Thirty Under 40

Often, crises serve as a catalyst for leaders’ growth, sparking talent and potential. This downturn struck the oil and gas industry like a blow to the head, and now it’s seeing stars—just not the kind you’d expect. The industry may be a little battered and bruised, but it’s marching on, following the guiding light of the next generation of leaders in energy.

For the third year, Oil and Gas Investor is spotlighting these rising stars. Out of hundreds of nominations of stellar go-getters across E&P, Service, A&D, Midstream, Finance and Consulting, we have hand-picked 30 up-and-comers who are furthering the goals of their organizations and the industry through their initiative, intelligence and persistence.

Investor created Thirty Under 40 to show¬case this tremendous, emerging talent. We share this goal with our sponsors: Grant Thornton, Preng & Associates, Citigroup and The University of Oklahoma Price College of Business Energy Institute.

We recognize that the Thirty Under 40 program serves another purpose, as well. “In highlighting them, they become an example and will inspire others. It’s a win-win,” David Preng, president and CEO of Preng & Asso¬ciates, said, noting the immense talent gap the industry currently faces. The gap not only threatens to stall progress in oil and gas—it could even put the industry in reverse. “With¬out talent, we will take a step back as an indus¬try,” said Kevin Schroeder, national managing partner, energy industry, for Grant Thornton.

It’s up to the next generation of leaders to motivate those that follow. “Actively recruit tal¬ented people and promote the opportunities to work in an industry that moves rapidly, is tech¬nologically advanced, requires problem-solvers and involves numerous transactions and oppor¬tunities,” Schroeder advised.

Preng suggested that current industry leaders visit high schools and educate aspiring young students about oil and gas. The need to promote the industry to graduates has intensified as the downturn lingers, and it’s unclear when we’ll see an improvement in prices that sticks.

“Now, and perhaps for some time to come, the industry is faced with uncertainty and turbu¬lence,” said Dipankar Ghosh, executive director of the Energy Institute at OU. “There is as much a chance of failure as there is success.” Thirty Unders may stumble along the way, but that’s a pivotal part of growing in a downcycle. “The concept of ‘successful failure’ is important to understand and should be appreciated by the upcoming generation of leaders,” Ghosh said.

It is in this difficult environment that our ris¬ing stars have distinguished themselves. They are achieving great things even though the most recent period of sustained growth has ended, and $100 oil is no longer present to provide some¬thing of a safety net for risk-takers. The indi¬viduals who succeed today take “a longer-term view of the cycle and recognize that it’s the cycles that create opportunities,” said Stephen Trauber, vice chairman, global head of energy at Citi. These leaders “are those who want to be on the cutting edge of technology and innovation on a regional basis and a global basis.”

Their accomplishments are not a case of bet¬ter lucky than good. Instead, they exemplify the incredible potential for learning during a down¬turn. “The generation of upcoming leaders is obtaining invaluable experience during these challenging times, which will shape them for the future,” said Schroeder. As much as the current state of the industry is shaping this next genera¬tion, they are shaping it through their leadership.

The definition of that word continues to evolve. “The upcoming generation of lead¬ers cannot be status-quo-oriented and assume future paths to be predictable, orderly and linear,” Ghosh said. Trauber agreed, saying, “What makes the industry so dynamic is that it is global, it is cyclical, it doesn’t stay the same.” As much as the industry has changed over the past two years, the next two may be even more transformative.

As a result, leadership means more than guid¬ing a group. That, in and of itself, is no easy feat during times like this, when people are often armed with little more than instinct and a road¬map sketched from a mentor’s memories of past downturns. But leaders go beyond. “Given the more challenging environment, focus will shift to innovation, problem-solving and invention,” Ghosh said.

“Leaders must possess strategic thinking; the corollary is vision and creativity to be able to say, ‘Where am I going, and what do I need to do?’” said Preng. Looking out to the future requires patience as well as confidence in your abilities to make it to that promising pinpoint on the horizon. “Think of a hockey player skating to where the puck will be,” Preng said.

A variety of attributes enables future leaders to meet this goal, including “initiative, motiva¬tion, dedication, character and an element of risk-taking,” according to Trauber. In addition, they exhibit certain “intangibles,” such as “inter¬personal ability across very diverse sectors,” he added.

Our sponsors, inspired by their personal expe¬rience in the energy industry, shared other intan¬gibles that future leaders should value: endless curiosity, and an emphasis on understanding the nuances of diverse sectors. “Future leaders should strive for a broader education experience that goes beyond the discipline focus we see today,” Ghosh said. By interacting with other disciplines, leaders can increase their awareness and discover others’ points of view. In similar form, Preng encourages the next generation to learn about as many of the sectors as they can. “Develop a complete balance of skill sets. Never stop learning,” he said.

A lot is resting on the shoulders of the Thirty Under 40s, but they are more than up to the challenge. Every step is an opportunity, and these leaders are brimming with ambition. Let’s thank our lucky stars that they’re out there, look-ing out for us.

LUKE ALBRECHT, 36

VP, Business Development, EnerVest Ltd.,Houston

Education: BBA, Finance and BA, Economics, Southern Methodist University; MBA, Rice University; Harvard Business School Executive Education: Strategic Negotiations Program, High Potentials Leadership Program

Hobbies: Spending time with family, scuba diving, camping, hunting, cattle ranching, mentoring Rice University MBA students

Career path: Currently responsible for sourcing, structuring and negotiating acquisitions and divestitures for the EnerVest portfolio. Has had a diversified career in energy, starting as an energy investment banking analyst. After completing an MBA at Rice, worked for a major, a mid-sized public, a private equity-backed E&P and now EnerVest (private equity with integrated operating company).

Early opportunities: While at Hess Corp., he was entrusted with significant responsibility allowing “the opportunity to coordinate and lead A&D activities early on.” In that role, closed over $4 billion of new deals in areas including the Eagle Ford, Utica and Bakken shale plays.

The industry’s impact: “Our industry literally affects everyone, in a net-positive manner.I love thinking about how our industry has fueled technology, education and the advancement of developing countries.”

Advice for young professionals: Emphasizes trust and confidence in peers. “You hear a lot about managing up and managing down. I would encourage other young professionals to spend just as much time managing sideways.

JAMES ARMSTRONG, 37

Senior Manager, Land & Joint Ventures, Nexen Energy ULC, Calgary

Education: BA, Psychology, University of Calgary; BComm, Petroleum Land Management, University of Calgary; MBA, Queen’s University

Hobbies: Teaching and volunteering at the University of Calgary, golf, skiing and snowboarding

Career path: Manages Nexen’s Canadian surface and subsurface commercial interests, encompassing approximately $8 billion of the corporate portfolio, including the company’s 7.23% interest in Syncrude. Team lead; negotiations, joint venture, lease and contracts, A&D and surface agents report to him. Entered oil and gas as a consulting contract analyst at Canadian Superior Energy Inc., where he implemented a new land system. Hired by Nexen in 2004 as a contract analyst in Yemen, where he was the second employee hired to initiate contract work and the bid process for the Block 51 project.

Foot in the door: Promoted to land manager about five years ago. While he was still the team lead for negotiators, he effectively split the managerial position with his boss, who had left the role to become vice president. This went on for about six months until he was offered the position himself. “This really taught me a valuable lesson in putting your best foot forward.”

