Helping oil and gas companies make bold moves and back them up with the systems, processes, and people to execute.
GET IN TOUCHIn the oil patch, growth is messy. You buy a company’s assets and inherit working interest decks that don’t make sense, production data that doesn’t tie to well economics, and revenue accounting that needs another look.
Most firms will give you a 200-page PowerPoint on how to fix it. We’d rather just help you fix it.
We've worked through some complicated system transitions and merger integrations in the industry. We've seen broken systems, data issues, and reporting nobody fully trusts, and we've rolled up our sleeves to clean it up alongside our clients. But that’s just one part of it. The real value is in building the operational discipline that keeps the same issues from showing up again next year.
Acquisitions can look clean on paper, but in reality, they cause disconnect. We step in to align land, production, revenue, and economics so they work as one connected system again.
Mergers and restructuring complexities can linger for years. We clean up the operational and reporting backbone so volumes, contracts, and financials reconcile and leadership can trust what they’re seeing.
In a price-sensitive market, small process gaps quietly chip away at margin. We help close the gap between the field, the ticket, and the invoice so the work flows cleanly from job site to payment.
Vessel operations and the back office often speak different languages. We help get them on the same page by aligning marine and land crews, maintenance, compliance, and financial reporting so the operation runs as one connected business.
Most consultants talk about "leveraging synergies." We’d rather talk about your working interest decks or field tickets.
We don’t shy away from complexity. We’ll dive into any challenge: regulatory reporting, AFE management, planning and forecasting, modernizing IT, or untangling the flow of information across systems.
From drilling management to asset management, our work spans the full distance between the back office and the wellhead. You'll find us where the work actually happens. We've been on barges helping crews adopt new technology, and in man camps working alongside pumpers to make sure the system holds up in their hands and not just in a demo. We stay until it works and until your team can run it without us.
Client Situation: A rapidly growing E&P company was scaling through multi-billion-dollar acquisitions, but growth was outpacing the organization, processes, and systems. Business functions operated in silos, production data was tracked inconsistently on legacy systems, and AFEs were managed manually. To capture the full value of its acquisition strategy, the company needed to integrate acquired properties, standardize core processes, and modernize supporting systems.
Our Response: Trenegy supported the restructuring of finance, accounting, and supply chain into shared service centers, the consolidation of two legacy production accounting systems onto a single platform, and the implementation of an automated AFE workflow integrated with accounting, production, and the data warehouse. As acquisitions continued, Trenegy supported integration efforts by helping build work plans, track milestones, and facilitate communication across vendors and process owners.
Results:
Client Situation: Following rapid acquisition-driven growth, a major U.S. energy infrastructure company announced a multi-billion-dollar transaction to consolidate several affiliated entities into a single publicly traded company. Leadership needed to integrate the finance organizations, unify disparate financial models, and stand up planning, forecasting, and reporting capable of meeting investor expectations.
Our Response: Trenegy helped build a roadmap for the finance organization, rationalizing legacy reports, metrics, and forecasting models and restructuring partnership-based financials into a public company format. We standardized KPIs, designed leading-practice planning and reporting processes, and implemented a corporate performance management solution to automate forecasts. We supported the finance team through design, testing, training, and go-live.
Results: The transaction closed on schedule as one of the largest energy deals of its time, resulting in a unified publicly traded company with a simplified finance organization and streamlined reporting. Finance delivered more consistent, reliable, and timely information to stakeholders and shifted focus from data gathering to strategic analysis.
Client Situation: A large oil and gas services company was growing rapidly through acquisitions, leaving it with fragmented legacy systems, inconsistent accounting processes, and a bid-to-bill process in disarray. DSO had climbed to 76 days and billing errors were running at 30%. A newly built management team needed a cohesive corporate strategy along with the systems and processes to support continued growth.
Our Response: Trenegy supported the new management team in developing a corporate strategy and maturity model benchmarked against industry leading practices, giving executives a clear roadmap for growth. To modernize core operations, Trenegy supported the selection and implementation of a new ERP along with field training and change management needed for adoption. Additionally, we helped redesign the bid-to-bill process, establishing controls and regional price books to address the root causes of rising DSO.
Results:
Client Situation: Two companies under shared ownership in the energy and marine industry were operating as disconnected entities, running different ERPs, separate payroll systems, and different charts of accounts. Reporting wasn't consolidated, billing and payroll were slow and manual, tools varied by region and department, and there was little visibility into project or asset profitability. Procurement inefficiencies drove unnecessary PO volume, the companies lacked shared governance, and projects and spend happened in silos, which led to missed opportunities to leverage shared capabilities.
Our Response: Trenegy supported a multi-workstream transformation to unify operations and modernize systems. We helped redesign end-to-end operations processes and deployed supporting technology (automation, field ticketing, and a business management tool) to standardize how costs, hours, materials, and equipment usage were captured. We helped select and implement a modern cloud ERP, consolidate payroll platforms, and design an equipment costing framework. We also helped revamp procurement and stand up a PMO governance program to prioritize and resource projects across both companies.
Results:
Trenegy is a non-traditional consulting firm based in Houston, Texas.