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Welcome to What the Funk? with Jeremy Funk. A series that highlights the unique personalities within the Oil and Gas Industry and the stories they have to share.
00;00;00;02 - 00;00;31;18
Unknown
All right. We are back on the What the Funk podcast that a Friday here in mid December. My buddy Matt Vivian a high riser in the oil and gas industry right now, just can't stop getting promoted. It's amazing. It's amazing. Great great guy. Matt Vivian, we met a few years ago. We'll get into all of that. We're in that time of year right now where you really want to push?
00;00;31;21 - 00;00;59;15
Unknown
Excuse me? You really want to push, right? Because, you know, you got this inevitable slow down, this break coming up. So it's it's a balance, right? December is a tricky month, business wise. Always has been. It's been kind of a hard month for my business, I think, because it's sales related. I think that our clients, as much as they really want sales and business to happen now, they also kind of just want to chill out and get to the end of the year.
00;00;59;15 - 00;01;17;18
Unknown
And then all right, let's let's refocus here in January. So it's always a quirky month business wise. Always has been. Beautiful day here in Denver Matt you're in the Denver area as well. So you know, I've got to hit you with the first question that I had all my guests with is, who are you, man? Who is Matt?
00;01;17;18 - 00;01;42;26
Unknown
Vivian. Well, good morning, Jeremy. Thanks for having me on. Thanks for the VP and VP team allowing me to be on with you. Yeah. So I think both of us are from Plymouth. Different states. P-Town boys. Yeah, but, not oil and gas states for sure. So maybe we'll get into that more. But I grew up in, Plymouth, Michigan.
00;01;42;28 - 00;02;02;09
Unknown
You know, both my parents were Michigan Wolverines, kind of brainwashed from birth to be a fan and, maybe more of a basketball and hockey fan these days. But they're. Wait wait wait wait wait wait. We. Okay? All right. This was a very interesting week. As a University of Michigan fan, was it not? I didn't want to go there.
00;02;02;09 - 00;02;27;08
Unknown
I should just get smart. But sorry, but we did. But we're in the media and and that's that's not all media is good. Weird. But true. True. Michigan Wolverines and since birth and brainwashed and still a big fan. So. Yeah. You know, both both my parents were very successful in nature of my brother and I to, be very disciplined.
00;02;27;08 - 00;02;50;24
Unknown
You know, we play hard and work hard, but certainly, they were in medical and law fields, and that was not a direction I wanted to go. I was much more interested in how things work and math and science. So I was interested in engineering. So I went to University of Michigan to study, ended up choosing mechanical and civil engineering because I didn't know what I wanted to do.
00;02;50;27 - 00;03;10;27
Unknown
And, you know, interned at Ford Motor Company. Being from the Detroit area, the auto industry was kind of what everybody did. I realized I wasn't really a car guy. I do like driving cars, but that that wasn't really my thing. When everybody talks, all the cool talk is, is about this car and that and this engine and that, and didn't really wasn't me.
00;03;10;29 - 00;03;30;08
Unknown
And so the next summer, I interned that, or the summer prior to that, interned at shell, and had my first taste of actually that was in the chemical side of the business and later jumped into the the upstream side, but really got me hooked on a different type of industry. So probably get into that a little bit more.
00;03;30;08 - 00;03;52;00
Unknown
But, family wise, I met my wife, Caroline at the University of Michigan as well. We were on the water ski team together. So that's not wow, I there's a water ski team. Is that like a competitive Division one sport or club? Not. Not Division one. Admittedly, we competed against a few colleges that did have some scholarships, but we were a club sport.
00;03;52;03 - 00;04;11;04
Unknown
Caroline was the president, and I was the captain in our, last year. And so we spent a lot of time together and enjoy it, you know, being out on the water and and, you know, practices are kind of you with your friends, and you give each other a couple pointers, but then you go to tournaments on the weekend, I'll spend a lot of time together and really short season and and Michigan.
00;04;11;04 - 00;04;28;00
Unknown
But by, October, you know, we were able to go to nationals a few times. And it's an awesome experience. This this is there's a lot there's a lot here. And and I know there's more. And I love the way you're sequentially kind of going through this, but I want to go back. So where is where is Plymouth in Michigan.
00;04;28;00 - 00;04;46;06
Unknown
Like in in the glove. And what was it like growing up in Plymouth, Michigan? Well, since we're on camera, you know what Plymouth is like. You know, the eastern side of the hand. Okay. It's 20 minutes from Detroit or 30 minutes from Detroit. So a lot of suburbs of the Detroit area, you know, it's halfway between Detroit and Ann Arbor.
00;04;46;07 - 00;05;11;08
Unknown
So with the college only 20 minutes away, I would just describe it as probably your traditional suburban, area, you know, went to a, high school of 5000 people on the campus. So that's maybe the one exception is like, we had three different high schools all on one campus, a little bit more like a college. But otherwise it was, you know, pretty, pretty quiet.
00;05;11;10 - 00;05;37;27
Unknown
Somewhat rural, but but a a bigger community. So lots of services and opportunity. Michigan's nice. I've only been there a couple times. I went to a place called Novi for a wedding that's probably not too far from where you're too. I mean, as as I picture it, it can't be too close. Yeah, I yes, and and also went out in September of 2001, which was a very strange time just in general.
00;05;37;27 - 00;06;04;16
Unknown
Right. Because it was, it was after September 11th. And this was when, you know, all the college football games, NFL games, everything was canceled because of the, you know, horrible attacks. And I had tickets and was going to go out to the big house with a friend who was a senior. At that point, I was a senior, drove out from Boston to Ann Arbor, to see the Wolverines play against Purdue.
00;06;04;18 - 00;06;28;23
Unknown
That was really fun. But it was also a little bit surreal because it was like record 111,000 fans today. But there was extra security there was a lot of like, you know, helicopters and flyovers and things like that. It didn't feel probably like what I envisioned it to feel like, just because it was so close to September 11th and you had 111,000 people altogether at once.
00;06;28;26 - 00;06;52;28
Unknown
But it was super fun as beautiful. I thought Ann Arbor was great. Also went up to East Lansing for a day to see a friend of Michigan State, so I could kind of get the flavor of both very different schools. Michigan, much more like a lot of, East Coasters, sort of well-to-do, academically challenging, probably financially, you know, people from different situations.
