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Mark: Hey, folks let’s learn something new about the oil and gas industry?
All right. So, you know I always say that let’s learn something new. This is new, but we’re sitting here with BB Denson.
How are you doing, BB?
BB: I’m doing great. Thanks, Mark.
Mark: So, we had you on the show once before talking about your original book which was?
BB: Gary the Go-Cart: Wind Blows.
Mark: And so, we’ll put a link to that interview because that was a great interview, but you now have a second book out, don’t you?
BB: I do indeed. It is Gary the Go-Cart: Carbon Comes Out of the Closet.
Mark: And so, Gary the Go-Cart is the reoccurring character here. What is the carbon out of the closet? What’s all that about?
BB: Well, in the book I have Gary is storing his carbon in his closet and he lets it out whenever he realizes that the plants need carbon to live and his conscience won’t let him continue storing in his closet, so he lets it out.
But, the reason I title the book the way I did is because I realized when I wanted to write a book on carbon, I realized that there will going to be a lot of people who are going to vilify me for it because they make fun of those of us that don’t believe in man-made catastrophic climate change. And, as I was thinking I’m going to come out of the closet and admit that I am climate denier, I prefer to say they’re the science deniers. But I – so that was where the double entendre came from, so.
Mark: Yeah. And so, this is a children’s book to help children understand the truth about things like carbon dioxide?
BB: That’s correct. It’s a very complicated subject and I wanted to take the information that I had seen by seeing countless presentations at conferences with a lot of data, a lot of charts, a lot of graphs, and try and make it simple enough for a kid to understand.
You know there’s a lot of people out there that might be really, really smart people, but they’re not used to reading the charts and graphs and things the way a lot of us in our industry are and we take so much of that for granted.
But, I really – I wanted to just make the points easy enough hopefully, you know, when the parents read this to the kids, then – and I’ve seen some people seen the light bulbs go off and, “oh, that’s what’s that all about,” so that was my point.
Mark: Yeah. So, it’s really cool, you’re now telling the other story that gets drowned out by the people scream the most that don’t understand the science and you’re doing it in a way that children can understand. So now, the children will be better educated on the truth around carbon and carbon dioxide.
BB: Well, yes. I think we’ve had the facts on our side for a very, very long time. The problem is that we do a terrible job of expressing it in a way that most people can understand. I have to apologize for my voice today, I sound like Suzanne Pleshette I’m a little hoarse. And I now know that everybody that’s watching this they’re in their 20’s, they’re giggling who was Suzanne Pleshette, I apologize.
Mark: I know who Suzanne Pleshette is actually. All right. So, this is really cool. And the last time we did this, we got a lot of attention. If somebody wanted to buy your book, where should they go?
BB: You can get it on Amazon.com of course. Amazon has on occasion been playing some funny games with my books. One time they wiped out all of my reviews, one time they cranked the price up to $125, so I have lately been telling people go to Barnes and Noble. It’s tiny bit cheaper there.
But – and you can get it anywhere online, you can get it at your local bookstore, if you order it, or bookstores – independent bookstores you can go and order it. It is print on demand though, so if it’s – if they haven’t already bought a slew of them, then it’s – you have to come back later and pick it up.
Mark: Yeah. So, we’ll stick a bunch of links in the show notes. If you have children, if you have grandchildren, if you have other people’s children you want to help educate here, Barbara’s books are fantastic. They’re easy read, they tell a great story from – from the facts around our industry.
So, go ahead, Barbara.
BB: Oh, I was just going to point out that as I did in my first book, I have a section that I call for The Adults in the Room and that helps explains some of the things I have had. Some people when they first have read my books, they’ll say, I don’t understand why are you saying that. So, if you’re not up to speed on all of the things that these are referencing, then there are some information in the back that helps explain it for the adults so when you’re talking to the kids you better understand it.
Mark: Yeah. So, basically you get two books for one – one cost. So, Barbara thank you so much for being on the show.
BB: Thank you for having me, Mark.
Mark: So, folks I hope this helped. We will see you next time.
