On Episode 2 of the Oil and Gas Elevate Podcast, hosts Sean McCoy and Eric Johnson talked to Halliburton Labs Executive Director Scott Gale about the company and its mission. In this Industry Edge article, OGGN contributing writer Stephen Forrester got a chance to talk in more depth with Scott about his incredible life and career journey. In Part II of the article, Scott details how he charted a path from Dow Chemical to Halliburton, nurtured his passion for entrepreneurship, and transitioned from managing Halliburton’s hydraulic fracturing strategy to overseeing the company’s clean energy technology accelerator, Halliburton Labs.


This is a continuation of a former post. For Part 1 of this blog post, click here.

West Virginia

After the missionary work, Scott returned to Brigham Young, finished his chemical engineering degree, and went to work an internship at a co-op in West Virginia. By that time, he’d already met his wife, whom he’d married at the end of his sophomore year. The internship, which was for Dow Chemical at an aging Union Carbide plant, brought him to a revelation.

“As a chemical engineer,” he jokes, “you’re really just a glorified plumber. It’s complicated plumbing, but you never really see what you’re making or doing. It was kind of boring.”

A connection to a recruiter at Dow led to an opportunity to do what was basically a bootcamp that rotated promising young graduates through a series of functional disciplines—business, marketing, sales, and so on. You were committed to going anywhere in the Lower 48 and for them to place you in any business unit they wanted. Scott’s placement? You guessed it: in Dow’s newly formed oil and gas business unit, with Schlumberger as his first major account.

Houston

Moving to Houston, Texas thereafter, Scott admits that working in oil and gas was never the goal.

“I really just kind of lucked into oil and gas,” he says, “and after starting in midsize manufacturing, being around pulp and paper and all these things, I found my way to Texas, and really fell in love with it.”

Despite Dow’s desire to continue shuffling him into other business units, Scott was quite content with the oil and gas business, so he quit and went to work for a Belgian chemical company that was Halliburton’s largest frac chemical supplier for a couple years before hiring into Halliburton through Multi-Chem in 2014. The job saw Scott managing Halliburton’s global frac strategy. “I joked,” he says with a chuckle, “that I was managing everything that we don’t drive away with after a job: downhole diagnostics, fluid systems, proppant systems, all these things.”

He ended up pursuing an Executive MBA from Rice University as well, graduating in 2019 to add another accomplishment to a rapidly growing list. Oh, and did I mention that the smooth baritone of Scott’s perfect-for-radio voice also led him to found an independent voiceover company?

Now, Scott is the Executive Director of Halliburton Labs, and given his entrepreneurial bent—or as he says, “parachuting into new territory with lots of people interface and building bridges and finding ways to achieve the right outcome”—Scott feels that it’s a perfect fit. He enjoys building something from the ground up, experience bolstered by his studies at Rice as well as a venture mentorship program he supports at MD Anderson. He likes to know why things came about and why decisions are made the way they are.

And so, as the strategy was being developed to launch Halliburton Labs, Scott’s visibility in the local entrepreneurial community caught the eye of the Halliburton diligence team and CEO Jeff Miller, who asked Scott to lead the new venture. The challenge, and the joy, for Scott is the chance to make the magic happen on his own, executing his vision to build something tangible.

“Halliburton Labs didn’t exist,” he notes. “It was a slide deck. So, how do you move forward? Who do you call? How do you drive that? What are the key strategic elements that are going to make this a differentiated, interconnected, unique thing?”

Scott cautions against overreaching when it comes to working with startups, which he wants to ensure doesn’t happen at Halliburton Labs.

What exactly is Halliburton Labs, you might ask? Halliburton Labs is wholly owned subsidiary of Halliburton, located primarily in the Technology Center of the company’s beautiful North Belt campus in Houston. Halliburton Labs seeks to accelerate innovation done by early-stage companies, each one individually vetted to make sure that their mission aligns with what Halliburton Labs is trying to achieve. Dedicated to advancing clean energy technology, this is far more than an empty lab with a few pieces of equipment where companies rent space; it’s jumping into an entire ecosystem.

“Working with us, sure, you get the space and the equipment,” Scott says, “but what we’re really offering is so much more. We provide access to our facilities and campus, the technical expertise of some of the industry’s brightest, most accomplished minds, and a robust, well-connected network of like-minded individuals and companies.”

If you’re a startup working on disruptive, tangible-tech solutions in Halliburton Labs’ targeted challenge areas, Scott would encourage you to visit the site and apply for the program.

Scott offers a bit of wisdom to both clean energy and oil and gas advocates, encouraging collaboration, partnership, and knowledge-sharing. “We’re on a change trajectory,” he comments, “and sometimes, sure, it’s easy to change for change’s sake without being clear on why or your role. But the future energy mosaic is going to be made up of a bunch of different things. And the challenge is, how do you participate in that? With Halliburton Labs, we’re investing in an environment where early stage companies can come and be successful. We want to have the reputation to be the go-to place for companies advancing cleaner, affordable energy.