00;06;52;28 - 00;07;10;10
Unknown
State is a state school, right? So you get like a bigger party vibe and and maybe not as challenging academically, but it was fun for me to see both and, but it was nice people out there super friendly. You got some of that Midwest vibe, even though it's on like the eastern side of the Midwest and Eastern time too, which is always fascinating.
00;07;10;10 - 00;07;27;02
Unknown
I've always thought of a place like that should be central time, but it's not, you know, it's it's the eastern time zone. But anyways, I digress. Back to you. Oh yeah. No, it's a it's a great area to grow up in. Certainly summers are much more, wonderful than, than winters, kind of long winter that, you know, snow stays on the ground for a while.
00;07;27;05 - 00;07;41;24
Unknown
I didn't realize that until I kind of moved to Houston and was out at a living a year later at that, you know, need to have sunglasses every day of the year, you know, in Colorado, which is a blessing that we have. But but do go back a couple times a year and get to enjoy the lakes.
00;07;41;24 - 00;08;05;09
Unknown
And that's that's what it's all about. And so, yeah, I think kind of family wise, you know, my wife and I have been together for 16 or 17 years or married and now, years later, have an 11 year old and eight year old. You know, I think it's fascinating. Which kid has which traits? You know, my son, the 11 year old, he's he's definitely into math and, strong student.
00;08;05;09 - 00;08;25;00
Unknown
I, I, we were talking yesterday. He's moving up in math classes and I'm not a good math teacher yet, so have some room for improvement. And luckily, my daughter has the creativity and and outspoken traits, so it's just it's fun to, you know, follow their endeavors and swimming and all kinds of things these days. So they also like to water ski as well.
00;08;25;00 - 00;08;58;08
Unknown
So that's well, so where it's like Sloan's, Sloan's Lake, like where do you water ski out here. Yeah. So we have a place down, a shared shared place in Larkspur, Colorado. So I have some beautiful views of Pikes Peak and a basically a pond. But do have a water ski boat and, you know, the this summer, my son ran the same course for the first time, which is probably, like, the proudest moment to a dad can have, seeing your kid do something that you like and does the the skills that water skiing require cross over well to downhill skiing.
00;08;58;11 - 00;09;16;00
Unknown
Yes and no. I think you know the same kind of low posture and that probably but it is pretty different. So, I think folks can do either of them. Both are fairly easy to learn. Right. And how good you want to be at it is how much time you put into it is probably what it's a.
00;09;16;02 - 00;09;33;15
Unknown
Do you ski? You guys ski? Yeah, we probably go ten times a year and it we certainly have an epic pass and fight traffic like most people and and love it. And sometimes can be long but it's yeah it's fun to go with the kids. And now my wife is back into it and the four of us will go.
00;09;33;15 - 00;09;53;29
Unknown
And so that's been really cool. Yeah. Do you guys go? Yeah we do. We do. Not as much probably as as I like. And that's just a byproduct of like life. Right. It's it's hard. And I think you've done a good job probably of incorporating it in when the kids were younger. When I met my wife and she was my girlfriend.
00;09;53;29 - 00;10;07;27
Unknown
Both of us are from the East Coast. We both grew up skiing. We both came out here in part because we wanted to ski. So when it was just the two of us, when it was dating life and early marriage, you know, we get passes and we go out like all the time, right? It was like the winter activity.
00;10;07;27 - 00;10;29;03
Unknown
You go out on a Friday evening, maybe stay in a place or crash at a friend's place, ski for a couple days and come back. It was a great, routine that we had down. And then kids start showing up and it gets a little bit more challenging, right? Like, at what age do you start doing it? And then you also have to be there to hold their hand when they fall down.
00;10;29;03 - 00;10;53;03
Unknown
And we're busy and, you know, all that stuff. So it hasn't stuck with all of them. It's sort of like two of them are really into it. One of them's not tried, didn't really land, but we're trying still we're called they're Colorado kids. They've got a ski. I that's how I feel. Yeah, there's definitely a 3 or 4 year window that it's like, not but but as they age, that's the fun.
00;10;53;03 - 00;11;13;25
Unknown
I think kids are about the same age as ours, a little bit older. My, 15, 13 and almost eight. So the last two. But your first one. Yeah, I'm a little bit older than you, sadly. So, so talk about your path from, post Michigan to. I guess it sounds like there was a Houston Stanton.
00;11;13;25 - 00;11;34;29
Unknown
Then inevitably, Colorado. Walk me through kind of early career post. You know, college life. You mentioned shell talk to me a little bit about maybe 20s leading into the 30s. And how'd you end up where you're at today, though? So, right out of college, started in Houston, Texas, with shell. Great place to learn, amazing training.
00;11;35;02 - 00;11;56;26
Unknown
And I think I had 12 weeks of training in the first year. And I also worked South Texas assets, so, not far from where kind of working today, 17 or 18 years later. But that's fun. Full circle kind of. Yeah. This was McAllen. Pharr. So true. South Texas, not the Eagle Ford, but a great group, a great asset down there.
00;11;56;28 - 00;12;14;20
Unknown
And, and so was able to spend a lot of time in the field, you know, working for a company of 100,000 people. My wife was from Denver. You know, her, her family all lived here. And so we'd been there for, a year or two, and she was really itching to get back towards family. We're traveling a lot to come skiing and spend time with them.
00;12;14;20 - 00;12;57;13
Unknown
And so it was able to transfer with shell to the to the Tech Center Denver office. And so they were supporting both Wyoming and Colorado assets. And so, you know, fairly quickly was able to move over there, and start supporting the Pinedale Anticline. So Pinedale, Wyoming, and the production engineer for most of this time, really just focused on optimizing wells and artificial lift and line pressure and compression and, kind of a great learning, learning atmosphere and got into artificial lift more eventually did a little bit of facilities work and, and even a short stint at Reservoir Engineering, but as, as Denver Market as you followed over the
00;12;57;13 - 00;13;22;09
Unknown
years, you know, it's shell was moving out of some of the onshore and kind of relocating folks back to Houston, kind of had the opportunity to, to leave at that time. And one of the other, major operators in the Pinedale anticline was sheep or Questar. So I'd known some folks over there and, took the opportunity when they closed the Denver office with shell to, to go from a company of a hundred thousand people to a thousand people.
00;13;22;12 - 00;13;50;29
Unknown
And, and so sheep was kind of that mid-size, independent. And they were really focused on production and speed of delivery. And so the pace was something that I was really excited to join and got to start working up in, in North Dakota. So the Bakken and oil wells and, and long horizontals and so great learning experience there and able to drive some gas left improvements and change artificial lifts there as well, and do a lot of facility work.
