Active Partnership

Upstream Sector

Oil and gas consulting has been foundational to Carnrite since 1991.

Our engagements have spanned six continents and a multitude of clients – from integrated majors and NOCs to Independents and Private Equity and Hedge Fund-backed companies.

Carnrite Insights

We are on the cusp of the next substantial evolutionary change in our industry. Many of those who went through the lower-for-longer price environments of the 80’s and 90’s are no longer in the industry. This generation of leadership must execute well to survive.

Let’s face it, the oil and gas industry is in the midst of an extended lower-for-longer price environment that began in 2015. Drilling programs have been suspended, and prudent E&P companies will not rush to start drilling again, soon. The E&P industry’s repeated failure to deliver promised returns has driven away many investors, who are increasingly focusing on sustainability risks and value instead of growth, leaving many management teams questioning how to transform their E&P companies for long-term competitiveness and success.

Our extensive oil and gas consulting experience helps clients retool their operating models to leverage technology and redesigning processes to achieve step-changes in operations improvement and asset performance. A shift in focus to the base business and operational efficiencies can generate significant cash flow, when managed properly. Areas of emphasis include: promoting the financial fluency of the lease operator to drive ownership of the assets; redirecting supply chain resources on lease operating expense categories; and optimizing well and facility utilization. As companies shift their focus to base business – building the development portfolio and ensuring execution processes are efficient – they will be better positioned to compete and take advantage of the price recovery, regardless of shape.

Business Decision Optimization

Operations Transformation for an Onshore E&P
Carnrite delivered significant operational improvements and cost savings for a portfolio company emerging from bankruptcy with a high cost structure and declining production base.

Nolan King

Managing Director

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