However, actual measureable targets are revised each year taking into consideration different internal and external factors. The Company is supported by a robust statement of financial position and strong operational cash flows.
Oil and Gas Startups: August 15, Howard Boigon Oil and gas startups have been around since Colonel Drake drilled his first well. Much has changed sincebut the industry is still characterized by an entrepreneurial spirit that encourages risk-taking and opportunity-seeking.
So what characterizes a successful oil and gas startup today? What are the factors that can drive success or portend failure? Twenty years ago, only a few private equity firms invested in oil and gas startups.
Now there are hundreds of potential providers, a boon for companies looking for capital but also a risk, as many investors are not experienced in oil and gas and therefore have little familiarity with, or patience for, the risks and cycles of the business.
At the same time, current capital needs of startups are higher. The combination of high commodity prices and technological advances have led to the advent — and dominance — of resource plays, which require large amounts of capital and longer cycle times.
More risk capital is needed on the front end to buy nonproducing acreage and drill expensive science wells. Entry costs are high, horizontal wells are expensive, and the learning curve is steep and long.
And, the very availability of so much capital increases competition for opportunities, driving up costs, making it harder for the little guys to compete.
So what is the basic formula for startup success in this environment? Interviews with successful entrepreneurs, capital providers, and intermediaries generated a surprising amount of unanimity on the basics, with differences in nuance and emphasis.
Twenty years ago, it was about the assets: Now there is universal agreement it is about the team — assembling the right mix of skills, chemistry, leadership, and track record. Asset opportunities, technology and the macro environment all change, but smart operators know how to adapt, recognize opportunity, and capture value in a way that puts them at a competitive advantage.
Cover the major disciplines: Top talent is essential, but effective leadership is also critical in order to manage the talent and create accountability. Team chemistry and integration is also important: Have a focused strategy and business plan.
Design and follow a focused strategy that engages the strengths of the team and gives it competitive advantage. Having specific experience in a type of play, geographic area, or growth strategy creates a dependably positive risk-reward ratio.
Know who you are and what you do best, and be disciplined in sticking with the plan. Remember at the end of the day the goal is to create value efficiently with good returns.
Stay lean, control costs, stay focused. Having skin in the game is an effective ongoing reminder of this point for management. Value can be created in many ways.
The larger equity providers are focused on resource plays but there are still many other tried and true opportunities that have good rates of return. They may not scale the way resource plays scale but smaller companies with limited capital can make good returns applying technology or other tools.
Accurate assessment and management of risk is critical. Risks can involve land, technology, geology, capital availability, operations, availability of services and equipment, regulatory constraints, financial management, and marketing — the entire life cycle of project development.
Know when to get out of an asset rather than putting yourself in a deeper hole. Be open and adaptable. Stay open and adaptable to opportunity and change. Failures are characterized by less sophisticated management teams that are unable to deal with and adapt to changing industry conditions.
In assessing strategies, talk to a lot of people doing different things, be open-minded to let peers and mentors help influence thinking, assess the market. Be open to opportunities. Vision is important — and courage.
Align investors and management.BUSINESS PLAN VISION Acquire oil and gas interests with significant upside potential and limited downside risk. Develop this potential while mitigating the inherent risk associated with oil and gas production.
The geographic area of focus is the Upper Gulf Coast.
He limits capital risk on exploration projects. His experience is that. Starting an Oil and Gas Company – Sample Business Plan Template. 1. Define your business model.
You need to be clear from the outset as to whether you will be operating within the upstream, midstream, or downstream sector. Oil and gas startups have been around since Colonel Drake drilled his first well. Much has changed since , but the industry is still characterized by an entrepreneurial spirit that encourages risk-taking and opportunity-seeking.
(Exploration, Development and Production of Crude Oil and Natural Gas) business, domestic Gas Business, and Environmental and Innova tive Technology Businesses. In the Previous Plan, we have set 3 stages of quantitative targets (1.
Starting an Oil and Gas Company – Sample Business Plan Template. 1. Define your business model. You need to be clear from the outset as to whether you will be operating within the upstream, midstream, or downstream sector.
The Ontario Oil, Gas and Salt Resources Trust (Trust) Business Plan was prepared to fulfill the mandate of the “Trust Agreement” between the Province of Ontario and the Ontario Oil, Gas and Salt Resources Corporation, an entity established by the Ontario Petroleum Institute (OPI).