00;13;51;02 - 00;14;09;23
Unknown
And and really was was happy at QP was there around for years and got a call from a headhunter and said, hey, we're looking for somebody that has an experience. Are you interested? And they mentioned that it was in the tech center, and I live down south and in Parker, and it's not the commute to awful downtown, but it's a little longer.
00;14;09;25 - 00;14;34;19
Unknown
And I was like, well, okay, I'm interested, tell me more. And started talking to, ended up being my boss. Marty memory. Which I think you've met as well. And, and yeah. So started as the, the engineering manager for, for a new startup and company is, you know, at the time 40 people or you know, so under 100 with contractors so went from 100,000 to 1000 to 700.
00;14;34;19 - 00;14;53;29
Unknown
And that was it. Yeah. A pretty big shock from, from a lot of things. But on the flip side, it was, you know, understood what to do. And we, we started a work over program and field operations, and, we were able to to, you know, grow another asset and then that journey. So it makes sense, right?
00;14;53;29 - 00;15;12;12
Unknown
Because you ended up in Denver that it sort of went in that direction. But that's also just crazy, right? You start at shell, you get your, you know, real like professional training. They give you a variety of different opportunities. I do remember that tech center office. I remember, you know, you guys had a bunch of rigs in the Rockies.
00;15;12;15 - 00;15;32;25
Unknown
And then of course it did shut down and shop was a good company. A lot of good people, over there, people that are still in the industry, people that have been on this podcast. Do you know the Jared Hoovers and, Jason Reeds and, you know, Adam Cliff skis over at SM energy. He did a lot of the recruiting over there, like good folks, good culture.
00;15;32;28 - 00;15;56;26
Unknown
I think it was also the culture had to shift a little bit because it came from this quest star, which was, a lot of different things, too, all of a sudden were this oil and gas company. And as you know, very different, paced personalities, objectives and all those things. So you had a good run there and then the 40 person company over at Rimrock.
00;15;57;02 - 00;16;20;27
Unknown
And I get it. It's funny with the things that impact and really like shape your career. Same thing with me. It's it's if you're going into an office, it does make a difference. If it's somewhere that's 12 minutes from your house or 40 minutes each way, especially when you start having kids, that's another hour every day that you might or might not be with the kids or more, it matters.
00;16;20;27 - 00;16;36;04
Unknown
Right? And it's kind of what you want to take in that call or continued to call. If it wasn't that spark that was like, okay, well, hang on, let me hear you about this. Yeah, there was another downtown company. Might be like, I don't know, right? But instead it's like, hey, you're kind of I kind of in my backyard, talk to me.
00;16;36;07 - 00;17;07;24
Unknown
40 person company. You go over to Rimrock. Well, what was it like? Like that? That is a major shift going from 100,000 to 1000 to 40 people. Yeah. I mean, luckily it wasn't in one jump, right? So, you know, as we'll come back to in the the onshore subsidiaries, around a thousand people. So you know, there is a right size there in the middle, not to jump to the chase, but you know, when you started a startup, as you know, can be one of the most challenging things you ever do, and but also the most rewarding, right?
00;17;07;26 - 00;17;27;09
Unknown
Experience some things. And, you know, to to achieve greatness, you kind of sometimes have to stumble and be in a struggle. And, and, you know, all those perceptions about the startup I think I would describe ours is pretty similar. Is like, you know, there's days where I shared an office with my boss and we worked these hours and never thought it would end.
00;17;27;09 - 00;17;54;14
Unknown
And, you know, you get home and the phone would keep ringing and you had problems at the rig. And, you know, it's stressful from a personal life standpoint as well. And, you know, at times you just were like, I don't know if I can do this and I want to quit. And it took a while to get through that and build out the right set up in the right people and the right team and processes and, but you get through that in and then you see light on the other side of the horizon.
00;17;54;14 - 00;18;15;04
Unknown
And I think we built one of the best teams I've ever worked with. And you really learn what excellences. And because the team is so small, you you know who to talk to. And it's really easy to create change and make things happen. And so, you know, when I think about my career, it's like it's kind of the culmination of bringing all the things that, you know, you want to do together and you're empowered to do it.
00;18;15;04 - 00;18;39;07
Unknown
And it's only you to, to rely on. And if you're betting on yourself, it's it's it's awesome if it works, and certainly, you know, it was it was really cool to motivate the team and drive results. I think everything that you just said I agree with, I would say the caveat there is the problem with startups, at least in my mind, is like everything you described, I've felt, I've lived.
00;18;39;07 - 00;18;56;20
Unknown
I agree with I'm sort of there now. I think that you can't be a forever startup, though, and I think that's what leads to real problems for people. Like there has to be a phase where you start to evolve and processes come in place and you don't do everything yourself. If you're truly a startup and you stay at that size forever, it's just exhausting.
00;18;56;20 - 00;19;17;09
Unknown
And then people burn out and they leave and they find a job at a, you know, KCP or BP or whatever, right. And I think that's the fine line right. It can only go on like that for so long until you start it starts creeping into your personal life in a bad way. Yeah. And we were always more lean than we'd like and, you know, hired some extra people that we knew were for sale.
00;19;17;11 - 00;19;42;11
Unknown
And, Exactly. So, you know, at times we figured out how to make it work in the third and fourth year. But, you know, it was, you know, I didn't get rich doing it when when Rimrock sold. So it's like, well, what are we going to do next? But look back and it's like, one of the coolest things that, you know, shapes kind of the way I am about cost, structure and efficiency and, and some of those things.
00;19;42;11 - 00;20;06;16
Unknown
So, ironically, an incredibly invaluable skill to apply to a bigger company. Right. Because because you're used to like having to do it by not only the seat of your pants, but like a, a very thin line from what can go wrong and what you can spend. And the impact of a poor decision. So applying that mindset to a bigger company that yeah, maybe there's a little bit more of a buffer.
00;20;06;18 - 00;20;24;12
Unknown
But if you operate in a way where you're maintaining margins and operating efficiently, you know, you're probably going to stand out in comparison to your peers or maybe other different groups. So hopefully a lot of those lessons are things that you've applied to. Talk to me a little bit about the the time frame that we're talking about.