Career highlight: Counts teaching his course on global energy policy to a group of oil and gas executives at Georgetown among his proudest achievements. Gave him the chance to familiarize students with Canadian energy extraction, in particular oil sands, shale gas and the potential for LNG. Allowed him a forum to present facts about the industry objectively, instead of “by way of popular media (which tends to be very negative).”

Transaction tips: “Anticipate the worst and you will not be surprised.” Admits that though “it may sound quite negative, this type of thinking greatly assists in scenario-planning and allowing you to objectively think through what could go against you.”

Exposure: His understanding of the industry and his role within it grew with the help of Tom Berg, the president of the private company where he worked early in his career. “It was amazing to have that type of exposure to someone so knowledgeable in the infancy of my career.”

NICHOLAS ASHER, 34

Vice President, Business Development, Meagher Energy Advisors, Greenwood Village, Colorado

Education: BA, History, Colorado College

Hobbies: Golf, fly fishing, trustee of Julie I. Foster Fund

Career path: Crucial involvement in $300 million to $1 billion in transactions each year in the western U.S. Spearheads Meagher’s strategic development with an emphasis on marketing and client relations. Previously, as an independent landman, purchased over 40,000 acres of leasehold in Rockies resource plays in conjunction with an investment partnership; resulted in sale of over half of the position.

Lessons learned: Discovered the need to be “fluid, nimble and able to adapt quickly when curveballs are thrown your way” during the company’s sale of the Teapot Dome Oilfield in 2014. Working in conjunction with the DOE meant “a much more lengthy and complicated process than your standard transaction,” and taught him to think on his feet.

Essential oil: “I love that we are the most vital sector of the American economy. Oil and gas is far too often maligned, when in fact our industry produces the country’s lifeblood, and the ripple effects are exemplified in the quality of life we all enjoy.”

Honoring heritage: Some clients are families, with “assets that represent generations of hard work. It’s their baby, so to speak, and it raises the stakes. I’m gratified when any deal closes, but particularly so when it’s a windfall event that cements a family’s legacy.”

Go for it: Warns against hesitating on deals in the pursuit of perfection. “You need to take advantage when times are good,” even when your expectations don’t match the market reality. “Accept the deal, count your blessings and move on down the road. You don’t want to be kicking yourself for not pulling the trigger when things go south.”

On mentors: Grateful to Matt Meagher for promoting him to spearhead advisory efforts in the corporate office. “I was wet behind the ears when I came on board in 2008, and it was under his tutelage that I gained the knowledge and experience to assume my current role.”

CHRIS ATHERTON, 39

President, EnergyNet.com Inc., Houston

Education: BBA, Texas State University-San Marcos

Hobbies: Books, movies, live music, watching stand-up comedy, coaching youth sports

Career path: Actively involved in firm’s completion of over $2 billion in transactions; more than 48,000 properties marketed and sold. Has closed divestment mandates with over 1,000 clients. Acts as company’s primary lead contact and negotiator to Chevron, Shell, BP, EnerVest and more. Launched his career as an account executive at Corrosion Products of Texas. Later worked at Enron as a sales executive for the Energy Services division, focused on commercial and industrial customers in the Midwest and Western U.S.

Out of the gate: “Looking back now, being young, inexperienced and poor allowed me the freedom to relentlessly run 100 miles per hour to make the company successful without giving much thought to the possibility that selling oil and gas assets via the internet might not work.”

Odds are: Struggled to promote a concept ahead of its time; pitched virtual data rooms and internet bidding “a good decade before it began to catch on, and there was plenty of rejection.” Spurred to prove the pessimists wrong, “we worked doggedly to accomplish those tasks. We like to say we specialize in converting the naysayers to our biggest champions.”

No crystal ball: Rigorously hones his deal instincts, especially when there is only “opaque data” available. “I sometimes describe myself as a reluctant appraiser; potential sellers want me to estimate the value of their assets before it goes to market and before they choose to pull the trigger. The market is ultimately going to determine the value of their assets, but my appraisal is important to their decision to move forward or not.”

The right thing: Experience at Enron taught him “you have to do the right thing day in and day out, no shortcuts. The right choice is usually the hardest choice, but not doing it jeopardizes absolutely everything.”

HOWARD BARNWELL, 38

Director, A&D Advisory, BMO Capital Markets, Houston

Education: BS, Business Administration, University of Tennessee; MBA, The University of Chicago Booth School of Business

Hobbies: Family, traveling, scuba diving, United Way Campaign leader

Career path: Co-managed and helped carry the weight of rebuilding BMO’s A&D effort in 2015 after the exit of many senior staff members. Executed existing business and gained new business, while developing the new team. Sellside advisor to Newfield Exploration on $390 million divestiture of its Eagle Ford and South Texas properties earlier this year. Previously, associate director, M&A and energy groups at UBS Investment Bank; sole listing agent for Weatherford International’s Swiss Exchange common stock offering and buyside advisor to EMC Corp on its $2 billion unsolicited tender offer and acquisition of Data Domain.

Proudest achievement: Spearheading commercial team for BMO’s Energy A&D Advisory group following his role in the sale of Merit Energy’s Powder River Basin assets.

Pulling it off: Amazed by the prudent risk-taking, drive and determination of the people in the oil and gas industry. “The success that many operators have achieved in transforming previously marginal oil and gas plays into highly economic ones is a testament to the individuals leading and working for these organizations and their ability to recognize potential and act on it.”

Mentor’s method: Advocates taking a long view and “surrounding yourself with smart, mentoring coworkers as you tirelessly pursue your passion. If you are ready when the opportunity presents itself, success will likely follow.” Doug Perley, who “made a science out of rigorous commercial analysis,” advised him to “Ask a lot of questions, honor the data and do right by your partners/clients.”

Lasting power: Sticks it out to the very end. “Success is often determined by the last 10% of effort rather than the first 90%.”

Silver linings: Embraces the positive side of the downturn—it pushes “us to really monitor our expenses and efficiency. On the talent side, it has presented some tremendous opportunities that are positioning us extremely well for the rebound.”

ANDREJKA BERNATOVA, 34

Vice President, Finance and Investor Relations, PennTex Midstream Partners LP, Houston

Education: AB, Government, Harvard College

Hobbies: Spending time with family, running, hiking, politics, volunteering

Career path: Professional experience ranges from investment banking, to private equity and hedge fund investing, to recently being part of a management team that took a private equity-backed company public. Currently leads corporate finance, M&A, strategy, treasury and investor relations at PennTex Midstream. Prior to PennTex, spent half of her career as an investment banker at Credit Suisse and Morgan Stanley and another half on buyside including working at The Blackstone Group and Mubadala Development Co.

Starting from scratch: Came to America at the age of 15 completely alone; knew no English and carried only $100 in her pocket.

Made use of every opportunity she has been afforded along the way including earning a full ride to Harvard, working on Wall Street and launching a career in oil and gas.

Guiding and growing: Leadership style evolved as she was promoted from junior to senior positions. Initially mentored; now, with increased responsibilities, takes a direct approach. “I push their limits and expose them to the right opportunities. I am so proud of my team; they are my best friends, and I am their biggest supporter.”

The journey: The oil and gas business taught her that “life is a marathon, not a sprint, and consistency is often more important than one-off achievements, a degree from Harvard or a resume filled with blue chip companies.”

Guiding principle: “Make the most of every opportunity you get! Never assume you ‘deserve’ an opportunity, as you always need to earn it. Stay thirsty for opportunity, stay humble, nimble and never quit learning.”