Click here for a great story about how we started the number one podcast in the Oil and Gas industry.
Texas Open Innovation. You need to go!
Mark: Hey, folks let’s learn something new about the oil and gas industry.
All right. We’re sitting here with Melissa.
How are you doing today, Melissa?
Melissa: How are you? Nice to see you again, Mark.
Mark: Yeah. Nice to have you on the show again. And so, Melissa, you work with Energy Conference Network and y’all have a very exciting show coming up called Texas Open Innovation.
Melissa: Absolutely. The Texas Open Innovation Conference, we’ve partnered with Lone Star College-University Park to put on this – this monumental event where it kind of brings together professionals in innovation across the state of Texas and – and the nation to foster innovation development innovation strategies in your organization as well as outside.
Mark: And so, it’s a bunch of companies coming together that are actually looking at different ways of doing stuff and this involves technology also different processes different ways to do things and it’s not an oil and gas- focused event, but oil and gas is – will be part of this, right?
Melissa: Absolutely. I mean being in Houston located in Houston we’re going to have a strong presence from oil and gas and energy as well as healthcare, education, and technology among other industries, so we’re really excited.
I think it’s more than ever it’s critical right now for companies to develop and implement an innovation strategy and develop innovation and culture. So, this is what we’re about.
Texas Open Innovation – Oil and Gas Companies Need to Attend
Mark: Yeah. And so, if you’re in the oil and gas industry which you are if you’re watching this, being able to innovate is something that normally we don’t do, but we have to. We’re in this long term hydrocarbon abundant world, the oil and gas industry is fundamentally changing. You have a new technology, new processes, so if you need some help with this if you need some help with thinking about innovation, come to the Texas Open Innovation conference.
I’m going to be there, all three podcasts will be there, Melissa is going to be there, so we’re going to have a whole bunch of people. Melissa, when is it?
Melissa: March 28th and 29th, that’s going to be located at Lone Star College University campus. And that’s just right north of Houston.
Mark: Yeah. And so, if people wanted to learn more about this event, where should they go?
Melissa: The best place to go is www.texasopeninnovation.com.
Mark: Yeah. And, folks we’ll put a link in the show notes so you don’t have to be writing stuff down.
Melissa, as always thank you so much for your time today.
Melissa: Thank you.
Mark: So, folks I hope this helped. We will see you next time.
It’s a rare thing that I rant. But today I must.
Over the last few weeks, a number of friends have sent me emails to point me to articles providing advice to salespeople. Many of these articles are written by people who claim to be sales improvement specialists, the articles seemingly written to provide advice with the real intention of gaining attention. But not just attention from anyone, attention from people who struggle to sell.
The content of these articles range from the simple snake oil that one should “never have to pick up the phone and call a prospect who isn’t expecting their call” to “run for your life, buyers have all the power!” to “Abandon hope all ye who enter here, you are being replaced by a chatbot.”
Motives matter. Intentions matter.
The people who will tell you that you should never cold call were themselves terrible at cold calling, and for them, it wasn’t an effective way to open new relationships. They were terrible at cold calling because they lacked the confidence and the chops to call someone not expecting a call and engage them in a conversation. The intention here is to infect you with the belief that cold calling is a bad idea to get your attention.
I’m not sure why sales improvement experts would suggest to you that buyers are transactional, that there is nothing you can to do differentiate yourself, and that all you are left with is price. If this were true, why invest in improving your sales force? Do you reply need to be more transactional? I don’t doubt for a minute that the people who spew this bunk had experiences that led them to this belief; that’s pretty much the shared experience of all poor salespeople whose lack of skills and abilities prevent them from creating greater value.
I asked Siri to give me the names of the best steakhouses around LaGuardia. She returned me a list of Best Buys. If you sell B2B, you may be replaced by a chatbot at some time in the future. Just not your future.
It matters a great deal where you get your advice.
Was the person telling you that you should stop cold calling a killer on the phone, able to book appointments with a call?
Is the person going on and on about the end of sales as we know it a value creator of the first order with a portfolio of clients that proves they know how to successfully sell in the 21st Century?
