Paul Heerwagen IV
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“The oil and gas business is in my blood,” Paul Heerwagen says. But he was drawn to the industry by more than just his immersion from a young age as his father’s career took his family to various international locales. He was also fascinated by the way the work is done. “The complexity of the business excites me because it demands collaboration among multi-disciplinary teams to achieve shared goals. This combined effort fosters lifelong learning and ongoing growth opportunities, both across disciplines and in response to the industry’s dynamic and cyclical nature.”
Which professional achievement are you most proud of?
A specific milestone that stands out is the day I signed the documents for Selenite Energy Partners II. This moment was incredibly validating for several reasons. While securing the initial capital commitment validated our team, our strategic mandate and the current market environment, the subsequent second commitment for Selenite Energy Partners II was a testament to our consistent performance across different commodity cycles. It demonstrated investor confidence in our ability to navigate and thrive in challenging market conditions, reinforcing our reputation for delivering sustainable results, and affirming that our approach and track record were recognized and trusted by our investors.
Which transformations do you think the industry must undertake for it to thrive in the future?
With a renewed focus on capital discipline and environmental and social responsibility, I think the industry is pointed in the right direction regarding the overall sustainability of the business. The model has been laid out and it is now incumbent upon us to make good on our promises and execute the plan. This will require a cross-functional effort and require everyone to pull in the same direction—discipline across the industry benefits everyone while a lack of discipline leads to a zero-sum game.
What advice would you give other young professionals?
The energy business is a fast-moving and dynamic industry. Young professionals who are able to recognize opportunities (whether inefficiencies in the market, overlooked assets or ways to personally add value) will differentiate themselves. However, success will be determined by the individuals that are willing to do the work when no one else will or by those who are willing to take a calculated risk when something is out of favor. In my career, it was sometimes (often) the seemingly small opportunities, to which I said yes, that developed into really significant career milestones. I would also add that, while it does not come naturally to me personally, the value of diligently networking cannot be overstated. This is a relationship-driven industry and every opportunity we have had at Selenite, beginning with its inception, has been in some way catalyzed by the relationships that our team has built over the course of our careers.
What qualities do you think are necessary to be a good leader in the oil and gas industry?
I think it is important to be both dynamic and adaptable. This is a cyclical business that is driven by constant innovation and shifting investor, regulatory and consumer demands and expectations. Being open to new ideas and being able to pivot when necessary is critical. It is also very important to be inquisitive and then really earnestly listen to the responses your questions are prompting. Decision-making in this industry is heavily reliant on cooperation across disciplinary functions—land, engineering, geo, finance, etc. No one person, or discipline, can or will ever hold all of the answers in a vacuum.
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