00;20;24;12 - 00;20;49;16
Unknown
So, so when did you ultimately leave Rimrock? What was the what was the sale? And, did you go right from there to be like, what was when are we talking about? This was after Covid. It would have been 3 or 4 years ago. You know, the the sale was announced, at is pretty quick. It was we were purchased by Devin and there was a 30 day close and that was it.
00;20;49;18 - 00;21;11;16
Unknown
So hadn't had it had, you know, even though we'd been talking about it for 2 or 3 years, hadn't had a lot of time to process. It was summer. So was spent a longer time up in Michigan, kind of enjoying the lake. Did my first fourteeners, a hike in Colorado that, that fall? It's it's really just sometimes didn't spend the time to do that and say, you'll do that with a friend.
00;21;11;19 - 00;21;35;21
Unknown
But started kind of going, you know, reaching out to the network, built a lot of friends and Denver and other groups and, you know, really started, kind of looking at three different options. One was consulting in the ESP world. So talk to Jeff Wiggins and, and Wiggins Consulting and started doing some work there, and helping others with the ESP programs, which just was really exciting.
00;21;35;21 - 00;21;59;02
Unknown
I had always had an entrepreneurial interest. And so was looking at starting my own oil company. And so I think that was that was the other direction, which is totally different than the one. But but maybe those two could work together. And so I put some offers in into, you know, one eight figure offer with bank financing and help and, and some separate investors.
00;21;59;02 - 00;22;16;01
Unknown
And, you know, that was something I was really passionate about. And then on the flip side, you know, was kind of had applied to some other roles, and, and all three or so different that it's, you know, at the end of the day that it was a, it was not quite a year. But, you know, 6 to 12 months.
00;22;16;01 - 00;22;39;20
Unknown
And the consulting business was growing and I was seeing some traction with, with, you know, getting the second round and some, some projects. But ultimately the, the offer to be an ops manager, running an Eagle for an asset of the scale and size, with a reputable company, you know, really, really brought me in and so that was the, the the time that was three years ago in October.
00;22;39;20 - 00;23;02;08
Unknown
So I, I actually so I didn't know all that and isn't in some ways that like the perfect encapsulation of your career. Like is it do something really small, do something in the middle, do something bigger and see which one of these things lands, you know, and ultimately be, which has, you know, the the office is not located right downtown.
00;23;02;08 - 00;23;24;19
Unknown
You're on the other side of the bridge. So it's a beautiful office, beautiful location, super cool. Culturally, high energy, I'd say a little bit, probably maybe younger, mid career. You know, Kyle Coons as the, CEO. I met him when he was at La Norman and was like, you know, VP, a young, like VP of ops type.
00;23;24;21 - 00;23;43;02
Unknown
But you could tell he had like a fire in his belly and was not afraid to, embrace change and new technology. And La Norman in general had some, some really fun folks. I was just thinking about that the other day out in OKC. So it's been fun to follow his career path and see his mug on the front of like, you know, the Nape magazine and all that.
00;23;43;02 - 00;23;59;20
Unknown
I'm like, I know that guy. You know, I'll see him at a show and say, hi. I'm like, you probably, I don't know, maybe he likes me, maybe he doesn't. Maybe I sold him a bag of goods. Maybe he thinks I'm great. But nonetheless, it's cool to see, like, somebody who, you know, you saw earlier in their career and their career start to grow similar to you, right?
00;23;59;24 - 00;24;18;21
Unknown
So I think that there's there's a theme over there where these if you're willing to work hard, embrace change. And, you know, maybe even in some ways challenge the status quo. Like you can build out a strong career at a place like BP, you know? So. So you've been there for. Oh, sorry. Go ahead. Oh, yeah. I was just going to add to that.
00;24;18;21 - 00;24;47;18
Unknown
And it's, you know, the cool part about 100,000 and 1001 hundred is like working at it feels like a thousand person company. Right. It's a hybrid. You know, we work for a large global company, but we operate like a midsize independent. And and employees are truly empowered to identify the problems, propose solutions and and implement them. Right. And so over the three years that I've been the transformation, you know, with leadership and with change and driving towards top quartile.
00;24;47;18 - 00;25;10;24
Unknown
And as you talk about Kyle, like he's been on the he's been publicly talking about, you know, where we are top quartile and each of the basins that we are and and multiple metrics and you know so the journey it's about value and you know about safety and and how we deliver production and cost. But it's it's been a fun, fun place to, work and drive change and grow a team.
00;25;10;24 - 00;25;28;29
Unknown
And so, you know, I think really just like it's an honor to lead the flagship asset for the Eagle Ford with that team and and a growing team, we, you know, doubled in size this year. So it's been it's been a lot. But it's been a ton of fun. Well yeah I, I want to get into sort of your personal, you know, journey there and otherwise.
00;25;28;29 - 00;25;59;04
Unknown
But but if you could like what is the BP relationship like hey you know obviously people know British Petroleum huge international major. Right. And then you guys just have this little X at the end of it. Like what is it. What's the what's the tie. How do you guys work in relation to the the mothership. You know, we have a local leadership team and we update that team on a regular cadence and we kind of do quarterly results, to that team, which we do roll up to BP's quarterly results.
00;25;59;04 - 00;26;19;17
Unknown
And so, you know, I think we've seen a lot of the, the, the BP executive leadership, spent a lot of time and, you know, we're we're around 20% of the total portfolio. So there's a lot of interest in and what we're doing. And, you know, the onshore assets are something that can be flexed up and down a little bit more.
00;26;19;20 - 00;26;50;01
Unknown
That the relationship is good. I think that, you know, we've, we've we're onshore. So we have a different, different asset base and a different culture. And you know, risk profile is different. So we're able to sometimes, you know, do things and, and have our own, set of operating principles and operating manual. So, you know, everything is a risk based approach and trying to find the right size that balances what's right for BP and the, the public company.
00;26;50;03 - 00;27;10;09
Unknown
But it's yeah, it's it's a supportive environment, I guess is really the conclusion there. That's, that's the impression that I get at least externally is, is your it seems like you guys operate on your own, but obviously there's a tie to the bigger ones. So too like do you ever go to headquarters like like BP headquarters London or is it really like, hey, just go run your company and do do what you do?
00;27;10;11 - 00;27;37;12
Unknown
Yeah. I mean, a lot of our team has been in, in London regularly and, you know, whether that's with Murray or Gordon's leadership team. And there's been a lot of workshops and there's a lot of work in BP to, you know, how do we find the best culture and, and some of that entrepreneurial spirit and, and small style running teams from the BP, you know, you're seeing more of that rewarding folks for value and performance.