Let me sum this up in a rule, if I can. If someone is telling you something you want to hear, something that absolves you of responsibility to grow, improve, and work harder to generate the outcomes you need, avoid that advice.
Look instead for what Churchill promised the English people during World War II: Blood, toil, tears, and sweat. You can’t have the better results you want without working for them, and you’ll never have them if you give up.
Comment to send me your thoughts, ideas, and stories. Hit forward to send this newsletter to someone you know who could use some help avoiding hearing only what they want to hear. Ask them to join us here each Sunday by signing up at www.thesalesblog.com/newsletter.
Do good work this week, and I’ll see you back here next week!
P.S. This Wednesday, November 2nd at 11:00 AM ET, I will be hosting a webinar with my friend Mike Kunkle of BrainShark. This one is called UPGRADE YOUR MINDSET & METHODOLOGY. You’re going to love the two frameworks we put together.
P.P.S. On November 17th, I will be part of the Digital Sales Engine event. This is a conference about using the digital tools for sales, and I am thrilled to be sharing a never-before-seen presentation on INTIMACY AT SCALE.
P.P.P.S. I made a mistake. I launched the book and Iannarino.io at the same time. I am going to relaunch that program this week. Look for the emails. Make sure you watch the videos and download the workbooks before I take them down. I don’t want you to miss this.
Mark: Hey, folks let’s learn something new about the oil and gas industry.
All right. We’re sitting here with Ali and Khizer from Rig Basket. How are you doing, Khizer?
Khizer: Good. Not too bad. Thanks for having us.
Ali: Thanks for having us, Mark. We’re doing fine.
Mark: So, y’all do something actually fascinating something that has been done on paper and done in old school for a million years in oil and gas industry and you’re bringing it actually up the twentieth century. You want to talk a little about what you do?
Ali: Certainly. In terms of our perspective what we’re trying to do is bring more control to the oil and gas base and help people utilize their resources better. Khizer, do you want to add anything technology-wise?
Khizer: So, we’re taking concepts from manufacturing and applying them to oil field operations to help them lean them out more, but in a more automated systematic way. And I can explain the details if people need later, but that’s the gist of it.
Mark: Yeah. And so, you’re actually driving cost down at the same time you’re increasing productivity, that’s like impossible.
Ali: Well, yeah, I mean it came from a lot of insights. I used to work around. Just a bit of background about myself and Khizer can fill in about himself.
I used to work on the well sites and for four years internationally for a big oil food services company. So, I picked up a lot just come moving up the ranks, you know, in terms of the business side, the operation side. And we saw a lot of inefficiencies that we thought we could being from our generation part with software.
Khizer: So, I worked in manufacturing primarily in the oil and gas sector. And we were dong similar stuff, but in a more systematic and arranged way. We were using technique a methodology called Lean Six Sigma.
I realized that Ali did not use that on the field and that improves your operations a lot, but the problem is it’s very manual. So, we came up with the way to automate it, make it more systematic and take projects that may be take six months to figuring out the analytics within half an hour.
Mark: Wow. That’s super powerful. So, I’ve got to ask you a question. How did y’all two meet?
Ali: So, Khizer and I met on nine, maybe ten years now going in college. We went to the University of Pennsylvania, both studied engineering. He studied Economics and then, we went to grad school as well. I didn’t know Khizer that much back in college, but then we work through the same company and then we just got – I got this idea that I want to be an entrepreneur now and I reached out to him as the tenth person actually to doing the company and he was the first person to say yes. So, that’s our story.
Mark: Yeah. That’s a great story. So, automating Lean Six Sigma, that’s — I’ve never heard anybody doing that. Six Sigma has been in this industry for a long time, but being able to automate, does that mean that the people that use your tools don’t actually have to know Six Sigma?
Khizer: Yes. So, the whole goal was to take – so, Six Sigma is a whole methodology. You have your analytics portion and your strategy portion. We’re taking care of the entire analytics so people don’t need to know what different metrics mean. We give that to them in a very visual intuitive ways. So, people need – they have a very short learning curve and it will be intuitive what decision is the optimal for them.