What you make of it: In awe of “how the industry continues to reinvent itself.” Proud to work in oil and gas, which against all odds “rises to the occasion and continues moving forward.” Applies this to people, “hard-working and results-oriented,” and technology and innovation. Excited about the new, up-and-coming talent within the industry that is about to bring the kind of thinking that will be required to take the industry into the next chapter of its evolution.

MARK BISSO, 38

Managing Director, Och-Ziff Capital Management Group, Houston

Education: BS, Business Administration, University of Richmond

Hobbies: Family, hunting, outdoors, exercise

Career path: Oversees the firm’s Houston office. Part of the OZ Energy senior management team responsible for, among other things, reviewing and approving investment decisions. Before joining Och-Ziff, worked at ArcLight Capital Partners; principal for private equity firm with more than $10 billion of investments across energy value chain. Previously, associate in investment banking group at Deutsche Bank Securities, where he focused on all phases of high yield, bank debt, equity offering and financial advisory related to upstream and oilfield services transactions.

Keeping active: Wary of “the risk of stagnation in investment teams;” strives to cultivate team mentality that “encourages ownership of all aspects of the investment process from all team members,” as well as “being persistent, but also self-critical and making hard decisions when required.”

Acceleration: Finds that “the experience you gain working in investment banking and private equity occurs in dog years,” enabling young professionals to acquire a significant amount of experience early on in their careers. This phenomenon has held true, as he first joined a firm “close to its inception, which amplified this dynamic” and allowed him “to be on the front lines during a high growth period for both raising capital and executing new investments.”

Ripple effects: Applauds the industry for the “depth and diversity of entrepreneurs in the space” and their propensity for innovation, which leads to “greater, positive implications for many facets of both the domestic and international economies.”

Greater than its parts: Takes a differentiated approach to acquisitions in the Midland and Delaware basins by seeking to “capitalize on inefficiencies related to smaller assets that may not offer immediate scale to hyper-aggressive buyers associated with larger assets.” By assembling “smaller assets from the ground up, we’re better situated to create significant positions at compelling entry prices that can potentially generate premium valuations at exit.”

TIM BRENDEL, 34

Oil and Gas Group Head, Associated Bank, Houston

Education: BBA in Finance, Texas A&M University

Hobbies: Road trips with family, playing golf, cooking, coaching his children’s sports teams, volunteering as a lector for family’s church, St. John Vianney

Career path: Opened company’s physical office in Houston. Launched the oil and gas group at age of 28; since its inception, group has extended financing to 50-plus borrowers primarily in upstream, totaling in excess of $1 billion. Recruited and leads team of nine professionals on staff, as well as two on-staff petroleum engineers. Previously, vice president, energy capital services-relationship/portfolio management. While there, managed approximately 55 existing credits, about a $2 billion portfolio, comprising upstream, midstream and downstream sectors. Commenced career at Ernst & Young as an analyst in transaction advisory services-valuation.

On leadership: Learned a great deal from the hiring process, especially from one petroleum engineer. “An individual with 30 additional years of industry experience reporting to me could have potentially created tension in the workplace; however, my leadership style is one of service and genuine respect for my employees.”

Everything in proportion: Models himself after his father, who “subscribed to the motto, ‘You are what you make time for.’” Makes necessary sacrifices, even “given the demands of a relatively new business” in this tough environment, to balance work with family.

Listening and learning: Advises young professionals to inspire trust from those who are “older, wiser and time-tested” in the industry through effective communication and “a dose of humility. I had to humbly understand that experience cannot be learned, it can only be lived.”

Business motto: Highlights focus as a key trait; enjoys the way Stephen Covey puts it: “The main thing is to keep the main thing the main thing.”

Driving force: “Everyone is unique. This is why I have learned to get to know my employees on a personal level, understanding what makes them tick beyond just earning a paycheck, so that I get the best out of them every day.” Yet, despite individuality, “we are all incentivized by being recognized for doing a good job.”

JEFF BRINLEE, 36

Vice President, Commercial Gathering and Processing/Business Development, Enable Midstream Partners LP, Oklahoma City

Education: BS, Oklahoma State University

Hobbies: Anything outdoors, boating, fishing, hunting, helping to coach son’s baseball team, serving on various boards within the oil and gas industry, church initiatives, United Way and Habitat for Humanity

Career path: Oversees gathering, processing, NGL and crude business development efforts across Enable’s asset base: Anadarko, Arkoma, Ark-La-Tex, Bakken and Permian basins. Joined the company in 2011 as director, business development, managing 60-plus rigs across the Anadarko Basin and coordinating construction of 500-plus miles of new pipeline ventures. Helped position the merger between Enogex Pipeline and CenterPoint Pipeline to form Enable Midstream Partners in 2013; assisted with the IPO in same year.

Synthesizing: Emphasized a culture of “inclusiveness, openness, trust and leadership” during the merger of Enogex Pipeline and CenterPoint Pipeline, transforming and folding two companies into one. “Leadership and a positive attitude were key areas that I chose to focus my efforts on as we reorganized the team and company from the top down.”

Mission accomplished: “Reaching the role of vice president for Enable at the age of 35 was not something I had anticipated, but [something] I continually strived to work toward.” Attributes this success to being surrounded by an incredibly talented team and “having unbelievable mentors who continually invested in and taught me to lead through ‘sovereign leadership.’” Mentored by father, with more than 35 years of experience in the industry, who taught him the value of hard work, integrity and dedication. Inspired by Ramiro Rangel, senior vice president of Continental Resources Inc., whose “passion centers around developing young talent across our business.”

Reality vs. relationships: Feels strongly that downturns provide a dose of reality, forcing you to confront difficult decisions that impact both the company and those you have meaningful relationships with. “Learning to make the difficult choice and having to separate company vs. comrades and reality vs. relationships is extremely challenging.”

Looking out: Plans to move forward with the company’s strategy to position Enable as a “top-five” midstream company “offering a full suite of services across the most prolific basins in the U.S.”

DAVID CECERE, 32

Principal, Oil and Gas Private Equity, Tailwater Capital LLC, Dallas

Education: BBA, The University of Texas at Austin; MBA, Stanford Graduate School of Business

Hobbies/interests: Spending time with family, traveling, playing golf

Career path: Fell into the oil and gas industry accidentally. Following college, moved to Houston along with most of his friends; accepted a job as an investment banking analyst in Merrill Lynch’s global energy and power group. Joined Tailwater Capital at inception, along with former HM Capital partners Edward Herring and Jason Downie, where Cecere had worked after Merrill Lynch. Member of the board of directors of Petro Waste Environmental, TopSail Energy and TexStar Midstream Logistics.

Leading the way: To Cecere, leadership is“less about what you say and more about what you do. Your team needs to believe you are competent and striving to create opportunities for them.”

Long-term view: Recognizes the challenges of the dynamic, constantly evolving industry that require individuals to take a long-term view in order to succeed. Strives to synthesize the many variables into “a coherent and durable strategy.” Considers the “layers upon layers of complexity, from intra-basin dynamics to macroeconomic and geopolitical forces that, as we have seen, can wreak havoc on the best-laid plans.”

Natural progression: Intentionally avoids setting milestones and planning short-term goals. Prioritizes “continuous improvement,” motivated by his philosophy that “career progress occurs in step-functions, the timing of which is opportunity-driven, and therefore hard to predict.”