00;27;37;15 - 00;28;03;24
Unknown
Going over to BP. And so I think there's a lot of info sharing going on, right now and, and a lot of, a lot of touch points. So it's been there presented to Murray a couple months back. And there's there's excitement about what we're doing. So that was really fun to to see and hear. You asked about so so I know like BP question and I'll talk a little bit more about your eagle shirt and sort of production related work.
00;28;03;26 - 00;28;24;06
Unknown
Like do people from BP ever go to BP? Like does it, does it, does it make a difference? Like if you are in the umbrella to actually move to the broader BP, or is it almost viewed as like you're you're kind of a this separate entity and you have to throw your hat in the ring like everyone else.
00;28;24;09 - 00;28;45;15
Unknown
You know, if you're to look for a job at that broader BP. Yeah, I mean, there's a lot of folks that have moved both directions. Right. And so I think the desire is to continue that, that momentum and, you know, share different ideas from different assets and areas. And so I think, yeah, it's it's encouraged. And I think we'll see more of it go forward.
00;28;45;18 - 00;29;05;19
Unknown
Love it. So yeah, let's go back to when you started at BP, I think you were, were you an individual contributor at that point? Like a production engineer? Given a subset of wells where you were you brought on to manage a team, was it all equal for then? Give me a sense of like kind of the evolution the last three plus years for you professionally at, at this company?
00;29;05;21 - 00;29;31;16
Unknown
Yeah. So I came on as the production operations manager. So it's kind of three teams. It was the the work over interventions team, was the engineering team and then the field production team. So the superintendent with, with our field operators and technicians. And so there's a, there's a large team. And, you know, we were able to to make some improvements on, on work over costs and we were able to drive some of the deferment down.
00;29;31;18 - 00;29;51;10
Unknown
There there had been a lot of process safety improvement projects that were just wrapping up, which was a great time to join. And, and the team was really excited to, you know, focus on value. And, and we were able to improve, improve results. So that that was kind of really the fun time is like a lot of the integrity and improvements were in place.
00;29;51;12 - 00;30;11;16
Unknown
You know, so we were able to move quicker on, on some of the stuff that I find fun. And it really seems like the team jumped all over that and that that's the place to be at all. Right. So you've continued to evolve within your career. Sorry, my daughter was saying goodbye. I'm just going to school. Let me see if you see my head now.
00;30;11;17 - 00;30;35;21
Unknown
Yeah, yeah, it's that time of day over. So your your career continues to, to evolve. You're at you've you've kind of grown your own personal profile. I'd say probably internally, but certainly externally via via LinkedIn. You guys have watched 1617 hundred. How many wells do you have like under your purview today? And then I want to hit you with a question right after that that I'm really eager to get the answer to.
00;30;35;21 - 00;31;00;27
Unknown
But like, how big is the asset base that you manage today? Yeah. So so now it's a little over 1400 wells. And I think, you know, 169,000 boe day is the stated number. So, so like, how do you do your job? This is always fascinating to me when it's somebody who's like, you know, effectively an executive, you're overseeing all of these different things.
00;31;00;27 - 00;31;29;19
Unknown
There's probably constant fires. You're balancing like, you know, field offices, remote workers, blue collar, white collar headquarters, corporate downtime, safety. Like, how do you know what to prioritize when you come in to work every day? I'm just curious from your seat, like, how do you how do you do it? What is it like, man? What is your job like as the, you know, kind of the lead over this, asset for production?
00;31;29;22 - 00;31;59;06
Unknown
Yeah. I'm trying to condense that into a few thoughts. I think the the one surprise that I started three years ago, was that it? It was kind of a top down organization. And what leadership said is what folks did. And, you know, you kind of follow the goals. And how do I do that? And and I really struggled with that when I started because you and I'm used to where the field says, this is what I need and we help support that.
00;31;59;06 - 00;32;29;19
Unknown
And, and there are some of that in the culture. I don't want to represent it incorrectly. But but we quickly talked about it's like, well, what is the operator think the priority for the day is, you know, they know their 30 wells better than anybody else. And how do we support them with what they're asking? And so I would say pretty quickly, we we shifted the to you know, to answer your question is like what is each operator's goal the day what is each you know, maintenance techs call the day.
00;32;29;22 - 00;32;46;05
Unknown
You know there's were more scheduled and projects based. But but for the operator, for the foremen, you know, they update their production every day and have, you know, compared to their budget on a daily basis. And, you know, just look at the deviations and where there's an issue and then, you know, do that at the, the field level.
00;32;46;05 - 00;33;06;29
Unknown
And then so I could look at it at the whole asset level and, and understand where there's challenges and where there are. And so, you know, we built a daily report that's no different than that other companies. But you know, it shows up in your inbox before 6 a.m. and it flags the, the deviations to budget and where there's a deferment spike and what the downtime code is.
00;33;06;29 - 00;33;24;20
Unknown
And, you know, make sure we have a plan for each of those things and that kind of daily management from the bottom up. And then, you know, from a bird's eye view of the like, where are the numbers starting to get out of line at times or need support. And we need another resource. Yes, I would say we have kind of both.
00;33;24;20 - 00;33;41;19
Unknown
It's a hybrid of like bottoms up, what do you need. And from a top do the numbers match what the budget is and and our goals. And so you know, from a safety or from production or from cost, you know you're looking at that it might be more weekly or monthly and some of those. But you're you're tracking them in regular time.
00;33;41;26 - 00;34;00;23
Unknown
And where they start to deviate, you look into it and you ask questions and you build an improvement plan. Right. And so it's generally, you know, I'm looking at a longer horizon and now more strategic and setting, setting the goals for the team. Right now you talked about how busy this time of year is. It is a stressful time because you know, you have time off and holidays and and that.
00;34;00;23 - 00;34;23;16
Unknown
But we're also like closing out the 2025 year. How did we do. And performance. And we want to make sure everybody's really appreciated and gets credit for the work they did. And then we're setting goals for 2026. And I find that the most, you know, setting ambitious goals but realistic right. And then building a plan oh smart goals whatever I think that's the most important thing is that, you know, we have a large organization.
00;34;23;16 - 00;34;42;11
Unknown
And how do we get everybody singing from the same sheet of music and setting, you know, some level ambitious goals? You know, and improvements and safety. So it's like the culture and the, you know, the relationships with the service providers. And how do we, you know, listen and we show data and we we work to improve that.