Ali: Yeah. So, what I felt was that, you know, not everyone in this downturn can ex –, you know, afford like a $3,000 consultant coming in and telling them where to cut. So, we said, what if we can use the power of software use our statistical knowledge and our business knowledge and build it into a system that could tap in real time to whatever data you have, run our algorithms and provide you with the insights you needed.
And, that’s what we really felt for, I mean I know a lot of companies are struggling with working capital right now, supply chains being pushed, a lot of departments are being closed. So, we wanted companies to do more request and that’s what we thought we could do with starting with software.
Mark: Yeah. So, if you’re in the oil and gas company and you’re out there struggling and even if you aren’t struggling even if you’re in downstream and your business is on fire, you still need to worry about optimization and performance. Reach out to these guys, have a chat with them because what they’re doing is revolutionary.
If people want to find out more about you and your company, where should they go?
Khizer: www.rigbasket.com. We’re on Twitter, LinkedIn, and Facebook.
Mark: Yeah. So, we’ll put a link in the show notes so you don’t have to be writing anything down.
So, thank you both very much for today.
Ali: Well, thank you again, Mark for having us.
Khizer: Thanks again, Mark. Thank you.
Mark: So, folks I hope this helped. We will see you next time.
A girl I used to know posted a picture of me on Facebook last week. I was probably 19 years old in the photo. I am with my brother, my band’s first guitarist, and the band’s second drummer. This was the Bad Reputation band version 2.0, having lost our first drummer for reasons I can’t remember.
My straight hair had been permed and blown dry upside down. The hair spray of the day was called Aqua Net, and it was really a form of liquid cement designed to hold your hair in place during hurricane force winds. I am for sure wearing eyeliner, a tank top, and a woman’s necklace, two of those items probably given to me by my Mom. Only my left ear is pierced, an act of defiance during my first year of high school when I was forced to cut my hair, and my right ear would be pierced within the year.
This picture was taken at rehearsal. But if you are going to be a rock star, you have to look like a rock star. How else will anyone be able to identify you as such? This is still true, by the way.
The person in this picture is not the person I am now. That person couldn’t be the the person I am now. He isn’t capable of that. We did, however, have a few things in common.
The person in the picture required his band to rehearse every single night of the week. If we were going out to see other bands, we were doing so after rehearsal. If you had a family event, we rehearsed before that event, or after that event. We worked harder than anyone else, mostly because we needed to.
The person in that picture was also taking voice lessons. He was investing in himself and his vision even when he had little to invest. At the time, $35 for a half hour voice lesson was what I made in 10 hours.
The person in this picture was a salesman. He booked every gig the band ever had, including the one we forgot until hours before the show start. Luckily, we heard the announcement on the radio that day, and we showed up to a packed house.
There a few more similarities, but nothing noteworthy. What is more noteworthy is what’s different.
The person I see in that picture had no real vision of what is possible. He is completely oblivious to his true potential. He doesn’t have any real models of success, and it will be years before his mother is a successful entrepreneur. Most of his friends will have dropped out of high school before this picture, and none will have gone to college.
His values are nothing at all like mine. He cares only about his family and his little tribe. He cares about the music. He isn’t considerate, and he is selfish. He operates from a place of fear and scarcity. His tribe is his protection.
His beliefs and his behaviors are unrecognizable to me now.
There was a person that came after this one when I turned 25 years old. To become that person, I had to stop being the person in that picture. Then there was the person that came next, this time at 38 years old. Becoming that person required that I stop being the version of the person I was between 25 and 38 years old. I am different person now.
To become the person who comes after the person you are now, you have to stop being the person you are right now. You have to shed the beliefs and behaviors that don’t align with the next version of you, the better self that is already inside you right now.
- What does the person who comes after the person you are now look like?
- What does that person believe, and what are you doing now that is in conflict with those beliefs?
- What part of you do you have to shed to become the person who comes next?
