EnergySys’ Managing Director, Dr Peter Black, was recently in Houston, Texas, seeking to further expand our business there. In this interview, we get the chance to catch up with Peter, learn about our relationships in the USA, and see what exciting things EnergySys have in the pipeline.
We are delighted to announce the successful migration of core components of the EnergySys platform to Amazon Web Services (AWS). This is a significant change that offers us the ability to accelerate the pace of development of our platform.
“After reading over 57 published articles, and numerous websites and thinly-disguised sales pitches, and thinking about the different implementations and products, the conclusion I reached was, in the end, inescapable. Digital oilfield does not exist.”
EnergySys Managing Director, Dr Peter Black, is bringing his much-debated ‘Digital Oilfield: Ten Years On’ paper to ECIM this September.
Since we created our cloud service in 2009, one of the first in oil and gas and still the leader, we have built and managed our own infrastructure in multiple data centres in the UK. After a year of work, in the next week we’ll be moving our platform to infrastructure provided by Amazon Web Services, and I wanted to explain why.
EnergySys Ltd is delighted to announce the next stage of its expansion into the US. The company has just signed a partnership agreement with Pumpjack Online, based in Houston, Texas, and one of the leading production accounting consultancies in the US. Continue reading “EnergySys Announce New US Partner”
In my last post, I discussed the origins of our company, what motivated us, and the problems we were trying to address. I discussed our primary driver as the belief that it had to be possible “to do it better.” As the company evolved, nowhere was this need for improvement more evident than in oil and gas software, but the path wasn’t easy.
We run a cloud service for oil and gas. Our goal is to grow organically, and to grow profitability not staff numbers. We value a high degree of autonomy, and we operate entirely virtually. We’ve been extensively using cloud services to run our business for over ten years, and now virtually everything we do, from mail and calendar to accounting and document management, is done in the cloud.
However, we didn’t start out that way. Continue reading “A Different Way”
Automation is a tricky topic to cover. While we can provide evidence of the benefits, like the fact that our system allowed one of our clients to reduce a week’s work to two hours, there isn’t really an easy way to demonstrate how it works. Since our automation process is designed to make dramatic reductions in the time spent to carry out tasks, and reduce manual intervention, a demo might consist of nothing more than an email in an inbox notifying the user that the day’s processes had successfully completed. Not a great demo, but the goal of automation is to make everything simpler and more reliable. And the freedom that automation delivers can directly benefit your productivity.
In my last blog post I mentioned performance improvement. It’s a buzzword that frequently appears when researching software systems for the oil and gas industry, but what exactly does it mean?
To me, Performance Improvement is a blanket term for a range of important issues, ranging from operational efficiency, to automation, and data integration.
However, the vast majority of software companies seem to equate performance improvement with “cost savings”, and define this as the primary benefit. Given the current climate, this is undoubtedly important, but is this the only thing we should be focussing on, and where do the other elements of Performance Improvement come into this?
What happens if a company focuses solely on cutting costs? Having had experience within the food industry, I have often seen companies focus heavily on cost savings, particularly when supermarkets continuously push suppliers for reductions. I have witnessed companies reduce their overheads by up to 20%, but still fail. Why is this?
Think back to the controversy in 2010, when Kraft took over Cadbury. Despite promises to the contrary, within weeks Kraft had closed a factory to save money. And it didn’t stop with factories. The US owner, now called Mondelez, tinkered with recipes, packaging and traditions, again in an apparent effort to reduce costs.
Following the important Easter period, it has now been reported that Cadbury lost more than £6m in Creme Egg sales after changing the recipe to include cheaper ingredients. Ultimately, all of the cost-savings have actually lead to cost-failings, by breaking the trust of customers and potentially ensuring that they never return.
If the entire focus of performance improvement is on saving money, a much bigger opportunity is missed. Clearly, the low oil price and volatility of the oil and gas market at the moment makes it inevitable that people are looking to cut costs. But instead of only looking at what they can take away, it’s probably time to look at ways to add value.