00;34;42;11 - 00;35;20;19
Unknown
So it's sometimes it's a lot. But on the flip side, we have great people. And you know, we're empowering them at each level to what do you need. How can we help you do that and go do it right. So yeah, there's a okay. So there's a lot there and there's a lot that really resonates with me because you really just encapsulated one of the challenges that I deal with every day, which is you, you want to work on the business, which is the strategic goals and the overarching metrics and, client retention and, sorry, like people retention and safety and all of these things.
00;35;20;21 - 00;35;35;07
Unknown
But then like, you literally have to be in the business every single day. You're getting a report at 6:00 Am and all right, what's the problem with this? Why is this way under production? This should be producing 100 barrels a day. It's reducing 20. What's going on? You know, so to balance that, it's it's hard. It's like two different parts of your brain.
00;35;35;07 - 00;35;54;13
Unknown
And I deal with this all the time. Like I want to be strategic. I want to work on the business. But if you don't work in the business, then there's no on the business, right? So it's a balance. I've always wondered with people like in not just in your seat, but also in the field, like you're still getting these daily reports on Christmas, like on New Year's, right?
00;35;54;13 - 00;36;25;12
Unknown
Like there's like really how do you how do you mentally step away and not check at 6 a.m. every single day? Or just do you like, is that just part of the culture of being in your seat? Yeah, I think I'll answer two different answers and they might conflict. You know, when you work at a startup and there is nobody else, you're accountable for everything on the weekend and there's not, you know, we we had we had production technicians and, and optimizers that work the weekend that made the call on most things.
00;36;25;14 - 00;36;43;13
Unknown
And, you know, that's why you this really where you taught to empower like, hey, you know, you look through the wells and send out what you're going to do for the day and what your priorities are. And then I can just I was able to just check that and say, did it have everything? And I'm aligned. And so instead of like doing the work, you're just like, okay, we got everything.
00;36;43;13 - 00;37;05;20
Unknown
It's a great plan. And so over time, you know, by you trust the folks that you work with. That do I look at the report on the weekends. Yeah. And do we still have a little bit of communication on just the big stuff? Yes. So, you know, some people were surprised by somebody like me that you're in the details and you ask about things on the weekend, and it's like, well, the guys are working.
00;37;05;20 - 00;37;26;09
Unknown
So it's like, you know, I carve out 20 minutes in the morning, 15 minutes in the morning to look at things, and if I do that, there's less stress. And then on the flip side, though, we have a full team. And so, you know, I take the five weeks of vacation to get a year. And, you know, we rotate who kind of reviews stuff in the morning and, and kind of dispatches and, and orchestrates some of that.
00;37;26;09 - 00;37;43;25
Unknown
And, and so we have, we have a structure for that that works really well. And you know, and review the the key stats on safety and production in in five minutes. Really. Right. So it's like it's only by exception that you're looking at stuff. So most of the time on the weekend or over a holiday, it's like everything looks really good.
00;37;43;27 - 00;38;00;12
Unknown
So, so it's a little bit of like the people are surprised that you need to be in the details, but you need to manage from a big picture view and, and you have to do both. And I think, you know, some people sometimes struggle with that uncertainty. But we're we're really working hard to train. But to train to manage both.
00;38;00;16 - 00;38;18;21
Unknown
Does that make sense? Yeah. No I you real I there's just so much here that that is similar to my life where. Yeah you're, you're, you're in the weeds. But you also want to be able to take a step back and empower people. You have to trust the people that you're working with. You want to see them grow.
00;38;18;29 - 00;38;37;26
Unknown
There's also an element of, at least for me, especially when I was younger in management, over watering the tree. Like sometimes you just need to let it get some sun and some rain and let it grow, right. And all of a sudden you're like, oh my God, look at, look at this. The tree started to grow and I didn't have to like over water and watch it every single day.
00;38;37;26 - 00;38;59;23
Unknown
And maybe that's how people do grow, right. And I've been guilty of that in the past as well as we've all and still use coaching on that today from our team. So. Right. It's like how do you how to find that balance. You have to be clear on when and what requires escalation. Right. So yeah. Yeah. Well I really I don't know, I got I've always gotten a good vibe from you like I think that you are.
00;38;59;29 - 00;39;20;10
Unknown
Well you've got the V-I in your name, so you have to be a, you know, a vibes guy, right. But but I think, you know, you've, you bring this element of, of calm to, you know, what can be sort of a, a high stress role and organization. And I, you know, I see it from the production standpoint.
00;39;20;13 - 00;39;46;23
Unknown
You want to keep the train on the tracks, but that's not enough. You also have to be able to just slightly give it enough threes to increase the speed of the train, 5% or 2%. And how do you do that? Right. Like, is it is it, you know, gas left type. Is it some different chemical. Is it you know, I mean there's, there's like little things that you have to do.
00;39;46;26 - 00;40;18;12
Unknown
I'm sure that can increase production because inevitably all of these wells have steep decline. So, you know, how do you maintain or grow production when like mathematically, they are the numbers are going down every year, right? Yeah. And I think that's the piece we you're you're a technology guy and that's how we've connected to the past I think I think that's the, the, the last element outside of people and the right goals and the right vision is, is how do you apply technology in AI and and work more efficient.
00;40;18;12 - 00;40;40;05
Unknown
Right. And we talk about red work reduction. We talk about, you know, getting more out of each person. But it's, it's how do you automate the tasks that are cumbersome and annoying. And that's one thing that's been really good on our team, using the new tools. And, you know, maybe that started with simple stuff like Microsoft 365 and Copilot, and now we're kind of jump into the next level in that space.
00;40;40;05 - 00;40;57;16
Unknown
So, I mean, it has to start somewhere, right? I mean, and I think that's that's copilot in my mind is like and they know it, they're behind, but they're still like when I'm in in the, you know, office. 365 when I'm in the, you know, a word, doc, I'm using copilot. Like I still lean on it. You want to create a job description copy.
00;40;57;19 - 00;41;18;06
Unknown
That's pretty good. You know, I mean, there's but for bigger picture things, I'm generally more of a chat GPT guy or even Gemini within the G suite, which we use as a smaller company. Yeah. I mean, to my wife's frustration, you know, we were writing talking points to go meet with the principal about moving math classes for my son, and I use, you know, asked AI to write.
