Steven Wolfe P.Eng., Mr. Wolfe has been a Principal and founding member of STERIA Energy Solutions since 2018 and has worked as a Consultant since 2013. In this time, Mr. Wolfe has supported clients across the spectrum of the Energy Value Chain, including Play and Asset Assessments, the Midstream Infrastructure Business, Acquisitions and Divestitures, Natural Gas and NGL Monetization and expert witness analysis and report development. Mr. Wolfe has over 33 years of broad industry experience including: production, facilities and pipeline construction, Optimization, field, and plant operations (sweet and sour gas processing), midstream (gas and NGL) infrastructure business development and management and asset evaluations. He has held Vice President Roles in the E&P (Midstream and Facilities) sector. Prior to founding STERIA, Mr. Wolfe was a Principal at Gas Processing Management Inc. (GPMi).

Provided consulting to a wide range of clients helping them to manage their natural gas properties and infrastructure assets towards maximizing value.• Conducted natural gas asset evaluations for several clients seeking to: enter into Canada, understand infrastructure and processing costs required to develop prospective lands, or whether to acquire, develop or monetize infrastructure assets.• Advised multiple clients across North America on commercial terms such as: processing fee determinations, review and development and negotiation of joint venture contracts.• Provided economic evaluation, market analysis and recommendations for clients regarding infrastructure across North America for Montney, Duvernay, and Viking oil (Saskatchewan) plays. • Responsible for leading development of strategic infrastructure plan and initial project development for start-up Producer in the Montney.• Initiated several changes within GPMi to improve business systems and service offerings towards securing future growth.GPMi was a leading Infrastructure consulting firm across the energy value chain in North America

Responsible for developing strategy, project execution plans and optimization of major Midstream assets in the Americas and emerging plays with a focus on maximizing long-term value with a small high performance team in the newly formed corporate function.• Successfully recruited and built a team of high potential professionals from zero within 90 days and delivered on strategic Midstream initiatives identified in 2012 Performance Contract.• Saved over $100 Million in capital by eliminating overbuilding / contracting of gas and liquids handling capacity in the Eagle Ford Shale.• Led pre-feed design, negotiations and approvals for 15 year Gathering & Processing agreement (90mmscfd, 12000bbl/d and $185MM Capital) in the Eagle Ford.• Provided long-term economic evaluation, market analysis and recommendations which were implemented for strategic infrastructure for Marcellus, Duvernay, Montney and Purcell Shale plays, Canadian Conventional Operations (Wild River, Chauvin and Edson) and emerging plays in Columbia and Kurdistan. • Developed and implemented Project Controls (Charters, standardized report out documents, new staff on-boarding, performance scorecards, contractor performance metrics, post project reviews) and proposed an effective Canadian Facilities & Construction organization which was adopted. • Proposed creative opportunities to generate significant incremental value from North American assets either under further evaluation or are being implemented – e.g. Propane dehydrogenation, Mini LNG, CNG, Chauvin expansion, Eagle Ford Phase II, Edson Plant expansion.

Responsible for leading 57 employees and contractors in three diverse teams. Midstream Operations managed up to 275 mmscfd gas and 33.5 mboe/d oil, and revenues of $45MM while Facilities Construction executed annual capital projects ranging from $54MM to $91 MM and Delivery Assurance team ensured safety, cost, schedule and quality were consistently met across both Conventional and Canadian Shale areas.• Seconded, 60 percent of time in 2011, to intervene and assist in start-up of Eagle Ford Shale which was identified as company’s number one priority in North America.• Proposed value add concept, led technical and economic evaluation of vendor proposals and ultimately approved to sign a seven year contract to process 150 mmscfd of natural gas through a Turbo expander facility (to be on-stream October 2013) that improved economics of the Wild River and surrounding area assets by 20%.• Sponsor of the well-site standardization initiative resulting in greater than a 100 percent reduction of construction time and approximately 20% equipment cost savings.• Adapted and implemented a Project Delivery System (PDS) into North American Operations towards improving project management discipline and risk management for the large spend shale development projects • Led team that in just ten days, evaluated the proposed development of assets in Papua New Guinea that identified cost reduction methods resulting in capital savings of $1Billion.• Lead investigator for a potentially fatal service rig incident (Oct 2010) that resulted in changes to how routine well workovers were done, and numerous changes to how future incident investigations were conducted.• Recognized as an internal technical expert involved in project reviews and consulted for projects across North America and South East Asia. E.g. Horizon’s early condensate recovery proposal for PNG, Sukunka Regen heater failure, Wild River water boil off tanks.

Responsible for leading 70 to 100 full-time employees and consultants in four diverse teams consisting of Talisman Midstream Operations, Facilities and Construction, Infrastructure Planning, and Infrastructure Business Support for all of Canadian Operations Midstream. This team managed 626 mmscfd gas with revenues of $74.1 MM and a capital budget of $64M. • Responsible for the development and ultimate sale of the Cutbank-Musreau Midstream assets for $300 million; this was a 20% rate of return on investment.• Implemented LEAN principles within the Facilities Construction team, leading Worley Parsons to adopt it and implement it in their worldwide operations.• Seconded as a senior leader to the North American Strategy Implementation team to work with Booz Allen Hamilton, a strategy and technology consulting firm, to implement the Opportunity Progression Process (OPP) to drive the transition to Shale.

Led a multi-disciplined team of up to 60 professionals to grow Midstream business from 176 mmscfd to over 700 mmscfd, revenues from $17 Million to $82 Million and annual capital budgets of up to $189 Million• Seconded to assist in the development of a new Corporate Strategy driven by change of president.• The market value of assets developed under my leadership was estimated to be approximately $1Billion (investment of $550MM) after an in-depth evaluation by a team of investment banks and internal personnel. • Responsible for the design and construction of a 12” 100+ km pipeline through extremely rugged terrain. The Kakwa river crossing won TLM and Worley Parsons a prestigious International award.• Recommended and successfully acquired Vista Midstream in 2003 which was aggressively expanded to generate approximately $35MM in annual revenues. Successfully re-sold assets deemed as non-core within a month of acquisition.

Responsible for leading the development efforts for drilling 17 Gross wells in nine months; resulted in 49% of the annual reserves target and 55 % of the workover reserves for the entire Greater Arch area.

Responsible for developing project scope, costs and timelines as well as guiding several EPC Project Engineers on the installation of pipelines, compressors, equipping well sites and gas plant modifications

Responsible for all aspects of the Edson Sour Gas Plant operation from optimization of existing facility and turnarounds to installation of new capital engineering projects.