Alison Nelson
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Alison Nelson admittedly knew little about oil and gas while growing up in Hawaii, but a college internship at ConocoPhillips introduced her to the entire energy value chain and the diversity of careers in the industry. She has found her role in low-carbon energy solutions, where she recently commercialized one of the nation’s first large-scale carbon capture and sequestration (CSS) projects and architected a joint venture involving Tallgrass, United Airlines and Green Plains that is expected to produce United’s largest source of sustainable aviation fuel. Orchestrating the transactions, she says, “gave me the opportunity to demonstrate the creativity and drive that leaders in the oil and gas sector need to succeed in the changing energy landscape.”
What has been your most challenging project to date, and how did you meet the challenge and accomplish your goal?
My most challenging project thus far, but also one of which I am uniquely proud, is the commercialization of Tallgrass’ Trailblazer CCS project. Trailblazer is the first CCS project to involve the conversion of an interstate natural gas pipeline to CO2 service. When placed in service in 2025, the project will not only sequester millions of tons of CO2 annually but will also position U.S. ethanol and agriculture to be an even more significant player in global decarbonization efforts.
Crafting and negotiating commercial structures in such a nascent industry to meet the needs of our customers and underpin a multi-billion-dollar investment required drawing from past experiences while also being comfortable with determining acceptable levels of uncertainty and risk.
What qualities do you think are necessary to be a good leader in the oil and gas industry?
A good leader places an emphasis not only on what is accomplished but how it came to be. Driving results may make you successful in isolation, but a truly good leader delivers outcomes by inspiring others with their own actions, building trust by holding themselves and their team accountable to the same standards, and putting their team into positions where they can make the best use of their individual strengths and capabilities.
How have you exercised leadership to help shape your company?
Since joining Tallgrass, I have helped drive its transformation from a traditional midstream company to one that is at the forefront of the low-carbon space by leading by example with my work ethic and also ensuring that the organization is aligned and understands our objectives.
I believe delivering results is contagious and motivates others to put forth the same level of effort. Providing an overarching vision, by consistently taking the time to ensure team members are aware of and appreciate our project-specific dynamics, maximizes those efforts.
What advice would you give other young professionals?
Speak up. Don’t hesitate to ask questions or share your perspective. Tough questions and unique perspectives can often lead to new and more effective ways of approaching a problem, and at the very least help prevent time-consuming mistakes. If you are in the room, you are there for a reason.
What are your long- and short-term career goals?
The oil and gas industry is currently positioned to transform how we deliver energy solutions to our customers. While natural gas and crude will continue to be a significant and critical part of those solutions, our industry has the opportunity to reduce our own carbon footprint and to assist other industries in reducing theirs. My career goal, in the long and short term, is to positively influence the direction of the industry as we take on this new challenge.
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