Risks and rewards: Believes that early in your career is the time to take entrepreneurial risks—should the right opportunity arise. As “risk aversion often sets in for people as they get older,” it’s good to start early. While “it’s important to get training on fundamental skills early in your career, it’s also the time to take entrepreneurial risks.”

Hurdles: Encourages young professionals to face challenges head-on, “be a heatseeking missile toward problems—that is where the opportunity is.”

On setbacks: Feels strongly that “when one door closes, another one opens. Life is not linear or predictable. Stick with it.”

LUKE ESSMAN, 36

President & CEO, Canyon Creek Energy II LLC, Tulsa

Education: BS in Business Administration, Finance, Oklahoma State University

Hobbies: Serves as board president of the Indian Healthcare Resource Center in Tulsa, Oklahoma

Career path: Directly involved in 2015 sale of an original greenfield 80,000-acre multi-horizon development to an unnamed public. Raised $75 million in capital commitments from ArcLight Capital Partners. Spent 10 years in commercial banking, beginning with Bank of Oklahoma as a commercial loan officer, then as senior vice president of Summit Bank. At Summit, personally managed $62 million in loan commitments, approximately 40% of the bank’s commercial loan portfolio.

Be prepared: As a banker, witnessed “how quickly a company’s valuations can erode” during the 2008 financial crisis and 2014 energy commodity price crash as the bank’s clients were forced to foreclose on companies and assets. Sobering experience “prepared us to maintain low leverage.”

Open-ended: Prizes the industry’s cultivation of operator creativity. “There are an infinite number of ways to structure transactions and several ways to embark on successful strategies surrounding oil and gas development.”

Delayed gratification: “Challenging our company and employees for growth and setting company strategy is sometimes a lonely and difficult path. As a company executive, I am constantly thinking six to 12 months ahead to help pave the direction of the company. Most times I don’t see the impact of decisions made today for several months or years.”

Getting guidance: Encourages those with entrepreneurial spirit to “learn as much as you can from your mentors, as it will help tremendously when you start your business. Be careful of only listening to the vocal ‘experts.’ Instead, search for the quiet leaders who are confident and decisive in their business practices.”

Take action: Embraces action, especially once it’s clear something’s got to give. Mentors taught him “to make early and decisive decisions once you conclude changes need to be made. ‘Hope’ is not an active or successful strategy.”

MATT FLAVIN, 36

President, Concord Energy Holdings LLC, Denver

Education: BA, Political Science and Spanish, Amherst College; JD, Georgetown University Law School

Hobbies: Running, skiing, spending time with family, serving on Executive Committee and Board of Directors of the Special Operations Fund and the Military and Veterans Advisory Council at JP Morgan Chase

Career path: Spearheaded an operator partnership program with oil and gas companies to move physical energy commodities; responsible for capital structuring and banking relationships. Entered the industry as the director of business development at Energy Corporation of America, where he successfully closed over $425 million in transactions. Previously employed at the Department of Defense and the White House in several capacities including Co-lead for Special Operations on the Defense Transition Team, Deputy Chief of Staff to the Deputy Secretary of Defense and other roles including the head of the Veterans and Wounded Warrior Office.

On leadership: Draws on lessons learned while in the U.S. Navy for his leadership at Concord; values humility and respect. “In the military leaders have to empower those around them to be successful. A big part of my job is making sure our team has the tools and direction necessary to thrive.”

By any other name: Open-minded in his move to the private sector. Eager but unsure of how it would go, “grateful for every milestone I’ve reached so far. That said, titles don’t mean much in our organization. We have to deliver results to our partners.”

Family matters: Fatherhood opened his eyes to what really matters. “Before we had our boys, I probably lacked some perspective on what was truly important and may have focused too much on work over all else.” Remains ambitious, but his family helps him “step back and prioritize.”

Self-sustaining: Spent early part of his career “in places the U.S. historically depended on for oil; I’m proud to be part of an industry that is driving toward U.S. energy independence.”

Business philosophy: “I’ve always liked a paraphrased version of the Patton quote: ‘Lead, follow or get the hell out of the way.’”

NATHANIEL HARDING, 34

Founder and President, Antioch Energy LLC, Oklahoma City

Education: BS, Mechanical Engineering, BA, Russian, University of Oklahoma; MBA, Oklahoma City University

Hobbies: Philanthropy, traveling, reading nonfiction, working on the Council of Workforce & Economic Development and Metropolitan Area Projects Advisory Board in Oklahoma City

Career path: Headed Harding & Shelton’s first-ever horizontal drilling program and its 2013 sale for $100 million-plus. Founded private equity-backed Antioch Energy to develop Midcontinent assets. Has consulted in China, training technical teams and designing wildcat shale drilling plans. Started at Encana Oil and Gas Inc. as a petroleum engineer; conducted analyses related to production, equipment and reservoir performance for 1,000 natural gas wells spanning three states and 1 million acres.

Mix and match: Appreciates the industry’s intermingled “disciplines, high-level technology and science, financial wizardry, deal-making and big rigs you find in our business.” Operators have the opportunity to “create value where once there was none. You could say we’re the alchemists.”

Onward and upward: Expanded family business, Harding & Shelton Inc., to greatest level in its 30-year history. Along with business partner Kevin Dunnington, implemented a horizontal development plan; sold the assets for $100 million, paving way for launch of own company. “Exiting when we did was tremendous experience as we now seek to repeat the build-and-sell strategy.”

Taking charge: “If you want to start your own company, you just have to start, make a plan, pursue every lead, make up your mind, but be willing to change it. You almost certainly won’t end up doing what you set out to do, but if you’re not in the game, then nothing will come about.”

Ups and downs: Takes the good along with the bad; cherishes each. “The highs and lows of running your own business make for sleepless nights, and are not for everyone. At times you can go from pits of despair to incredible heights in one day. I wouldn’t trade it for anything.” Live to learn: “Never shy away from opportunities to grow your skill set, even (or especially) if it’s outside of your comfort zone.”

MATTHEW HINSON, 38 Vice President, Permian Basin, WPX Energy Inc., Tulsa Education: BS, Mining Engineering, Missouri University of Science and Technology

Hobbies: Serving on the Northwest Rogers County Fire Protection District board, hunting, fishing

Career path: Responsible for driving the leasing, assessment, development and operations of WPX’s Permian position in the Delaware Basin. Assembled high-performing asset team, cutting costs by $1 million-plus per well in the Permian and lifting EURs to 900 Mboe. Started out at ExxonMobil as a drilling engineer, working on complex extended-reach wells targeting reservoir roughly a mile under the sea floor, “with some wells targeting locations over four miles away from the platform.” Later applied this knowledge to his position at Newfield Exploration Co., one of the first operators to drill two-mile laterals and longer in Oklahoma.

Unveiling an unconventional: Member of the team that discovered and announced the Stack play; as company’s asset manager of the play, supervised reservoir engineering, geology and development programs. Led “high-powered technical team to tackle some of the most complex problems of assessing multiple stacked pays in one of the nation’s oldest oil fields.”

Changes in latitude: Advocates an open-minded approach to career moves. Tailored roles to his interests to increase knowledge and exposure to certain areas of the industry. “The lesson I learned from two lateral moves in my early career is that we must have a broad base if we would like to be a leader in an oil and gas company. The best career path is not always up!”

Testing limits: Early in career, his engineering supervisor set goals that “initially I thought were too high. We ended up reaching them and exceeding them by year-end. That was the first time I realized how important it is to set and track goals in your career—and to really stretch yourself and others when setting them.”