If you want to see the picture, I’ll post it on my Facebook page at www.facebook.com/thesalesblog. I’ll turn on the live video at 1:00 PM, so stop by and say hello. I’ll also take your questions there.
As always, comment to send me your thoughts, your stories, and your ideas. Hit forward to send this to someone who might benefit from the big idea here, or who might remember the 80s fondly! Send them to www.thesalesblog.com/newsletter to sign up.
Do good work this week, and I’ll see you back here next week.
P.S. This is a huge week for me! It’s the last week for preorders for my first book, The Only Sales Guide You’ll Ever Need. We have done really well, but I need a few thousand more books to make my goal. To that end, your preorder automatically gets you three months of Iannarino Online (www.iannarino.io), worth $144. This, in addition to the workbook. Order now at preorder.theonlysalesguide.com.
P.P.S. We are really working hard on the podcast. I have 4 killer episodes in the can now. Go to http://apple.co/2cy5wtZ to subscribe!
Not all sales conversations end in closed deals–but that doesn’t mean that it’s an entirely losing situation. Learning from these setbacks is necessary for businesses and their sales organizations to grow.
In the typical customer lifecycle, evidence points to 65% of sales being lost due to indifference. Not learning from these mistakes will likely put your reps in the same cycle of nonchalance about getting new business, one of the most important matters for your company.
In the midst of these predicaments, sales managers have the responsibility and authority to steer the team toward more productive approaches. After all, the actions you take after these unfortunate situations determine what you and your team draw from these difficulties.
Is your team in a similar situation? Check out these three productive ways to approach lost deals.
Follow up with the prospect
Making the sale is always on top of any sales organization’s list. It’s the gauge by which a team’s performance is measured. However, there are times that a sale is just not in the cards. Transform this loss into an opportunity for growth–the growth of your relationship with the prospect.
The deal has fallen off, but the prospect is still a prospect. Use this time to build a deeper connection with them.
As a sales manager, it’s best to assign this goal to the person who lost the sale. Besides, they have the most knowledge about what transpired throughout the buyer’s journey. However, there are situations where this might not work; suppose the salesperson is visibly frustrated by the lost deal. If this is so, you have to delegate the task or do it yourself. Whatever the case, have the primary rep introduce the person doing the follow up before starting any substantial conversation. This way, the prospect will not feel like they’re being passed around.
The first order of business is to get directly in touch with the prospect to perform an autopsy of the deal. Yes, it’s fine to contact the prospect and ask why the deal fell through. If possible, meet with them in person at their convenient time. If not, call them over a video conferencing software or over the phone.
Avoid using email for this purpose at all costs. The prospect probably had an equally unpleasant experience–remember, the act of rejecting could be just as distressing as getting rejected–and they may be reluctant to get in touch again. Connecting with them through email gives a big window for them to not respond; it’s too impersonal.
During the meeting or call, make sure that your sincerity clearly comes across. You are not there to convince them to turn their decision around. You are there for two things: First is to get some insight as to why the deal didn’t push through. Second is to continue the relationship with the prospect.
For the purposes of the second point, it’s important to exercise grace and humility, especially when talking directly about their decision. Do not bad mouth your competitors.
Try to provide value whenever you can as they are still your prospects and doing business in the near future still isn’t out of the cards.
Make this post-mortem sequence a regular practice for your teams. Make these calls without expecting the deals to be won back. This is a chance to learn how and what to improve so your chances of winning the next deals go up.
Conduct a post-deal investigation
For high-ticket B2B deals, the sales process is long and sophisticated. The prospect probably talked to several sales reps and maybe even people from other departments. Resources and time have been spent to get their business. To a degree, the team members involved in this big opportunity are probably emotionally invested in the sale.
From the other end of the line, it’s highly likely that your reps have been in touch with several people as well. According to CEB Global, an average of 5.4 people are involved in the sizeable buying decisions.
When a deal of this nature ends with a no, everyone wants to know why. As the sales manager, it is your duty to ensure that everyone is on the same page and understands the factors that contributed to the failure.