00;41;18;08 - 00;41;36;07
Unknown
And it was like, actually, it was great. It takes one little thing and it was effective. And so it's kind of amazing sometimes the things it can do. And, you know, I think the same thing at AI work. So it's. Yeah. So speaking of like family and outside of work, you hinted at this a little bit like but what do you do for for fun.
00;41;36;07 - 00;41;51;29
Unknown
Like when you are able to just say, all right, things are under control, no fires to put out. I'm going to put my phone down. I'm not going to get on my computer. You got some young kids, got a wife. Like, what do you what do you do? What do you do for fun? Work is and everything 100%.
00;41;52;03 - 00;42;07;26
Unknown
I mean, certainly work hard, but we believe in playing, playing hard. And my wife and I always, you know, try to leave one night a week that we do things for ourselves. And for me, it's like Sunday nights playing ice hockey, you know, stuff that I picked up in my 30s. And so I'm not good at ice hockey.
00;42;07;26 - 00;42;28;20
Unknown
And it's but but it's something that's, you know, really fun. It's good physical exercise, but you also get to spend time in the locker room before and after the game. And, you know, that's that's a great one. It's usually in the evening. So it doesn't interfere too much with with the family life. You know, that's that's one, you know, certainly my wife accuses me of too many hobbies.
00;42;28;22 - 00;42;53;10
Unknown
So whether it's watching football or building Legos or water skiing or, you know, yeah, you know, working out there's, there's, there's all different kind of kind of fun. I. But summer, winter kind of shifts a lot. So. Yeah. But you're, you're I mean, you grew up as did I. Like a pretty stark contrast in summer versus winter here at least there's a little bit more balance.
00;42;53;10 - 00;43;15;14
Unknown
Like, you can do a lot of things year round, but it's not like you're about to jump out on the lake here in the mid-December. And water ski with your boy. You'd be well if you did. You're crazy. So please don't. Well, we're we're about to start our pond hockey season, so playing with my son and a family and and so that's that's the cool part is the the water ski lake becomes the hockey rink here in the next few weeks.
00;43;15;14 - 00;43;33;08
Unknown
And every Saturday, that's what we do is kids are out and adults and kind of like a pick up game. So yeah. So you know, do you, do you get a chance to go back to Michigan. And I'm assuming when you go back, like you'd prefer for that to be in the summer, in the fall, but do you get a chance to go back and get some of that.
00;43;33;08 - 00;43;55;02
Unknown
You know, Michigan, pure Michigan. It was out there. Yeah. Yeah. That's the I mean the last few years have been able to go back for kind of three weeks. And we do have a little bit of remote work. So have have done some remote work now that we have fiber line and that the place we go and or just take a couple weeks off, but we are we are also going here in in two weeks for a short stint over Christmas.
00;43;55;02 - 00;44;21;04
Unknown
And you know, if there's enough snow, which they they have a lot. We'll rent some snowmobiles and, get to be out outside too. This in true winter where maybe you have more of a white Christmas than it looks like we're forecasted here. So, yeah, the summer is is probably the best, but but winter up there and especially if we go to Northern Michigan for that, much near the bridge and Upper and Lower Peninsula and, and they, they're kind of like a little snow belt there.
00;44;21;04 - 00;44;55;16
Unknown
And so snowmobiling and outdoors are people love that that season. I mean, you're basically in Canada, they're like, if you just look at the parallel, right, like latitude wise or you're pretty much you go east, you go to Canada. But yeah, yeah, north. You just keep driving in Michigan forever. Yeah. It totally, yeah. So, so last thing I wanted to touch on is it's also, you know, something that I've observed with, with you is like, you've you've been more active on LinkedIn lately, and it seems like you're getting good traction, like, you know, people liking your posts.
00;44;55;16 - 00;45;20;12
Unknown
And, and I think you generally have like an upbeat and positive nature to your post, which is, I think part of why people enjoy it. And I think you've struck a pretty good balance between like, blowing the company horn and then also like things that are important to you, like what sort of prompted you to because you weren't always that big of a LinkedIn, maybe more of like a comment or a like or, you know, a direct messenger.
00;45;20;12 - 00;45;49;19
Unknown
Now you're more of like a poster. So what what changed? Like what inspired you to suddenly become this guy who's got this, like, building his own sort of persona and LinkedIn following? Yeah. Well, first, thanks for, thanks for calling it out. That's cool. I think, like, it was kind of. It might have been just this summer, but we were traveling down to, a town hall, we're hosting it with all of our new staff from the Devin integration.
00;45;49;21 - 00;46;10;05
Unknown
And I was traveling with our head of communications, Sam Kaiser, and he called out myself and one other leader. He asked us if we knew what the 99 one rule was. Chris had no idea what he was talking about. Your face maybe suggests the same thing. And, you know, it's a it's in the simple sense. 90% of people are considered lurkers.
00;46;10;07 - 00;46;34;05
Unknown
And I would describe my past behavior as one that I read material and kind of tried to stay what's going on. And I think the next 9% are folks that, you know, occasionally post something, and then the 1% generates all the material. And, and we have one person on our company that, is a great example, Jamie. And, you know, you look at that and I was like, wow, she's it's mostly personal connections.
00;46;34;05 - 00;46;50;10
Unknown
And she's just shown examples and they're always so positive. And it's like, wow. Like I, you know, I, I'm doing the same thing and like out and talking to people and we have all these exciting things to talk about. And, and so he, you know, the other leader and I were like, we can do better than this. Let's get out of the 90%.
00;46;50;10 - 00;47;09;03
Unknown
Let's get to the 9%. And, you know, I think it relates a little bit back in the college days. I don't know if you used Facebook and and we used to post things like that and you stayed connected with folks. And I think the most fun part about it is folks that I haven't talked to in years have messaged me, or I run into them at a happy hour, and I haven't been able to talk to them.
00;47;09;03 - 00;47;23;02
Unknown
They're like, oh, it looks like, you know, so cool to see you at the hockey rink doing this with the hockey group or I didn't know you're doing that with the business side or you know, and I hope to get more out of that where, you know, service providers know we're working on this and there's some business function to it too.
00;47;23;02 - 00;47;39;29
Unknown
But even folks in my own team, didn't know about something. And they saw a post and ask about it and say, that's really cool that we did that. And and so it's like we have internal communication methods and the external and it's like that. I found it pretty fun, just like back in the past where you posted on Facebook.