We want to bring people together.” For the right companies at the right stage, applying to work with Halliburton Labs is a no-brainer, but Scott admits that neither he nor Halliburton Labs has all the answers; they want to be another voice in the choir, an advocate of change. Scott knows all too well that there are skeptics on both sides of the table: those who believe that the energy transition isn’t happening, and those who don’t believe that oil and gas has an important role to play for decades to come.

“What we’ll see,” Scott offers, “is that all these different energy sources, how all of them are brought to market, and how energy consumption is managed and thought about—they all play an integrated role, and we’re positioning ourselves as agnostic to those things and focused on building an environment where entrepreneurs can be successful.”

At the end of the day, what’s clear is that all energy will be important in continuing to drive change and progress in human civilization. This is about a lot more than capital; it’s about a fundamental desire and mission as human beings to do good in the world. When asked how many technology incubators like Halliburton are necessary to achieve more innovation, Paul Holland of Mach49 said, “Well, how much innovation do you want?” It’s important to achieve scale, which Scott echoes near the end of the conversation.

“Some people ask, how much investment is it going to take, overall? And my comment is, how much change do you want?”

Halliburton Labs is in it for the long game, and Scott is leading the charge.

This article was written by Stephen Forrester.

In Episode 1 of the Oil and Gas Elevate Podcast, hosts Sean McCoy and Eric Johnson interviewed experts from Texmark, Hewlett Packard Enterprise, and CBT about the evolution of Texmark’s “Refinery of the Future.” In Part II of the article, CBT CEO Kelly Ireland takes a closer look at the remarkable partnership between Hewlett Packard Enterprise, CBT, Intel, RealWear, and many other tech companies at Texmark’s “Refinery of the Future,” where the entire plant is connected via IIoT technologies and platforms.


This is a continuation of a former post. For Part 1 of this blog post, click here.

Working with the likes of HPE, Intel, SparkCognition, OSIsoft, FlowServe, National Instruments, PTC, and RealWear, Kelly knew that they could build something truly unique for Texmark, each company contributing to an overall solution composed of five key parts: condition monitoring and predictive maintenance, video analytics, worker safety, connected worker, and asset integrity and asset intelligence.

“This was truly an ecosystem,” she notes. “This was not one big [original equipment manufacturer] OEM coming in and saying, ‘We’re going to do all of this.’ There was no way that would be possible. A lot of these solutions tie in together; they depend on information from each other; they utilize analytics; it’s all very integrated.”

So, when HPE came to Kelly and admitted that they needed a true systems integrator, Kelly knew something big was on the horizon. Originally starting on the connected worker project, CBT now works across every component of the five-piece solution, an HPE Edge datacenter as the backbone. The combination of people and technology has driven nothing short of a revolution in how the refinery operates. Sensored pumps transmit condition-monitoring data to someone in an on-site real-time operating center.

Workers wear head-mounted compute devices from RealWear equipped with cameras that transmit video back to an expert in another location. Recorded videos can be used for training purposes, and augmented reality effects can be overlaid over live video to simulate changes in equipment condition, maintenance best practices, and so on. Knowledge sharing via new software programs, including an entirely digitized asset management system, mean no one person is the only expert. It really does feel like anything is possible.

The improvements to worker safety, the amount of time saved and nonproductive time eliminated, the production uplift; everything is quantifiable, clearly showcasing the ROI of a digital transformation at a time when “digital transformation” often seems like little more than buzzwords thrown about to get article clicks. For example, Texmark has experienced a 75% reduction in time to assess asset process condition and a 90% reduction in time to file required compliance evidence.

Of course, the Texmark refinery project hasn’t been without its challenges; integrating the disparate practices of IT and OT was anything but easy. Doing this, however, has helped CBT to gain invaluable knowledge on not only process, but culture.

“We had to go and research IT and OT culture from across the industry to help nurture our teams,” Kelly says, “to help them better understand what both sides do, why they’re different, and why they need to embrace each other and work together.”

Fostering respect among people and inspiring them to be passionate about working together tied right into Kelly’s desire to build effective teams, and with 24 partners, it was no small task. Overall, though, it was sometimes sheer force of will that got things done. When people were depending on a resource, it simply wasn’t acceptable for one party or the other to slow the process down, especially for personal reasons. 

The ongoing COVID-19 pandemic brought its own set of difficult circumstances, but fortunately it also helped CBT soar to new heights. With the acceleration of remote operations, greater focus on keeping people and assets safe, and a need to improve operational and cost efficiencies without involving more people in the process, Kelly hasn’t been surprised that systems integration has transformed from niche topic to something more and more companies are interested in.

