These documents and videos were of high quality for dual purpose use; internal to Willbros as well as for externally for client presentations. The resource center promoted cross-selling across all Willbros’ business units.I decentralized marketing & entertainment to become client tailored, this lessened the cost 50% and increased client participation.My first job at Willbros, as the Vice President Corporate for Integrated Services, was to create the vehicle used to package multiple Willbros services. Integrated Services created a union of skills and maximum profits. The goal of the Integrated Services was to bring the “total” Willbros into finding solutions for our clients. The management of Integrated Services increased profit. The Integrated Services Group coordinated the opportunities for maximum impact. The benefits of integration were greater work stability, higher profits with less volatility, less segmentation and clear corporate identity. Show less

Holloman Corporation sales grew from ≈$60,000,000 when I started in 2001 to ≈$400,000,000 in 2013 when I left Holloman Corporation. Of course, no one person can claim they did this alone, but I was one of four individuals behind this incredible growth. A robust marketplace did make this possible but we controlled the strategy, market positioning and client relationships that made this great success possible Created the strategy which opened operations in South Texas, Dallas… Show more Holloman Corporation sales grew from ≈$60,000,000 when I started in 2001 to ≈$400,000,000 in 2013 when I left Holloman Corporation. Of course, no one person can claim they did this alone, but I was one of four individuals behind this incredible growth. A robust marketplace did make this possible but we controlled the strategy, market positioning and client relationships that made this great success possible Created the strategy which opened operations in South Texas, Dallas, Shreveport and Pittsburgh; increased client base from 20 to 100 active clientsRecognized the opportunity, initiated & managed Holloman’s strategic move into US Shale market; the most significant action in the company’s history, which gave Holloman a “first mover” advantage. This was the key factor in growing Holloman from $100mm to $300mmBuilt an Anchor Client program to create greater than normal profits with less associated risk. Program gave birth to Chesapeake/Access, Williams Energy and others. The Chesapeake generated over $500mm in sales over 5 years and by 12/2012 the Williams Energy was on track to generate $200mm in sales over 3year periodCreated the genesis for Pilot Energy http://pilotllc.com/wp/, a wholly owned subsidiary of Holloman Corporation, worth $500,000,000 as of 12/2012; this company owns and operates processing plants that extract NGLs from CO2 from the recycle stream of Enhanced Oil Recovery operations. Developed/Marketed this equity business sector to partners such as Anadarko and othersEstablished and delivered Holloman technology of “NGL recovery from LNG” to marketCreated “Alternative Means of Asset Development”was an innovative approach to enable the development of resources that would not otherwise be possible due to manpower, capital, or other constraints. This approach made available numerous options to accommodate a company's risk profile and provide flexibility to modify as market conditions change Show less

As part of Holloman Corporation -- developed and marketed a process for extracting natural gas liquids (NGL) from a CO2-rich produced stream on Enhanced Oil Recovery projects. Project #1 was in partnership with Anadarko at Monell, WY.

EIU acquired by TIMEC in 1999, initiated relationship and engaged to successful transition and completionResponsible for Business Development, Marketing, and Estimating. Responsibilities include sales management/leadership, marketing strategy, business development research, major account sales and management, proposal control, contract review, sales and estimating departments recruitment and retention, client satisfaction survey management, client database management, sales forecasts, and… Show more EIU acquired by TIMEC in 1999, initiated relationship and engaged to successful transition and completionResponsible for Business Development, Marketing, and Estimating. Responsibilities include sales management/leadership, marketing strategy, business development research, major account sales and management, proposal control, contract review, sales and estimating departments recruitment and retention, client satisfaction survey management, client database management, sales forecasts, and EIU Representative to industry functions.Increased sales volume and field construction man hours steadily from $1.5 million – 40,000 man hours in 1986 to $39.0 million – 1,003,000 man hours in 2001. EIU has consistently returned high profits from 1986 until my exit.Positioned EIU for sale in 1999 to TIMEC for $30 million, realizing a 7 times EBITDA sale price. Market strategy, competitive analysis, competition review, project acquisition strategy and client relationships which were key drivers of value.Anticipated rise in Power Plant construction by out of industry market research, increasing man hours by 400,000 years 2000-1.Created EIU’s first presentation directed solely to Plant maintenance, resulting in additional 100,000 m/h per year in contracts.Led achievement of EIU’s ranking by Louisiana Contractors magazine for year 2001 as the 19th largest specialty contractor, and the 4th largest electrical contractor.Analyzed industry direction enabling EIU to quickly shift business focus to more promising markets. Each year EIU experienced a market direction change resulting in a steady sales growth of 17% per year since 1986.Encouraged and anchored closer ties between in house departments of estimating and sales, achieving reduction of bid non-participation from 20% to 5%.Introduced EIU into Lake Charles LA, Beaumont and Houston TX Refining and Petro-Chem markets and opened new EIU offices in Beaumont and Houston, signifying successful introduction into these markets. Show less