Lessons learned: “Accountability. Young engineers in our industry have the opportunity to work on multimillion-dollar projects directly out of school.”

JEFFREY KNUPP, 37

Director, Investment Banking, Tudor, Pickering, Holt & Co.

Education: BS, Chemical Engineering, Penn State University; MBA, University of Texas at Austin, McCombs School of Business

Hobbies: Mountain biking, hiking, skiing/snowboarding, crossfit, helping out and teaching whatever his kids are into

Career path: Spearheading TPH’s investment banking practice in Denver; since joining company, has worked on approximately 40 transactions, representing more than $30 billion. Managed deal teams on execution of 14 transactions, total value of $19 billion-plus. Started career at ExxonMobil, working on the development plan and start-up of a 225 Mboe/d field in remote Chad, Africa. At Netherland, Sewell & Associates, analyzed the oil and gas assets of more than 15 major and independent E&Ps, ranging from $50 million to $2 billion. Previously, at Merit Energy Co., optimized three EOR projects, adding 1.2 MMboe reserves.

Next generation: Spotlights the importance of teaching and mentoring “the backbone of ou business”—the junior staff. Believes companies cannot succeed without the next wave of determined professionals.

Next generation: Spotlights the importance of teaching and mentoring “the backbone of our business”—the junior staff. Believes companies cannot succeed without the next wave of determined professionals.

Plan ahead: Mentor Chad Michael, co-head of upstream banking team, taught him that prep work never hurts. “Always be prepared for every situation—spend as much time as it takes doing so.” Consequently, “I’ve always been willing to put in whatever amount of work it takes to get a job done, and done right. If you’re not going to do the job right, it’s not worth doing.”

Mix it up: Values the diversity in the industry’s disciplines; “it’s important to have a thorough breadth of technical, financial, commercial and relationship skills.”

Stay on track: “Work hard (of course), but work smart, too. Have a plan, and stick to it. Don’t let others tell you that you can’t do something.”

VANESSA GOMEZ LAGATTA, 39

Senior Vice President-CFO and Treasurer, Quicksilver Resources Inc., Fort Worth

Education: BBA, Texas Christian University

Hobbies: Cooking, traveling, family, skiing, painting, advisory board member of Impossible Possibilities

Career path: Spearheaded Quicksilver’s $1.15 billion debt refinancing and restructuring (rated a CCC+) during one of the most volatile high yield markets in the past 20 years. Key player in the creation of multiple joint ventures and the evaluation, including modeling, and execution of multiple M&A transactions, including formation of JV to develop a midstream company in Canada and raising $125 million. Previously worked at Credit Suisse in New York; promoted from associate to director in the investment and corporate banking group. Structured, negotiated and executed more than 20 CS “left lead” leveraged loan transactions, generating in excess of $85 million in fees.

Stepping up to the plate: Entered spotlight early on—under harsh lighting. Company began prepping for filing bankruptcy shortly after she took on role of CFO. “I stepped up as the voice of the company for the stakeholders, employees and advisors. It was a trying and new experience where my leadership skills were tested and proven.” Grateful to her hard-working team, who played a pivotal role. “At the end of the day, I couldn’t have done it without their support.”

Upside to a downturn: Troubled times in the oil patch “opened opportunities for dedicated leaders with integrity.” It takes grit to make it; “tough times never last; tough people do. You have to work hard in life, but work smart. Remember you don’t lose your reputation—you throw it away.”

Old and new: Enjoys how the oil and gas industry brings “together an analytical approach (combining operational excellence and financial ingenuity) to an ever-changing, but familiar, and entrepreneurial industry.”

Look around: Counsels young professionals to “work hard—if people next to you are working or getting new assignments and you are not, something is wrong. Figure it out and fix it.” Praises the power of listening: “Sometimes the smartest or most insightful people in the room are the quietest; when they talk, listen. Listening to people allows for better creative decisions and a more engaged team.”

STEPHEN LEE, 35

Co-founder and Partner, KLR Group LLC, Houston

Education: BA, Economics and BA, Political Science, New York University

Hobbies: Family, fly fishing, muay thai kickboxing, tennis

Career path: Launched and built KLR from scratch in 2012 with partners Ed Kovalik and Reid Rubinstein; grew business to 30-plus employees between offices across the country and a client base spread across the Lower 48. Previously, led the energy investment banking team at Rodman & Renshaw; raised and advised on $7 billion-plus of capital and M&A assignments since 2008 to date.

Day by day: Experienced, but not “a grey-haired guy who built multiple, successful businesses;” runs his business one day at a time. Learns “every day through my mistakes and achievements to become a better leader and a better role model. As a four-year-old firm, we are still in growth mode.”

Proudest achievement: One of initial deals at KLR he originated was for Bill Coleman and Zavanna. Raised $200 million of acquisition capital and created a partnership with GSO Capital to buy out nonop working interest partners within client’s DSUs. It wasn’t easy; he called Coleman 19 times before he got a response—and a negative one, at least at first. The takeaway: “Nothing is given to you, and persistence needs to be followed by the ability to execute.”

Passing the torch: Spies a sea change in the make-up of the industry’s leaders. “We are getting younger, faster, bolder and more creative. Alongside other young leaders in our industry, I look forward to making my mark in this rapidly changing culture to create a new wave of innovation and value to our dynamic industry.”

What you’ve got: During downturn, let go of youthful “illusion that I had control over things. What this downturn will make you realize quickly is that you don’t control much except how you play the cards that are dealt to you.” To lead, “you have to be agile and pivot with the best of them. You have to fight, lead and be creative every day.”

BRENDAN MATTHEWS, 33

Vice President, Citigroup Global Markets Inc., Houston

Education: BA, Economics, Vanderbilt University

Hobbies: Family, soccer, football, baseball, reading and volunteering with The Periwinkle Foundation

Career path: Participation in the execution of more than 50 A&D transactions totaling $30 billion-plus in the last decade. Notable recent transactions at Citigroup include Silver Run’s Delaware Basin acquisition of Centennial ($1.6 billion). Background includes roles at multiple successful energy A&D firms, including Citigroup, RBC Richardson Barr and Jefferies.

From the start: Instrumental in helping to build Citigroup’s A&D team—“This is a chance to help build and be a part of something from the beginning.” Long been fascinated by “how complex these deals have become and how they take on a life of their own each and every time.” Acknowledges that while “the novelty of incorporating the idea and expertise of an A&D team within an investment bank has been relatively unsuccessful, Citigroup is in an ideal position to have a long history.”

Team player: Finds that leadership is “easy to learn, but takes a lifetime and varied experiences to fully master—not saying that I am anywhere near mastering!” Twofold approach involves leading by example and, just as importantly, “if not more so, identifying with the individuals on your team and inspiring them.” Views effective relationships as key to a team functioning in an efficient and productive manner.

Competitive edge: Confident of continued success in the current, “supremely competitive” market for A&D advisory services featuring more than 40 active firms. Feels that “the line between being selected as an advisor and coming in second place has become razor thin.” However, believes that the successful firms stay that way through “relationships, quality of work product and results–all qualities I hope to enhance during my career at Citigroup.”

Down the road: Privileged to work with extremely talented professionals during career, and believes “each one has made a significant positive impact on my development.” Ultimate goal is to one day “run my own oil and gas company—essentially, be on the other side of the table to where I am today. I admire many of the young management teams that have recently launched and believe that is part of my future.”

