Richard S. Stewart Email & Phone Number

Crescent Midstream brings 70 million barrels (25% of total GOM production) per year from producers in the Gulf of Mexico to refineries in Louisiana and Texas. Crescent is owned by the Carlyle Group, which is utilizing the company's personnel and localized operational knowledge to develop carbon capture and sequestration as well as other energy transition projects. Louisiana is one of the highest carbon emissions states and also has excellent access to saline aquifer storage throughout the state.✔Developing carbon capture, transport, and sequestration solutions for companies in the Gulf Coast. Creating partnerships with sequestration sites and design/estimating/proposing carbon capture, compression, and pipeline systems to large scale Gulf Coast emitters. Multiple projects up to $800 million each currently under development with chemical plants and power producers.✔Will succeed in bring Crescent to carbon net zero in 2023, possibly becoming the first oil & gas company to achieve this milestone. Cut carbon dioxide emissions by more than half in 2022, then contracted with a company to plug orphaned wells leaking methane to offset our remaining emissions. ✔Also responsible for Environmental, Safety and Governance implementation and reporting at Crescent.

Provider of Strategic, Market Assessment, Valuation, and Business Planning services to energy companies and engineering service providers seeking to enter the carbon dioxide and hydrogen storage markets. Created business plans, including staffing, marketing, budgeting, and revenue forecasting.

Houston, Texas, Us

North American division of Geostock, the Paris-based world leader in the development of underground storage for carbon dioxide, hydrogen, petroleum, natural gas, and chemicals. Geostock Sandia (GKS), had been unprofitable every year since its creation and was rapidly failing when I joined in late 2018.✔ Less than four months after I arrived, the company ended 2018 with record revenues and its first profitable year, largely due to increased employee retention. ✔ In 2019, we exceeded 2018’s record year by 20% due to cost reduction and risk management efforts.✔After maintaining profitability during 2020's COVID-19 shutdown, GKS is now on track to more than double current revenues in two years due to focused marketing of carbon dioxide and hydrogen storage capabilities.

Provider of Operational, Strategic, and Valuation as well as Project Consulting, Management, and Execution services to energy companies.

Dallas, Tx, Us

Rapidly growing natural gas, crude oil, NGLs, and NGL processing midstream company. Enlink had invested heavily in their largest undertaking ever (Cajun-Sibon I and II) which was failing and threatening corporate viability. ✔Prior to my arrival, Enlink had shifted Cajun Sibon's schedule weekly and had requested five budget increases from the the Board of Directors. I established clear scope, schedule and budget for the $1 billion project and then placed it in service on the exact day scheduled with no further cost increases. Company stock price doubled following the completion of Cajun Sibon and subsequent merger with Devon midstream assets

Houston, Texas, Us

Petroleum pipeline and storage company whose revenue had grown from $500 million to $3 billion in the prior three years, creating the need for defined project processes and reporting as well as an integrated project management system. ✔Led project systems development and implementation as well as project budgeting, forecasting and reporting, and co-led corporate strategy development. ✔ Implemented the full Primavera Suite of project management applications and integrated them with existing accounting systems. ✔Wrote the capital investment sections of the annual and quarterly SEC reports.✔Co-led the development of corporate strategy, managing input from senior leadership and other varied stakeholders.

Houston, Tx, Us

Largest (at that time) natural gas pipeline network in North America. Comprised of five pipeline companies, but were divesting ANR pipeline and reorganizing upon arrival. $750 million in unplanned hurricane (Katrina and Rita) projects were underway without tracking or management. ✔Created Project Management Office of 50+ employees and consolidated estimation, financial and schedule tracking, risk assessment, and reporting for 600 projects totaling $8 billion across four companies in three cities.

Houston, Tx, Us

Led department of 200+ employees, including engineering design, drafting, project management, project controls, SCADA, right-of-way, and construction management for a 13,700 mile pipeline delivering natural gas from Gulf Coast to Northeast. ✔ Improved project on-budget performance by 30% and on-schedule performance by 40%.✔ Completed final $300 million of Hurricane Katrina and Rita repairs for $30 million under forecast✔ Initiated engineering reviews of compliance projects, resulting in $10 million in annual cost reductions✔ Received 2008 Pyramid Award from Associated Builders & Contractors for project execution and construction management excellence

Atlanta, Ga, Us

World’s largest refined products pipeline, supplying almost 1 billion barrels annually to the East Coast. Projects averaged 19% over budget and more than a month late when assumed leadership of the projects team. Promoted to role managing 30 project management personnel responsible for assessments, planning and implementation for all expansion and maintenance projects.✔ Initially promoted to manage only commercial projects, but was promoted again to manage all projects within three years based on performance.✔ Increased project capacity from $60 to $175 million while simultaneously improving cost and schedule performance✔ Improved average project cost performance from 19% over budget to 4% under budget✔ Improved average project schedule performance from more than a month late to on-time✔ Received three consecutive annual executive-level awards as a top contributor to Colonial’s success

Atlanta, Ga, Us

Identified and assessed potential mergers, acquisitions and joint ventures. Created valuations, managed due diligence teams and presented recommendations to Colonial’s CEO and board of directors. Conducted post-audit of Colonial’s first major pipeline acquisition, a $300 million purchase completed in late 2000; confirming that 2001 revenue surpassed expectations by $10 million

Chicago, Illinois, Us

Global management consulting firm focusing on operational and strategic issues.Created and implemented cost reduction and revenue growth initiatives for corporate clients.✔ Developed plan to consolidate FedEx aircraft maintenance facilities and reduce operating costs✔ Managed team of 15 senior managers at Waste Management Corporation to reduce annual maintenance costs by $45 million. Team was finalist for 1998 A.T. Kearney Great Client Work award based client’s recommendation

Farmington, Ct, Us

Manufactures commercial and military jet engines and rocket engines.Directed high-priority projects. Designed rocket and jet engine control systems. ✔ Managed a team of engineers through the redesign of test control computers for Centaur rocket engines, personally writing all real-time abort software. Project was completed within tight time constraints and reduced the backlog of rocket engine orders by tripling previous production during its first year of operation.✔ Following a solid rocket booster failure that destroyed a $500 million military satellite, United Technologies transferred me to their Chemical Systems Division in San Jose to assist in the rocket failure investigation. I identified and corrected the test control and data acquisition issues within two weeks.✔ Please ask me about the first project I was assigned, which was to consolidate software support for twenty-five very different aerospace testing facilities. It was extremely successful and kicked my aerospace career off to a great start.

Mba, Finance And Operations

Masters, Electrical Engineering

Bachelor'S, Physics

Mergers & Acquisitions