The best way to find out is to conduct a post-deal investigation.
Just imagine what happens in a sports team’s locker room after a huge upset. Will the coach be yelling? Saying everything’s alright? Going straight to the game replay?
It depends on the situation.
What needs to be emphasized is that this is a crucial coaching moment. Being sensitive and patient but firm is important.
The key to conducting an effective post-sale investigation is letting your reps and other team members think through the situation independently. Calling them into a huddle just to tell them what you think should’ve happened is ineffective and a waste of everyone’s time.
Go over call recordings, notes, and meeting minutes together. Let the person primarily involved take the lead in examining each step. Ask questions that will guide the team toward making meaningful observations and inferences.
Go over some or all of these:
- Was there a lapse in putting together the prospect’s profile?
- Was it the lack of research that resulted in the failure to use the right messaging?
- Maybe it was a shortcoming on the part of the salesperson handling the call?
- Did they miss buying cues?
- Did they deviate from the sales process?
- Were they not the right person to handle such a call?
- When did the momentum turn?
These questions help everyone see different components of the buyer’s journey objectively. Paired with your sharp coaching sensibilities, these questions help reps turn the negative into positive.
Important note: These meetings shouldn’t be reserved for big deals. Schedule regular review meetings with your sales team. This way, they will always be aware of what to watch out in-call, and they will develop analytical skills that help them better navigate your sales cycle.
Don’t dwell on the lost deal
Losing deals is part of the game.
As a sales manager, you need to ensure that your reps continue to improve their ability to manage their emotions. Even if it was their shortcomings that cost the sale, the best way to move forward is to do some self-examination. Only through this approach will they do a better job selling to new prospects.
If they didn’t answer questions as thoroughly as you wanted, tell them to hit the product modules and ensure they take that to heart. This way, they’ll be confident and able to answer prospects’ questions about the product in future calls.
For the person most accountable for the lost deal, ask them to think about how to build new relationships with new key decision makers, applying what they’ve learned in this particular loss. That said, it’s important to always teach and remind them to think as a team.
Watch out for bad behavior that might come out of the woodwork during this tough time. Ill-mannered acts like blaming others don’t have a place in a sales organization. Helping others recognize their weaknesses and help them improve them is the key to healthy team life.
Dust off your shoulders and walk into the next opportunity.
This is what you have to make your reps understand: The only way to recover from the heartbreak of a lost deal is to sell more.
Dan Sincavage is a Co-Founder of Tenfold and currently serves as the Chief Strategy Officer. Dan oversees the Tenfold sales organization, manages strategic partner relationships and works with key enterprise accounts to ensure their success with the Tenfold platform. He regularly writes about sales and sales management on the Tenfold blog.
Mark: Hey, folks let’s learn something more about the oil and gas industry.
We’re sitting here today with Roger Soape. Good afternoon, Roger.
Roger: Hello, there. How are you?
Mark: I’m doing very well. And, Roger is the past president of AAPL and he’s also involved in NAPE. And, you and I before I turn the camera on have an interesting discussion about when NAPE got started in the 90’s and you were part of that. That’s a fascinating time. Let’s talk about that a little bit.
Roger: Well, I was a part of a big team. AAPL had a group they call their issues management council. And it was a bunch of – a bunch of landmen who got together periodically and it was just kind of think tank brainstorm deal.
The group came up with the concept of trying to do something to stimulate activity. We had people with money over here, we had people with geologic prospects over here, we had the landmen who were – who were sort of the business side over here and we didn’t – we didn’t cross-pollinate very well. And, trying to look in a low oil environment — low activity environment if there was anything we could do to help.
And, some people in that issues management group that were far, far smarter than I am and far wiser came up with this idea. And, I don’t remember exactly how much money AAPL risked to do it, but it was something like $40,000. And, I was of the – I was part of the camp that says kiss the $40,000 goodbye this is the dumbest thing we’ve ever done.
So, I don’t – I don’t claim credit for being any great visionary because I was basically opposed to the idea. But, it was really fun. It was fun to do, it was fun to stage. Of course, history has proven that I was wrong and that the group collectively was right.