DAVID McCLURE, 37

Vice President, Facilities and Midstream, Alta Mesa Services LP, Houston

Education: BS, Chemical Engineering, Auburn University

Hobbies: Playing with kids, family vacations, golf, snow skiing

Career path: Currently serves as VP of facilities and midstream for corporate assets as well as general manager for midstream facility and operations in northwest U.S. General manager for $43 million midstream facility and operations in southwest Idaho. As VP of Louisiana operations, led geoscientists, engineers, regulatory coordinators, landmen and operations personnel—grew Weeks Island Field from approximately 1,000 bbl/d in 2010 to 6,000-plus in 2014. Began career at ExxonMobil as a facilities engineer, optimizing offshore platform production and expenses. Later took on role of subsea engineer at the company, where he was lead engineer in partnership with BP on Mica and Diana GoM subsea fields. Translated knowledge from that experience to TETRA Applied Technologies Group, where he was senior subsea project engineer.

Balancing act: Emphasizes that during downturns, “having a management team in place that can balance the goal of growth along with the need for cash discipline” is paramount. “Markets change rapidly; therefore, so can your balance sheet.” Ideal management team “can recognize and protect against some of these changes, or be humble enough to reach out to those in the industry that can.”

Down the line: “Leading an organization is certainly a longer term desire. My main goal is to keep everything in perspective; keep my priorities in line—faith, family and friends. Any career advancements or changes will be judged based on the impact of these priorities.”

Eyes and ears: Picked up invaluable lessons from his father, who “may not have known that I was watching him and taking note of his actions and advice.” Keeps this in mind during interactions with own children.

Ask away: Never underestimates the value of a trusted outside opinion. “Seeking appropriate counsel and having that accountability check will help lead to something that is fulfilling in both the professional and personal careers.”

Head in the game: “To use a team sports analogy, the industry is one large team that must work together and win together.”

LINDSAY MILLER, 32

Vice President, Business Development, Summit Midstream Partners LP, Denver

Education: BSBA, University of North Carolina at Chapel Hill, CFA®

Hobbies: Traveling, skiing, running, reading, her French bulldog, Arnold

Career path: Instrumental in helping grow Summit Midstream Partners from a six-person start-up to a 325-employee, publicly traded, NYSE-listed MLP. Directly involved in over $1 billion in acquisitions, including $590 million acquisition of Grand River Gathering from Encana, $207 million acquisition of Red Rock Gathering from Energy Transfer and $513 million acquisition of privately owned Bear Tracker. Started career as a corporate banking analyst in energy and power at SunTrust Robinson Humphrey. Within a year transitioned to an investment banking analyst and then to associate to work extensively on a wide range of transactions including M&A, public and private offerings of equity and debt and loan syndications.

Build-up: In 2012, relocated from Atlanta to Denver, where she knew no one, to establish Summit’s satellite office. The only Denver employee, she took “a chance that has paid off many times over. The lesson: Embrace challenge. Embrace change.” Within a year, she joined the management team to ring the bell at the New York Stock Exchange after our IPO.”

Taking a beat: “I have learned from my mentors that you can’t make a good deal unless you are willing to walk away.”

Less means more: Tackles obstacles through creative problem-solving when the going gets tough. “You really find out what you are made of. It requires you to work harder and achieve less in return. Problems are bigger and solutions are fewer.”

Get connected: Keeps the big picture in mind every day she goes to work: “This is a career, not a job.” Encourages young professionals to “understand that the oil and gas industry is bigger than you and the company you work for, and therefore it is important to learn the industry and build relationships within the industry as well as within your company.”

Industry insight: “An ever-growing world population will always need more and new sources of energy. Accordingly, growth is inevitable and innovation mandatory.”

PRAKASH R. MOPARTHI, 38

Executive Director, Mergers & Acquisitions and Business Management, NextEra Energy, Houston

Education: BS, Electrical Engineering, S.V. University; MS, Electrical Engineering, Arizona State University; MBA, University of Texas at Austin

Hobbies: Golf, running, playing with his daughter

Career path: Participated in M&A deals across the oil and gas value chain, including oilfield services, upstream, midstream and interstate pipelines in excess of $25 billion. Directly involved in closing transactions worth over $7 billion. Before joining Next-Era, worked as an advisor, business development and M&A at Occidental Petroleum. Led financial analysis, valuation, structuring and business case development for JV to construct approximately $1 billion Bridgetex crude oil pipeline and many other M&A deals. Entered oil and gas industry as manager, M&A, for Baker Hughes. Began career as an electrical engineer with Western Design Center Inc.

Puzzle pieces: Career benefits from his diverse academic background and experience, which encourages him to view things from all angles. It “enabled me to fully appreciate and understand different perspectives and views of cross-functional teams and consider all inputs to fully explore benefits and risks of a deal before closing.”

Outside the box: Overcame challenges posed during the $280 million acquisition of Arkoma Woodford assets; met slumping commodity prices and a dramatic valuation expectation by being resilient, creative and managing “shortterm issues while keeping focus on long-term goals and converting challenging situations into opportunities.”

Come together: Admires industry’s essential collaborative nature; believes it takes interdisciplinary effort to succeed. “All functions, including engineering, ops, land, finance, marketing and legal play equally important and critical roles for a company to be successful, and this makes it a very dynamic, challenging and fun place to work.”

Advice: When times are tough, urges young professionals to “stay the course, continue to do the hard work, strive for excellence and don’t get distracted by the noise. Tough and challenging situations create new opportunities.” Learned early “to plan and focus on what you need to do and learn now to be successful in your next job.”

KYLE MORK, 36

President, Energy Corporation of America, Charleston, W. Va.

Education: BS, Chemical Engineering, Cornell University; EMBA, Northwestern University-Kellogg School of Management

Hobbies: Chairman of the board of directors for The Clay Center for the Arts & Sciences, member of the Cornell Football Association board of directors

Career path: Launched horizontal drilling at Energy Corporation of America, transitioning the company from a shallow well conventional operator to an unconventional developer. Spearheaded engineering efforts for company’s Wilcox exploration in Texas and Trenton Black River exploration in West Virginia. Has worked at ECA in a variety of roles for over 10 years, starting as drilling engineer; reorganized the company structure to better navigate operating in the Marcellus and Utica. Brought multi-variate regression analysis to the company. Began career as an associate technical professional at Halliburton.

Let’s get together: Single-handedly envisioned, planned and executed his “pet project” from start to finish—the Appalachian Shale Summit. Invitation-only forum fosters Appalachian Shale developers’ communication of best practices and collaboration. “It is tremendously rewarding to see the Shale Summit staying true to its mission while getting bigger and better every year.”

On leadership: “When I was fairly new to management, I became so focused on operational success that I completely lost sight of the most powerful tool in any organization, and certainly the key to our past and future success: the team.” Introduced a leadership development program to “prepare and empower ECA’s leaders and managers.”

Testing, testing: Learned a great deal from his first opportunity to apply engineering skill set in the real world. At ECA, charged with fixing a leak in a small water line running to a Texas drilling location. “This single experience was deeply profound because it taught me how to lead a team, identify a problem, devise a solution, execute the solution and ultimately share the success with my team. While it was a small thing, it taught me a big lesson.”

The unknown: Enjoys the industry’s “sense of exploration and opportunity I continuously find—there’s still a lot we don’t know. There is so much opportunity, and that’s what keeps it fun and exciting!”