This was never about eliminating the existing value-added reseller business, as clients still want that to this day; it was about pivoting to best serve new customers and expand business while understanding the needs of the existing customer base. “And the fun thing, Stephen,” Kelly notes, proudly, “is that my employees are the happiest they’ve been—ever. They’re excited. We’re all learning new things. And, having the notoriety of being ahead of companies that are thousands of times bigger than CBT, having that expertise to walk into major utility companies, manufacturers, global oil and gas accounts, and showcase what we learned at Texmark and the Refinery of the Future—that’s incredible.” Running lean has really worked out for the company, which is sitting with an employee headcount at just over 50 people. The maxim “quality over quantity,” it would seem, checks out.

With 2021 upon us, Kelly feels that the sky is the limit, noting, “I think we’re going to grow exponentially in 2021.” What’s happened, she explains, is that due to a lack of agreement and even understanding of what digital transformation means, large corporations have been taking a very broad approach to it. This “boil-the-ocean” method, as Kelly comments, has resulted in largely mediocre results and, in some cases, hesitance to explore digital transformation further because of the difficulty of implementing change at scale. However, even companies afraid of digital recognize tangible results, such as what’s going on at the Refinery of the Future, which is driving them to take baby steps in a new direction.

“I’m calling 2021 the ‘toe-dipping’ year,” Kelly says, “because these companies have been pushed to accept IoT, and they’ve been dipping their toes in very small projects. They’ll try something, but they have to see an ROI out of it. And so, we need to deliver and document ROI, so that those ideas can be taken to upper management to scale.”

With companies across the board taking a wait-and-see approach, it sometimes seems like no one will get anywhere until that one breakthrough success; until then, everyone is watching the failed attempts, the mistakes and mess-ups, and taking their time with their own transformation. This works out well for CBT, because it allows the company to keep learning, to keep evolving, and to anticipate customer needs and challenges before they happen. 

With Texmark as a case study, CBT has the knowledge to clearly map out ROI for projects before execution. That, combined with the ability to build a powerful consortium of experts and companies that can work together on different digital transformation areas, makes the company the go-to provider for domain expertise and systems integration moving forward. People are taking notice: Kelly notes that there’s burgeoning interest from oil and gas companies as to how these types of ideas can be implemented in their own downstream operations, recalling a conversation with an engineer at a Shell refinery who commented positively on what he knew was going on at the Texmark facility.

It’s not just energy, though; digital transformation really can, and probably should, be going on in virtually every industry. “What we’ve found through 2020 is that this translates to other industries really easily,” Kelly says, “like utilities, as we’ve taken on 15 utility opportunities just this year. And we’re seeing food processing, retail, hospitality, and a lot of manufacturing. It’s great that this was first built out in oil and gas, but it’s really going across a lot of industries now.”

And, of course, at the end of the day it all comes down to people—hiring great people, giving them fulfilling, worthwhile jobs, making sure they’re happy, and building a team that feels like being with family, not a group of strangers. Technology is great, but the human factor really is the difference, which is something Kelly has recognized a long time, and something that truly differentiates CBT.

What was once a simple dream is becoming a reality for more and more companies as they turn to CBT to execute on their big plans for digital transformation, and we at OGGN are excited to continue following Kelly’s and CBT’s story as they drive further innovation in oil and gas and beyond.

This article was written by Stephen Forrester.

In Episode 2 of the Oil and Gas Elevate Podcast, hosts Sean McCoy and Eric Johnson interviewed Witting Partners Founder and Executive Coach Joe Sinnott in their Talking Points section. Joe explores his time at EQT in drilling engineering, completions, and asset development, his founding of Witting Partners, and how his appreciation for building sustainable careers drives him to coach others to be more effective leaders, communicators, and decision makers.


This is a continuation of a former post. For Part 1 of this blog post, click here.

The next position saw Joe moving out of the drilling arena and into completions, where he was a completions engineer before becoming supervisor of EQT’s Marcellus completions engineering team.

“Then,” he says, “I became manager of reserves engineering, where I was given the chance to head the corporate reserves process, produce regular investor relations material, manage support for potential A&D activity, coordinate the flow of AFEs, and generate the company’s production forecasts.”

When you’re asked to make forecasts that are used to make significant long-term decisions, Joe admits, there’s a lot of pressure on you and your team, especially because of the likelihood—if not certainty—of the forecast being incorrect; but what was important for Joe was making timely and well-supported projections, while building trust with his team’s internal and external stakeholders, particularly those responsible for constructing and maintaining the midstream infrastructure necessary to support EQT’s production plans.