I remember world-famous oil operator, Oscar White referring to it as a starving artist sale. It was how he viewed NAPE when we started it because people don’t do business like that in those days. This was – this was taking secret confidential maps and prospect ideas and basically putting them on a wall for people to look at. And we just had never as an industry done business that way.
Mark: Yeah. So, listen to that people, listen to the history of that. Here’s a bunch of people the good idea and in the low crude price environment in the 90’s, they got together and started the fundamentals of what NAPE is now.
So, NAPE has grown tremendously since that time and, but once again we find ourselves in a low crude price environment and a lot of our audience out there is wondering is – should we go to NAPE, should we spend our teeny money to go to NAPE. And, I say they should, but what do you say about that?
Roger: Yeah. I know it’s expensive and I know if you’re an individual and you’re paying your own way that it can – that it can be expensive. But, you can meet in a day people that you would travel all over the country for a year to meet and probably not be able to meet.
It’s just that sort of wonderful synergy of bringing everybody together in one place. And, everybody’s there to develop contacts to develop new business opportunities, so it’s a great place to have a résumé in your pocket and a business card or a handful of business cards in your other pocket and take advantage of that. I mean you got everybody in one building for a day or two a year there’s just not any other opportunities like that.
Mark: Yeah. So, one of the things that I love about NAPE, it’s the only oil and gas event that I go to anywhere in the world where everybody that goes there is either there to buy something or to sell, so you have that energy going on.
Roger: That’s exactly right. And, it’s interesting to sort of gauge the mood in the room from year to year based on what the industry is doing. Of course in 2014, it was go, go, go and everybody will had a – was there for different reason, but I would argue that it’s probably less business done, less real business done in a boom year than there is done in an environment like we’re in now because people are working to create opportunities for their companies and for themselves personally.
And it’s just a different environment. It’s – maybe it’s a mutual support group, but it’s really a good place to be and take advantage of everybody being in one place.
Mark: Yeah. And so, the other thing I noticed about NAPE is you have a lot of people out there have properties, you have a lot of the operators out there and if you’re one of those people unfortunately that has been laid off, there’s a lot of people out there that are still hiring and they’re in that room. So, you have all these people that may be potential employers either now or in the future in one room at one place for a couple of days.
Roger: I think that’s very true. We’re, you know, we’re actually we provide land services to the industry. We do leasing, we do due diligence in acquisitions and divestiture. We’re working on a project now that’s been going on for several months that was a product of winter NAPE last year that we were introduced to some people who had gotten into – gotten into a deal and needed some help with it. And, we’ve had a handful of people working this deal ever since. That was a direct result of NAPE, it was not people we knew until we went to NAPE.
Mark: So, even low crude price environment of last year and this year, there are still deals to be on there’s still business to be made. And, like you said, Roger, you have everybody in one room, you could spend a year traveling around the US spending that money and still not touch all those people you have at NAPE in this one room?
Roger: That’s right. It’s just – there’s just no way. And, people – people that you ordinarily would have a very difficult time getting an appointment with if you were to try to do this is a formal business setting and go to their city and call on them, they are there and they’re one of you and one of us as everybody’s prowling around and rubbing shoulders in the hall. So, it’s a place you got to be.
And, we try to send several of our folks every year, try to make sure our young folks get to go so they get a flavor of what this is all about and begin to see the bigger picture. We all get kind of pigeon-holed in what we do and being able to take a step back and look at international prospects, I mean there’ll be twenty or thirty countries here who are presenting acreage for bid and for development.
There’ll be banks there that are offering financing for people. There’ll be exploration and production companies, there’ll be land services companies, there’ll be vendors, people who do mapping which is really fun. It’s a small town setting because you are getting to rub shoulders with people that you might otherwise have a difficult time getting in touch with.
Mark: Yeah. And then, finally, if like you’re on the fence or you have to go talk to your management and get approval, besides the deals that are being done and besides the fact that everybody’s going there to buy or sell something and besides networking, it’s also a great learning event. Every year that I go, I learn something new.