BRENNAN POTTS, 31

President & CEO, Accelerate Resources LLC, Dallas

Education: BBA, Baylor University

Hobbies: Spending time with family, building his company

Career path: Founded Accelerate Resources; partnered up with private equity fund Pine Brook targeting nonoperated working interest in the core of the top resource plays. Currently building an asset base in the Midland Basin. Previously, co-founded Titanium Exploration Partners, which raised $300 million in private equity commitments. Led business development and acquisitions where he acquired an interest in 25,000 acres and 100 wells in the Eagle Ford Shale. Prior to Titanium, was vice president of Eagle Ford company Valor Petroleum, which was acquired by Marathon Oil.

On leadership: Believes that a leader’s primary role is to bring out the best in others. “The job of a leader is to cast the vision and then execute on it by making everyone around you better. A leader must create an atmosphere that galvanizes, energizes and unifies the team around a cause.”

Dynamism: Appreciates and keeps up with “the speed and velocity with which the energy business moves.” In the industry, “prices change, deals trade, plays get discovered and new technologies emerge all the time.It makes for an exciting career and opens up windows of opportunity.”

Keep on moving: Personal motto is “Press On,” urging him to “Reach, strive and work toward a goal that is bigger than myself. Not ust in business but also in life.” So inspired by this mantra that “it has now become part of my default email signature.”

Achieving advantage: During the downturn, found “the opportunity to evaluate myself as an entrepreneur and executive.” Believes leaders who can distinguish themselves rise above. “I’ve learned that in a highly competitive environment, you have to be able to think differently from the competition. I’ve built a company culture that embraces technology and innovation, giving us an edge in the market.”

Prioritize: Extols the virtues of tackling one thing at a time. “Many times entrepreneurs try to work on too many ideas or projects at once. Go be the best at one thing and execute on that. Then once you’ve been established, you can expand your horizons.”

R. DAVIS RAVNAAS, 31

Co-Founder and CFO, Rivercrest Royalties II LLC, Fort Worth

Education: BA, Economics, Princeton University; MSc, London School of Economics; MBA, Stanford Graduate School of Business

Hobbies: Playing golf, playing tennis, participating in Fort Worth Club league basketball

Career path: Co-founded Rivercrest Royalties LLC in 2013 while attending Stanford Graduate School of Business. Directly involved in investing approximately $350 million with Rivercrest and its partners through 16 acquisitions over the past three years. Began his career at Goldman Sachs as an analyst in the investment banking, natural resources group. Worked in private equity at both Greenhill Capital Partners and Crestview Partners before co-founding Rivercrest.

Identifying opportunity: Feels fortunate to work with a team who sees the big picture; believes that sometimes, the deals that are the hardest to analyze are the most worthwhile. “I have tried to push our team to focus on acquisitions that are poorly marketed, overly complex, cumbersome and/or misunderstood. These deals, in our experience, can be bought at more reasonable valuations.”

DIY: In late 2014, company acquired an extremely diverse set of Permian minerals, teaching him the importance of wearing many hats. “We were sent thousands of division orders across multiple counties. My brother Rand and I decided one morning to begin executing the documents ourselves by hand. One of our partners came into the conference room and couldn’t even see us behind the stacks of paper.”

Rewards of royalties: During the downturn, found that the royalty business model is resilient compared to the inherently risky position of other oil and gas sectors. “Because we have low overhead and no direct operating expenses or capital expenditure requirements, we have been able to protect our business.”

Early interest: Grew up hearing stories about legendary oil and gas executives from his petroleum engineer father, Bob Ravnaas. “I always admired the entrepreneurial spirit, the risk-taking and the relationship-driven aspect of the business.”

On quality over quantity: “Try to cultivate a smaller number of meaningful relationships instead of stretching yourself through networking.”

COREY RILEY, 38

President, Riley Exploration Group Inc., Blanchard, Oklahoma

Education: BS, Biology, University of Central Oklahoma; MBA, Oklahoma Christian University

Hobbies/interests: Running trails, hiking, cycling, other outdoor activities

Career path: Has helped raise more than $500 million in private equity funds within Riley portfolio companies since co-founding Riley Exploration in 2007. Before becoming its president in 2015, served as CFO from inception in 2012 until mid-2015. Started his career in oil and gas at Tuleta Energy Partners; it was sold to a publicly traded energy company, yielding a 4:1 ROI for shareholders.

Proudest achievement: Met challenge of establishing a relationship with a financial institution that would support company’s A&D goals and getting an executed PSA when Tuleta acquired the OSR-Halliday Field in Madison, Texas, from Forest Oil in 2004.

Personal and professional: Succeeds in balancing personal relationships and business objectives, even with those closest to him. Despite “passionate disagreements over the years,” works positively and effectively alongside his father, brother and some good friends. “There have been many great family and friends moments that have taught me that relationships can come first, and you can still be successful in business.”

Pioneering pattern: Always aspired to start a company; has been “fortunate enough to have achieved this more than once and am currently on the third iteration of Riley Exploration.” Over time, goal evolved from surviving to thriving, with new business objectives and stakeholder considerations. “Along with good fortune, I believe a critical factor has been having an entrepreneurial spirit that is supported by a strong technical team.”

True grit: Consistently inspired by Riley Exploration’s persevering and cohesive management team. “Historically, there is an overture of grit and determination that is synonymous with our industry. I see this play out with our team every day.”

Now and then: Short-term goals include leading the company’s focus around Permian Basin and Eagle Ford Shale assets and becoming the lowest cost producer possible. Long term, plans to “introduce and successfully lead Riley Exploration to become a publicly traded company.”

ASH SHEPHERD, 34

Commercial Manager-Mexico, Talos Energy LLC, Houston

Education: BBA, St. Edward’s University; JD, Houston College of Law

Hobbies/interests: Family, bird-hunting, sailing, reading, serving as an ambassador to Texas Children’s Hospital

Career path: Joined Talos in 2014 as senior land legal advisor. Confidence from management and Spanish fluency led to a critical role as commercial manager when the company decided to expand internationally. Began career as a Presidential appointee serving in the U.S. Department of Energy as intergovernmental liaison and offshore career at Tana Exploration.

Talos’ entrée to Mexico: Earned the privilege of signing the first two production-sharing contracts following Mexico’s 2013 Constitutional Energy Reforms thereby making Talos the first operator other than Pemex since 1938. “I am very proud of this accomplishment and the incredibly hard work of the team members that led up to this historical milestone.”

Goals realized: Dreamed of being on the board of a company—now serves on the board of two of Talos’s Mexican operating subsidiaries. “Trust from the executive management team in my ability to do the right thing has allowed me to achieve this goal earlier than anticipated.”

Pros of rejection: Keeps a three-ring binder of every job application rejection letter ever received; “the binder is thick!” In life, “you should view every ‘no’ you receive as the universe preventing you from heading in the wrong direction.”

Guidance: Career mentor is Tim Duncan, CEO of Talos, and life mentor is his father-in-law, Dr. Gerald Lawrie, a world-renowned heart surgeon. “Tim has taught me how to work successfully alongside private equity investors and that there is always a creative solution for any business challenge. Gerald has led by example and his strong work ethic has shown me how to be a great professional, father and husband, and I am forever grateful to them both.”

Lessons learned: Downturn taught him importance of “hedging, managing the fear of employees while keeping them motivated and taking calculated risks,” like how Talos leveraged the low price commodity environment and an inefficient process to make its historic entry into Mexico.

