Oil & Gas Project Profiles
Representative engagements with SDG's oil & gas clients.
Asset Strategy Alternative
When executives of a large oil company announced plans to develop a large stranded gas/condensate field within a few years, not everyone was on board. Equally compelling arguments were made for alternative strategies.
Growth Strategy
A major integrated energy company faced the daunting challenge of creating value in the high-cost, high-risk Gulf of Mexico deepwater. Competition was intensifying and the company was falling behind, in part because the organization lacked consensus on setting priorities for leasing, acquisitions, target areas/plays, and infrastructure.
Internal Decision Support Training and Certification
Oil and gas companies rely on SDG's world-class Executive Education to ensure that successive generations of staff in their in-house decision support organizations have the competence to address the latest wave of challenges in the industry.
LNG Portfolio Optimization
The executive team at a large multinational oil & gas company expressed concern about the corporation's liquified natural gas (LNG) portfolio. Management thought there could be an opportunity to increase the shareholder-value contribution from its LNG operations.
Mature Business Strategy
A multi-billion dollar operating business had been one of the leading cash generators of a global oil and gas major, and a key contributor to technical leadership and innovation. However, the company’s momentum strategy was to “make the most of what we have." Senior leadership was focused on operations rather than discovering breakthrough alternatives.
Mega-Project Strategy
A major US oil company was wrestling to determine what near-term investments it should make in Central Asia to keep the longer-term pipeline option open. The opportunity was enormous, and would be far and away the largest value creation opportunity in the entire corporate portfolio. But if the corporation invested near-term and the pipeline fell through, the financial impact could be catastrophic.
Mitigating Risk While Capturing Growth Opportunities
An independent oil & gas producer engaged SDG to develop an Enterprise Risk Management program that would identify risks and growth opportunities and to create a full set of business- and asset-portfolio alternatives to create shareholder value.
Oil Field Services
Executives at a leading oil-field services company were puzzled. The industry was clearly cyclical, by why did this company experienced hard times that were seemingly unrelated to the normal business cycle?
Portfolio Strategy
A multi-billion dollar operating business was seen as a key opportunity for growth for a global oil and gas major. The company, pursuing a new deepwater basin, faced numerous conflicting challenges, including too many promising leads to fully test prior to expiry, critical staff constraints, limited drilling rig availability, and the need to efficiently allocate more than $10 billion of exploration and development capital across hundreds of projects.
Profitable Retail Operations
An integrated oil and gas company had recently acquired another company’s retail gasoline operations, and now faced the challenge of integrating company-owned and independent gasoline retailers, streamlining support functions, defining and improving operating standards for retail gasoline sites, and developing sales incentive programs for the front-line retailers.
Value-Based Leadership Program Helps O&G Independent Regain Stature
A once well-regarded large independent was losing its stature. Wall Street’s expectations for the industry had changed, and investors now rewarded only profitable growth and would not tolerate value destruction. For this company, the change triggered five years of stagnant share price relative to its peers. Corporate leaders had tried many approaches to address the problems – without much success.
