Case Studies


Consolidation of Azure/TGGT/ETG (November 2013)

  • Simultaneous close on TGGT and Tenaska/ETG allowed reduction from 175 to 140 employees
  • OPEX reductions from $45 million to $26 million over 2013-2016 (Holly, Shelby, Legacy, ETG)
  • G&A from combined $18.4 million to $9.7 million over 2013-2016 ($8.7 million/47% reduction)
  • Automation
  • Gas control consolidation to the field
  • Centralized plant controls
  • Technology & communications experts
  • Asset utilization
  • Shut down / put under utilized plants in standby mode and shifted gas to other central facilities

Marlin transaction (February 2015)

  • From 18 to 10 FTE’s operating natural gas assets
  • OPEX from $16.8 million to $7.2 million in 24 months post-merger
  • G&A savings of $2.1 million annually from 2015-2016 (excluding non-recurring)

Capital Projects
Upon closing TGGT/ETG in late 2013 we immediately reduced the capital budget from $35 million (not including well connects) to less than $5 million annually. This was accomplished by using a rigorous economic justification methodology based upon broad technical/operational experience emphasizing the principle that every capital project needs solid “economic” justification.

Sustainable..? – YES

  • We increase operating leverage and make the business “lean” under all operating conditions
  • We train/develop our people to manage costs under a continuous improvement process

Repeatable...? – YES

  • Acquisitions from upstream companies and larger midstream operators will have low hanging fruit
  • Expertise of management team insures execution

Source of Advantage..? – YES

  • Aggressive goal setting to optimize every deal
  • Management/accountability processes
  • Leveraging technology to automate operations and use database systems for management
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