DAVID TERRY, 35

Vice President, Engineering, Covey Park Energy, Dallas

Education: BS, Petroleum Engineering, Louisiana State University

Hobbies: Church, golf, poker, basketball, reading, trivia, Dallas Chapter of SPE

Career path: Founding member of Covey Park team; instrumental in gaining equity from Denham Capital. Steered acquisition, financing and integration efforts for approximately $1 billion of East Texas and North Louisiana assets. Coordinates with 15-plus bank syndicate to obtain more than $400 million of senior debt financing. At Exco Resources, acted as lead engineer for $1.3 billion of acquisitions. Contributed expertise to Haynesville development from the get-go. Led team in improving production enhancement; later applied these experiences and skills at Covey Park.

Eyeing opportunity: Entered LSU as an accounting/finance major; switched gears to petroleum engineering in senior year. Recognized “the age gap in the industry and realized the potential was there to create a start-up, but I didn’t realize how quickly it would come.” Anticipated push-back from parents about changing his major. Their response: What took you so long?

’Til it happens to you: “I didn’t realize why some of my mentors talked so vividly about previous downturns they’d experienced. You live and breathe prices until you reach a bottom, and that is an experience you won’t forget.”

Checklist: Short term, “I always want to continue to learn and develop new skill sets.” Down the road, “We’ve built a gas company I’m extremely proud of. At some point I’d like to build a similarly sized, oil-focused company and put the two together for Covey Park Oil & Gas.”

Broad perspective: Respects a comprehensive world view. “There are days when I talk to both pumpers and billionaires. To be able to work in those two different worlds is very rewarding.”

Instilling confidence: Matt Ellard, his first boss, favored the motto “Block your man.” His trust in his team “allowed our group to grow a Cotton Valley field tenfold in three years.” Fortunate to have multiple mentors at the small company where he got his start: “Soak up everything you know from the 55-plus generation. They know more than we do.”

LUKE WILKENS, 39

Vice President, Business Development, INEXS Inc., Houston

Hobbies: Playing golf, traveling, fishing

Career path: Oversees all sales and marketing for INEXS services. Currently focusing on developing the company’s Contract Production Operations group. Worked in the oil and gas industry out of school for Oceaneering International during the late ’90s; decided that the industry wasn’t for him—yet. Switched to the construction industry and honed his business development and sales skills. Returned to oil and gas in 2005 as a business development manager with Schlumberger.

Proudest achievement: While at Schlumberger, during the height of the shale revolution, co-authored a patent. “Volume Imaging for Hydraulic Fracturing Characterization” utilizes 4-D crosswell seismic imaging to analyze stimulated rock volume.

Refocusing: Believes he’s learned more in the past two years than in all of the previous years combined. Saw a shift in the business starting in 2014, anticipating oil prices lower for longer and imminent bankruptcies. For 23 of its 26 years in business, INEXS had focused almost exclusively on E&Ps. Recognized untapped space and began attracting new client base; began branching out and fostering relationships with law firms, restructuring groups and capital providers. Significant restructuring deals include Magnum Hunter, Sabine.

Mentors: Mark McCallum of Schlumberger taught him the ropes regarding technical sales “and he was always available to help in any way possible.” Grateful to Richard Stoneburner of Pine Brook, whom he met while working at Schlumberger. “He was extremely helpful making several key introductions and always gave me solid advice. He has been an invaluable reference to me throughout my career. I am still very good friends with both of these guys and reach out to them still.”

On the horizon: Presently, furthering work on consulting practice, growing burgeoning Contract Production Operations group. In future: Owning his own company. “I am really enjoying myself now so I’m not in a huge rush. I definitely see that as being the natural progression.”

NEIL WIZEL, 39

Managing Director, First Reserve, Houston

Education: BA, International Studies, Emory University

Hobbies: Golf, politics, television, travel, time with family, serving as a board member and on various committees for both Congregation Beth Israel and the HFF

Career path: Responsible for investing more than $2 billion of First Reserve’s equity capital across a variety of energy investments. Led three of the firm’s eight most recent private equity portfolio investments. Originated 130- plus deal opportunities, totaling $26 billion in transactional opportunities. Entered the oil and gas industry as a financial analyst in the leveraged finance/financial sponsor group at Credit Suisse First Boston. Next, was member of the investment staff at Greenbriar Equity Group, a transportation-focused private equity firm.

Something from nothing: Early in career at First Reserve, during Great Recession, jointly led an investment to support refining industry veteran Tom O’Malley and his team to acquire refining assets. “It was a complex start-up where we essentially backed a management team to build a refining company from nothing.” Resulted in PBF Energy, fifth-largest U.S. independent refining company, taken public on the NYSE in 2012.

Taking a chance: “Taking a contrarian view,” maintained commitment to Deep Gulf Energy, a deepwater Gulf of Mexico E&P company, even after federal government imposed a drilling moratorium in the Gulf of Mexico following the Macondo incident.

Setting a precedent: Followed unique career path; was the first employee at Greenbriar promoted directly from associate to principal without pursuing an MBA. Since then, several others at the firm have been given that opportunity.

Staying grounded: “While it is important to have a point of view and conviction, it is equally important to question your judgments and your decisions. The day you stop questioning whether or not you are making the right investment decision is the day you should retire!”

In your hands: Managing investments means you help determine “the fate of a company, its employees, their reputations, etc. You’ve got to get those decisions right! That can be a humbling, and certainly character-building, experience.”

SAM (YINGLIN) XU, 28

Director, Head of Oil and Gas Investment Banking, CohnReznick Capital Markets Securities, New York City

Education: BS, Petroleum Engineering, Texas A&M University

Hobbies: Traveling, Taekwando, hunting, playing guitar

Career path: Led the firm’s origination and execution efforts with primary focus on advising upstream E&P companies in the U.S. and Canada by providing M&A and JV advisory, fairness opinions/valuation, equity and debt capital market transactions execution and more. Involved in all areas of M&A transactions in the E&P sector across Permian, Bakken, Eagle Ford and the Gulf Coast in excess of $1.75 billion in asset value and financing. Worked in the investment banking division of KLR Group, managing two preferred equity vehicles for an operator in the Williston Basin with $26 million in combined yearly revenue. Previously, led efforts resulting in $16.2 million in savings in development costs as an engineer at BP.

Bridging the gap: Leverages her technical background into energy finance to better understand clients’ needs. Through her experience and fluency in Mandarin, initiated CohnReznick’s Asia Outreach; acts as sole advisor for many undisclosed Asian investors and develops relationships with capital contacts in the continent.

Seeing it through: Spearheaded transaction execution efforts for the challenging $150 million HEYCO and Matador merger in the Delaware Basin, “the hardest deal, but the best experience.” Achieved success, in spite of a large amount of nondigitized data, through trust and close collaboration with clients.

Changing courses: Had a career epiphany following the Macondo incident, inspiring her to transition from petroleum engineering to investment banking. As an engineer, her focus was on the work itself; as a banker, she focuses on “the business impact and the project returns. I wanted to be able to see the bigger picture.” Engineering background enables her to “speak the same language—I understand companies’ assets, their operations and capital needs.”

Blazing a trail: Began building CohnReznick’s platform in the E&P space in the challenging days of early 2015. Invests a great deal of time and energy into building relationships and trust with clients. “Being a young, Asian and female director, it requires extra efforts to gain trust from company executives.”