As he grew in the role, so too did the size of the team, with Joe eventually managing around 50 people as director of EQT’s Asset Development department. Joe’s team managed operational scheduling, permitting, coal company coordination, GIS, production forecasting, and midstream collaboration responsibilities. Managing these diverse functions meant that asking good questions and listening to the team was critical, especially considering Joe’s initial unfamiliarity with many of these responsibilities.

Joe also had the privilege of managing exceptional talent, which not only helped the group succeed but helped him grow as a leader, as well. During and after the 2017 acquisition of Rice Energy by EQT, Joe’s Asset Development team had a front row seat as the two sets of assets—and, more importantly, cultures—merged. And as best practices, new technology, and enhanced communication tools took root at the 130-year-old organization, Joe had the good fortune of witnessing the transformation of EQT over the prior decade from a regional production, midstream, and distribution company into the largest natural gas producer in the United States.

About a year after the close of the Rice/EQT deal, Joe began his final role with the company, standing up a centralized data governance and analytics team to help the company make more consistent use of data science and better capitalize on the massive amount of data it produced each day.

“Our mission,” Joe says, “was basically to help leaders make faster, better, and more confident decisions by leveraging existing data-minded personnel who became more powerful once they were aligned as a single team. And our quick success happened largely because we had operations folks who already had the experience and insights necessary to gain the trust of our internal customers; and we also benefited tremendously by having full sponsorship all the way up through senior leadership, including an IT team whose resources were aligned to support the digital transformation the company was seeking.” 

As Joe and his new data team moved forward, Rice Energy’s former leadership launched a campaign to take over EQT, which would eventually lead to significant restructuring and the layoff of about 200 legacy EQT employees.

Dusting off the “forecasting mindset” mentioned earlier, Joe sensed about 2 months prior to getting let go that his time with the company would be coming to an end; and during his remaining time at EQT, Joe had an epiphany that his calling was as an executive coach, built out of his tenure at the company leading teams, past coaches and mentors he’d worked with who had shaped him professionally, and a desire to continue making a difference within the energy industry.

“Growing with a company for so long,” Joe says, “really fueled an appreciation for building sustainable careers. You see leaders who are approaching issues in an unsustainable manner, and you watch their influence and effectiveness fade; and you watch other leaders who are able to navigate ups and downs and keep people moving forward even when things are challenging, and you begin to see what approaches really work; and some of the insights I left with likely wouldn’t have been possible without the 11 years of continuity that kept so many variables the same as possible even when it seemed like things were constantly in flux.”

To today’s job-hopping generation, “continuity” might seem strange—for better or worse, gone are the days of staying at a single company for your entire career. But it’s that continuity—along with having access to such a high-caliber mix of colleagues, managers, and reports—that Joe credits with the opportunities, perspectives, and insights gained throughout his career.

Joe’s passion ultimately led to the founding of Witting Partners in late 2019, giving him the opportunity to help fellow energy industry leaders build more sustainable careers via his professional coaching approach that leverages the insights, experiences, and results gained throughout his 15-years in oil and gas. Any writers among the readership will appreciate the play on words with “witting partners.” Joe explains the name:

“The name came from the idea that you want an intentional, committed coach and partner that’s going to help you avoid unwittingly limiting your chances of success in your career. That’s the idea—you want a conscious partner with you on your journey, and the partnership is between me, as coach, and the person I’m working with, to help them become witting participants in their careers and in the lives of their many stakeholders.”

Joe also launched a new leadership podcast called “The Energy Detox” to enable leaders to combat and cut through the toxicity in the oil and gas industry, helping them lead with more clarity, less baggage, and more focus—all with the same intention of not unwittingly limiting their odds of sustained success.

Summing it up nicely (and summoning the stated mission of his former data team), Joe concludes that,

“Effective coaching helps people make better, faster, and more confident decisions…it helps people get to the source of the information, which is often within themselves, and to clean up how they think about things without wasting time on things that don’t help solve the problems they’re facing.”

Potential clients typically fall into two buckets: individuals facing a career transition and organizations seeking executive coaching for their leaders. The demand for the former, which accelerated dramatically in 2020, is not what Joe expected when he transitioned into the world of professional coaching; but even though he hadn’t envisioned spending as much time working with individuals who are pivoting to a new job or a new industry, there is extensive overlap between career coaching and corporate-sponsored executive coaching that benefits everyone he works with.

In a time where attracting and retaining talent is more critical than ever—especially as oil and gas is many times an unattractive career prospect versus tech companies and others with huge salaries, incredible benefits, and none of the baggage that comes with fossil fuels—the insights this overlap provides help existing and emerging leaders take a more sustainable approach to career development, allowing them to mold future leaders who will drive exponential impact and positive change where it’s needed most. Knowing that he’s playing a part in that positive change—and in energy’s ongoing evolution—Joe is confident that he’s chosen the right path and is very pleased with where it’s taking him.

This article was written by Stephen Forrester.