00;47;39;29 - 00;47;57;01
Unknown
And here's what's fun going on and your friends can see it. And we have a small knit community. So to be able to connect to more than just the 10 or 20 people that I talk to regularly, I think it goes a long way. Right? Yeah, it's really you mean there was a lot there? And I think you're right.
00;47;57;01 - 00;48;15;11
Unknown
It's it's mostly lurkers and you don't know who is seeing your posts necessarily because they don't always interact with all of it. But then as you start to get a little bit more active, you see more and more people start to reach out to you directly. Like, I didn't even know you were following me. That's cool. Thanks. And I think it's good for personal branding.
00;48;15;11 - 00;48;29;20
Unknown
I think it's good for the company that you work for. You know, I'm glad that your head of comms was like, hey, lean into this a little bit, right? And there's a way to do it. I think for me, I spoke to Carl McLellan about this. You know, he heads up Callide and he was the former Wildcat or CEO.
00;48;29;20 - 00;48;51;20
Unknown
He and I had a good chat about this. He was like, he's like, I like the way that you are using LinkedIn, like Facebook in some ways. Like like if you like, don't be afraid to say personal things out here, right? Like we're still humans. And I think it it levels the playing field and I'm like not afraid to talk about, you know, my own challenges and my own weaknesses.
00;48;51;26 - 00;49;14;28
Unknown
I try to keep a really upbeat, positive profile, but I got to keep it real too, because shit's hard, man. Being an entrepreneur is hard. Managing, a family and, and a marriage who? My wife, who has a big job and finances and taking time off and all of that stuff. It's hard, man, you know, like. Yeah, people connect more to the real story of what's going on too, right?
00;49;14;28 - 00;49;34;06
Unknown
So I probably haven't gotten that far into into my LinkedIn and world, but I but agree, like if you tell the story that folks connect to and, and goes, it goes further, right? So yeah, we'll keep doing it. I would encourage you to do that. And you may or may not realize this, but you send me a super kind, supportive note to my LinkedIn directly.
00;49;34;08 - 00;49;49;00
Unknown
A few years ago, that was something that I'll never forget. I was going through a bit of a hard time. You said, hey, you know, maybe you remember me. We met back when I was at Rimrock. My course, I remember you, you know, but but you're like, you know, I just I really enjoy following you on here. Like, you know, you doing great stuff.
00;49;49;00 - 00;50;16;06
Unknown
Keep it up. And it's like, just 1 or 2 messages like that, and, you know, it can make your day. So thank you for doing that. I think that speaks authentically to to who you are. And just your sort of communication style and just keep leaning into that. Right. Like do the same thing with your team and maybe you do it doesn't take much, but especially for the seat that you sit in, you know, you have a lot of impact over people's happiness, whether you realize that or not.
00;50;16;09 - 00;50;39;12
Unknown
Well, and when you're driving business results and pushing, sometimes it's it's the other side of things. So I think we have a lot to celebrate and successes. So to be able to to tell folks about those or share the positives, and if we have a celebration for something good going on, like you said, keep that uplifting, positive. And I think those types of showing a picture of something that we did is more, more, more to the positive momentum.
00;50;39;12 - 00;50;59;24
Unknown
So I love the encouragement. Thank you for that, Jeremy. Likewise. All right. Final question. That I'm going to let you go. I told you I keep you 45 minutes. You're probably already getting blown up on your phone. We're at 50 something. Like what is what is BP look like in the next few years? Right? Is this, a company that, you know, continues to grow onshore, organically, branches into new areas?
00;50;59;24 - 00;51;21;00
Unknown
And I know there's probably only certain things that you can say, but like, what are you is it leaning into the excellence of the current operations that you have? Because, you know, BP externally there was sort of like this green push and then that it's okay, maybe we're going to go back and be more of an oil and gas company, like what do you what do you think BP looks like in 2028, 2030?
00;51;21;05 - 00;51;39;15
Unknown
Yeah, my perspective is really based off the last three years. I think if I reflect back, there was a time where I didn't know if I could make it through any of our meetings, and we didn't don't have time to dive into that. But now the continuous improvement and the push to work differently and more efficiently has me more excited than ever.
00;51;39;18 - 00;52;04;18
Unknown
You know, the the digital transformation coupled with the outstanding people and assets, you know, I see tremendous growth. You know, well, right now we're we have scale. Once Murrays 12 quarter plan is complete and debt is reduced. Yeah, that I think the opportunities are much greater than today. You know, BP is proving that we can add scale with the dev and joint venture dissolution that our team did.
00;52;04;25 - 00;52;26;02
Unknown
You know, we're maintaining production at a lower operating cost. And doing it safely. And I think that's that's true across all of BP. And so, you know, if you perform in the top quartile you have a competitive advantage. And that's what our leadership is keen to continue to drive. And so, you know, if we just continue to grow with the current plan, we've stated 7% annual growth every year.
00;52;26;04 - 00;52;44;24
Unknown
You know, at well well distributing free cash flow, you know, going to 650,000 barrels of oil equivalent. It's pretty substantial. It's a fun company to work for. The opportunities are great there. Or it could be more so I think in the in the next few years, it's really focus on the culture celebrating success, you know, calculated failures develop our people.
00;52;44;24 - 00;53;03;10
Unknown
And again, like have fun while we do it. So I think I have to do more meetings to reduce. And that's on me. But but if we can keep, like you said, the positive, positive excitement, I just yeah, I don't I can't say where, where we're going, but I think just have good performance and top quartile, and it'll be a good place to be.
00;53;03;13 - 00;53;24;04
Unknown
Yeah. Yeah. I mean that's that's really the I think that's the right way to look at it. Right. Because it's it's hard to control. You can control as much as anything. And whether that's the way that you treat people embrace the culture. Quickly handle deferment and production. Right? I mean, all the big picture things and the, the, you know, the small picture things are super important.
00;53;24;07 - 00;53;40;27
Unknown
Matt, I'm going to let you go. You know, we're talking about being in too many meetings. I'm sure both of us have meetings to get to here on Friday, but I really appreciate you coming on, you know? Thank you. Obviously to the the BP teams for letting this, this high rise or this, this fast rise or the organization come on my part.
00;53;40;27 - 00;53;51;22
Unknown
But, you're a good dude, man. Keep it up. And, I look forward to seeing more and more your posts. Well, Jeremy, thanks for having me on and your continued support and look forward to future talks. Thank you.