Elizabeth Parker
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Growing up, Elizabeth Parker was drawn to STEM classes in school, so when it came time to choose a college course of study, she naturally chose engineering, with a focus area of… pre-dental? While she spent two years in pre-dental, she was also studying a different type of drilling, petroleum engineering, which ultimately was the major she sank her teeth into. Her most challenging project was evaluating and closing the assets that formed Birch II. “I relied on my colleagues for problem-solving discussions, but also realized that the only way to overcome the challenges was to face them head-on,” she says. “We have now fully integrated that acquisition, and the experience has better prepared me to successfully replicate this process in the future.”
What qualities do you think are necessary to be a good leader in the oil and gas industry?
A strong sense of ownership and accountability is essential. The leaders I admire most show tremendous support for their teams and adopt a servant leader attitude. This type of leadership fosters a positive culture, and I always seek to work with and for people with those types of attributes.
How have you exercised leadership to help shape your company?
I’ve honed my leadership style by observing others while also finding a voice and approach that aligns with my personality and strengths. A significant aspect of my role involves coordinating multiple groups within tight timelines, where clear communication and setting expectations are paramount. Our success in rapidly evaluating projects stems from a fully committed team, achieved through empowering individuals to take ownership and contribute effectively.
What advice would you give other young professionals?
Integrity is hard to measure but easy to see. It’s much easier to acknowledge mistakes and admit wrongdoing than to try to hide them.
What keeps you motivated and passionate about working in the oil and gas industry?
New challenges keep me motivated! Working predominantly in A&D and planning, I’ve witnessed the industry evolve from appraise and flip to full development, and from growth-focused to now inventory-focused. This ever-changing environment requires a constant evolution in strategy, which is exciting to witness.
What do you think young industry members as a group have to offer that is unique to them?
Young industry members have a unique ability to pivot. This group has lived both before and with the internet, and many of us started our careers during the early shale days. In college, I learned about conventional reservoirs, but my entire post-graduation career has been in unconventionals.
Which transformations do you think the industry must undertake for it to thrive in the future?
The industry must find ways to embrace new technologies while remembering traditional practices. AI and similar advancements can improve performance, but it’s important to leverage the wealth of experience our industry has accumulated over the years.
Take a look at the rest of the Forty Under 40 2024 winners.
