With over 15 years of experience in petrophysics, pore pressure prediction (PPP), and geomechanics, you have been at the forefront of some of the most critical drilling operations across Nigeria, the Gulf of Mexico, and South America. Today, we’d like to hear your insights on key challenges facing the energy industry and explore how your innovative approaches can help solve them. Let’s begin by talking about safety. What steps can the industry take to further enhance drilling safety, especially in deepwater environments?
Safety in drilling operations is non-negotiable, especially in deepwater settings where the risks are higher due to extreme pressures and complex geological structures. To improve safety, the industry needs to rely heavily on predictive models integrated with real-time monitoring. Advanced PPP models, developed at Shell, allow teams to anticipate and mitigate risks, like pressure ramps or compartmentalized formations, before they pose a threat. These predictive models are only as good as the data that informs them. Regular updates with real-time inputs from drilling indicators and well logs are crucial to maintaining accuracy. Another important factor is cross-functional communication. In high-pressure operations, such as deep water High-Pressure High-Temperature (HPHT) drilling, timely communication between engineers, geologists, and drillers is key to staying ahead of risks. On several occasions, our proactive communication and expert real-time monitoring methodologies have meant early identification of risks, leading to sustained operational safety throughout. Predictive tools, combined with effective collaboration, form the cornerstone of safe deepwater exploration.
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In 2023, the energy industry faced a real-world crisis with the sudden spike in drilling accidents caused by unpredictable subsurface pressure changes in certain offshore regions. What are your thoughts on how the industry should respond to this issue?
The incidents you mentioned were a stark reminder of the inherent unpredictability of subsurface geology. Even with the best planning, unanticipated pressure shifts can occur. The key takeaway from 2023 is that the industry must shift from reactive problem-solving to proactive risk management. This starts with investing in more advanced data analytics and machine learning algorithms that can process large datasets from historical and ongoing operations to identify patterns we might have missed. Additionally, there’s an urgent need for greater data sharing across the industry. Many companies operate in silos, withholding critical data from one another.

However, a collaborative data-sharing platform could be a game-changer. If companies shared well data and drilling insights—especially for regions with known drilling challenges—it could drastically reduce the number of unexpected pressure events. In the Gulf of Mexico, for instance, we have avoided major disruptions during drilling operations due to the vast amounts of available regional data which has been expertly adapted in our drilling plans accordingly.

You’ve been involved in large-scale gas projects in the Niger Delta, which required coordinating inputs from multiple departments. How do you manage the complexities of such projects, balancing technical precision with strategic management?
Large projects are intricate by nature, with various teams contributing to different aspects of the operation. The key to managing these complexities is ensuring seamless communication between departments. At Shell, we have robust project management framework that encourages integration – from subsurface specialists to economic analysts. This approach that also includes daily scrums allows us to anticipate potential bottlenecks and resolve issues before they impact the project timeline. In addition to communication, a clear understanding of project priorities is essential. Technical precision is important, but it must align with business goals. For instance, we had to ensure that the subsurface models not only optimized reserve estimates and drilling efficiency but also fit within the financial framework of the project. Strategic management is about finding that balance – ensuring that each technical decision adds value to the overall project bottom line.

Your quick thinking saved your organization several millions by advocating for additional data acquisition before a costly well intervention. Can you share more about that experience and what it taught you about strategic leadership?
That intervention project was a pivotal moment in my career. Initially, there was pressure to move forward with the operation without further data acquisition. Given the tight deadlines and the costs involved, the decision seemed justified at first. However, I believed that the risks were too high to proceed without more information. I pushed for data acquisition, despite the potential delays, and the new data revealed that the intervention was unnecessary. This experience reinforced the importance of data-driven leadership. It’s easy to make decisions based on timelines or financial constraints, but sometimes the smartest choice is to slow down, analyze the available data, and challenge the assumptions driving the operation. Leadership isn’t just about making quick decisions—it’s about making informed ones, even if they require pushing back against the status quo.

Data is clearly an essential part of modern exploration. What role do you see AI and machine learning playing in the future of drilling and subsurface risk management?
AI and machine learning will revolutionize the way we approach subsurface risk management. These technologies can analyze vast datasets in real time, identifying subtle patterns that would take humans weeks or months to detect. For example, AI can be used to predict pressure changes by continuously analyzing drilling indicators and well logs, alerting teams to potential risks before they materialize. I also see potential in predictive maintenance. AI algorithms can monitor the performance of drilling equipment and predict failures before they occur, minimizing downtime and reducing costs. However, the adoption of AI requires more than just technological investment—it requires a shift in mindset. Teams need to be trained to trust and interpret the insights generated by AI tools, and companies must build frameworks that integrate these technologies into their operational workflows.

Sustainability has become a major focus for the energy sector. How can companies align their exploration activities with global environmental goals?
Sustainability is no longer optional—it’s essential. Companies must integrate sustainable practices into every aspect of their operations, from exploration planning to field execution. One way to achieve this is by optimizing drilling operations to reduce waste and emissions. In Nigeria, we used real-time monitoring systems to minimize energy consumption and manage drilling fluids efficiently, ensuring that operations had as little environmental impact as possible. Another approach is to incorporate renewable energy into the exploration process. Offshore rigs can leverage wind and solar energy to power parts of their operations, reducing their carbon footprint. Beyond operational changes, companies must engage with local communities, ensuring that exploration activities benefit both the environment and the people living in those areas. Sustainability is about balancing economic growth with environmental responsibility, and the companies that succeed in this will lead the industry into the future.

You’ve worked in various parts of the world—from the Gulf of Mexico to South America and Nigeria. What insights have you gained from working in these diverse environments, and how have they shaped your approach to exploration?
Working in different regions has given me a broader perspective on the challenges and opportunities in energy exploration. Each region comes with its own set of geological, environmental, and regulatory complexities. In Nigeria, for example, we dealt with deep water fields where compartmentalization was a major challenge, while in the Gulf of Mexico, we had to manage high-pressure reservoirs with unpredictable salt formations. These experiences have reinforced the importance of adaptability. Every project requires a tailored approach—what works in one region might not work in another. It’s also taught me the value of collaboration. No single team or individual has all the answers, so it’s essential to foster a culture of teamwork where diverse perspectives are welcomed.

Lastly, what advice would you give to young professionals entering the energy sector, particularly those interested in technical roles like petrophysics and geomechanics?
My advice is to stay curious and proactive. The energy industry is evolving rapidly, and the professionals who succeed are those who continuously seek out new knowledge and skills. Take every opportunity to learn—from courses, conferences, and mentors—and be open to working on diverse projects.

It’s also important to build strong networks. Some of the best solutions I’ve encountered have come from collaborating with people from different disciplines. Don’t be afraid to ask questions, share ideas, and step outside your comfort zone. The challenges in this industry are significant, but so are the opportunities. If you approach every project with a mindset of learning and innovation, you’ll not only grow as a professional but also make a meaningful impact.
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