Oil & Gas is at times a fast-paced and at others a slow-paced industry driven by volatile economies. Reacting to the market has been the downfall of many companies and David Banks had a better idea... he wanted to build a team to be proactive - able to respond to a changing industry fast as the markets dictated.
An independent oil company had completed start-up of a new processing facility in partnership with the national oil company in an African nation. The original plan was to execute capital projects with support from the European and Houston offices, but it was becoming clear to site leaders that local capability was needed to assure delivery of complex projects with high engineering intensity.
An independent oil company had completed construction of a new oil processing facility in partnership with the national oil company in an African nation. Reliable performance was paramount in order to monetize the resource and meet demand further down the value chain, but the client recognized this would be a challenge in a new facility staffed by contractors and local team members who were technically untrained.
A national oil company needed radical performance improvement across two major refineries and the marketing organization. Leadership knew that while technology was critical, technical change alone would not achieve sustainable performance.