And so, it’s a way to advance your career even if you’re not on the upstream side of the house and you want to know what landmen do or what operators do, it’s a great place to rub elbows because people there seem to talk freely about their business.
Roger: It’s funny. From the starving artist sale from the time when we went – when we just didn’t show anybody anything to where we are now where people talk much more openly and much more freely about what their ideas and their business concepts are, I learn something every time I go about trends that are getting started, areas that are new frontier areas perhaps, mature areas that are getting attention again, people that have money. And we all have ideas, but money is hard to come by and so, we get the money folks in the room with us which is really fun.
Mark: So, go, if you’re on the fence, if you’re not sure if you want to go, I’m telling you I’ll be there, Roger will be there, a whole bunch of your oil and gas peers will be there. We’ll stick a link in the show notes, so it’s easy to sign up.
And then, Roger I appreciate your time. If people wanted to learn more about you and your company, where should they go?
Roger: We’ve got a website that is www.rasoape.com.
Mark: And, we’ll also stick a link to Roger’s company in the show notes as well.
Roger, thank you so much for your time today.
Roger: Thank you, Mark. I appreciate it.
Mark: Folks, I hope this helped. We will see you next time.
Mark: Hey, folks. Let’s learn something new about the oil and gas industry.
I’m sitting here with Tim Jones today. How are you doing, Tim?
Tim: I’m doing great. How are you, Mark?
Mark: I’m doing awesome. And, Tim has a company called FRCpros and they do some really important stuff in the oil and gas industry, but he’s also a great fun guy to work with. I’ve known him for a long time.
So, Tim FRCpros, what does FR stand for in case our audience doesn’t know?
Tim: FR stands for flame resistant as in flame resistant clothing. We also work with arc rated clothing as well and it is protective clothing that won’t burn in certain flash fire or arc hazards.
Mark: Yeah. And so, in the oil field FR as they’re known is required in a lot of places. And what Tim does is a very unique, I’ve never seen this before. So, Tim actually helps companies make sure they make the right buying decisions when equipping their people with FR clothing.
So, Tim when you work with a client and they may be looking to do what they’ve always done with FR clothing, what’s one of the things you bring to the table they may not think of?
Tim: Well, what I’ve discovered is if you think about the FRC supply chain throughout the industry, everyone that’s who’s working as technical experts that are calling on the oil and gas companies are actually paid salesman who obviously have a bias towards their products.
So, I think with all the layers involved as well in distribution channel throughout the supply chain, it can be very confusing to the end user and how does the oil and gas company know that this is a straightforward message they’re receiving from those companies, not just a marketing message and that’s where I can – I can help them.
Mark: Yeah. So, do you understand what he does, he’s an independent third party person with a bunch of industry knowledge contacts and expertise, so you can make sure you’re not being boozled by some sales guy.
Tim: Exactly. You know I’ve worked for manufacturers as well and I know we all have that vested interest in having to place our product within that customer and I realize that’s not who this – this should work. And, when you look at the supply chain, they’re all kind of captive of each other all the way from the fabric manufacturers to the garment manufacturers even down to the distributors; they’re all beholden to each other, so you’re really not going to get a straight answer from any of them.
And, that’s kind of where I come in to help. I can guide through that marketing spin that every product manufacturer puts on their product helping you make a decision that a lot of times can be even more economical, but also can affect the safety and the comfort of the employees as well.
Mark: Yeah. That’s awesome. So, Tim if people want to learn more about what you do in your company, where should they go?
Tim: They can go to my website. It’s FRCpros.com and they can certainly call me. I’m all over the web. I’m on LinkedIn as well as also Twitter and Facebook.
Mark: Yeah. So, we’ll put a link in the show notes so you don’t have to be writing anything down.
Tim, dude man, thank you so much for your time today.
Tim: Thank you, Mark. I appreciate it and you’ve been a great friend through all this process.
Mark: Yeah. So, folks I hope this helped. We will see you next time.