As a Japanese standard university student in the 20th century, I entered Osaka Gas as soon as I graduated. I wanted to do something important for Japan with poor energy resources. At the time of my graduation, Japanese oil companies and upstream companies were not well known among university students and I chose a utility company which had established close and good relationships with end users.
Energy projects in Brazil and their sponsors remain virtually isolated from access to competitive international sources of project finance, as they are denominated in USD, which increase the FX risk.
To survive the commodity cycle until such time that the next major mining project goes into construction in PNG.
I started downstream with a 200MW barge-mounted power-plant in 1995 in a country that no one else wanted to go to. Since then the energy industry, downstream & upstream, has been a passion of mine.
Natural Gas, as the compelling substitute for coal, and as the best fossil fuel partner to intermittent renewables such as wind and solar. Shell spotted the opportunity for internationally traded gas earlier than others and as a result has built an industry-leading portfolio.
In the early 1990s, I was a young attorney at an energy commodity trading company in Calgary, and in 1994 we sold that company to TransCanada, where I have been employed since.
After graduating from university I got the opportunity to do an international traineeship with Shell. I spent three months in Africa and was exposed to the many interesting aspects of this exciting industry. I never looked back…
As a business consultant growing up, I spent time in several different industries before landing in oil – or at least landing in fuels as was the case for me.
I am the CEO of Mexico Petroleum Company, which simply means that I am the guy that makes sure the vision becomes the reality. Our management team, which is beyond comparison to any other in the industry, makes my job achievable.
Being able to collaborate with the leaders of this industry to ultimately unlock new opportunities for our clients and promote innovation, development and growth in the oil & gas sector.
I foresee that 2016 and 17 will be tough years for the industry so our key focus areas will be to maintain the balance between revenue and cost and only invest in projects that generate near term free cashflow.
Growing gas market in Asia. New business model for flexible trade supported by the competitive supply sources is the key. Industrial collaboration to create the gas value chain in emerging countries may be essential.
The catalyst behind the move was undoubtedly the way late 2014’s crash in commodity prices forced us to re-assess and rationalize the commercial prospects for certain business lines.
Our current focus at Mitra is on getting to first production with the gas discoveries that have been made in the Malay Basin in Vietnam.