Bear Energy is an upstream oil and gas consulting firm. The majority of Bear Energy’s clients have been Korean firms with their acquisitions or operation of U.S. oil and gas assets. Achieved successful acquisition of California oil field. Continued to provide operation and backroom support to this acquisition. Provided extensive consulting on a Texas asset that was purchased prior to Bear Energy’s consulting. This Texas asset had both operational and quality issues resulting in poor returns to the Korean firm. Bear Energy eventually worked with a Houston Law Firm and extracted the Korean company from this asset.

COO of Waveland Energy Partners. Responsible for direct investment in oil and gas operations. The majority of these investments were in Oklahoma and Texas.

Spirit Energy, Unocal’s largest business, faced three major problems in 1999: Extensive very deep water exploration program with zero success, significant production declines from core assets, and inappropriate management and organizational structures. Completed turnaround by:➢ Mitigating Unocal’s future costs and risk through farm-outs and farm-ins.➢ Reducing future cost of an expensive drill ship through a leasing agreement saving $100 million.➢ Raising the efficiency of non-deep water exploration, increasing overall production by 10%. ➢ Dissolving the Spirit Energy structure and reintegrating assets into corporate portfolio in 2001.

Merged the Alaska Oil and Gas Division with Chemical Fertilizer Division, each a $350 million business, into a single organization, creating a seamless entity that maximized the value stream of Cook Inlet natural gas to fertilizer products sold in Asia and U.S. West Coast. Integrated operations included O&G production, O&G exploration, muli-site/multi-state chemical manufacturing, international and domestic sales/marketing. Increased earnings by $35 million through organizational consolidation, overhaul of shipping system, and implementation of customer satisfaction program.

Made significant changes in drilling, safety, and development by implementing a “What Does It Cost to Salt The French Fries?” program. Required a full economic-financial evaluation of each department and changes to raise performance. Excellent results with faster drilling at lower cost, higher production, fewer environmental and safety problems, and a long-term environmental remediation program to mitigate future costs.

Developed and executed a winning strategy for this dying asset by divesting low value assets and implementing a very successful deep, high pressure gas exploration program. Increased the asset group’s NPV by 800% providing a legacy asset to the corporation.