Seifert Subsurface Understanding, LLC
Accomplishments
(over the Last 10 Years)
Agent of Change in Subsurface – Transforming How Work Gets Done
Created and led Shell's workshop‑based LTRO assessment process during its initial 3.5 years.
Led 30+ integrated subsurface workshops covering infill opportunity selection (OP & WI), water injector additions, partner well proposals, waterflood conversions, and full FDP assessments.
Delivered faster, clearer, and more value‑focused decision outcomes.
Shifted organizational subsurface workflows from an “Integrated Static/Dynamic Modeling & Forecasting” paradigm to an “Integrated Petroleum Engineering Analysis & Assessment” approach.
Introduced true data‑driven analysis and analytical evaluation.
Implemented consistent screening and ranking of subsurface outcome scenarios.
Played a key role in reshaping Ways of Working (WoW) across the organization.
Convened and led the initial 5‑person workshop in January 2024 that catalyzed a new WoW process.
Supported detailed development of ISC-M process beginning in late 2024.
Advanced multi‑scenario subsurface evaluation with transparent communication of uncertainties and risks.
Insisted on credible contingency plans for high‑risk outcomes.
Embedded key documents that improved clarity of risk, uncertainty, and scenario communication.
Established an annual Appraisal Program and Opportunity Register (2015–2018).
Introduced consistent screening, ranking, and sense‑checking of opportunities, shifting from asset‑provided inputs to a disciplined evaluation process.
Implemented an SEC‑compliant Reserves Accounting Process (2014–2018).
Major Accomplishments Over the Last 10 Years
Portfolio Rejuvenation Project (LTRO) – >$2 bln in Value
Established and led the LTRO effort, delivering 30+ deep‑dive multidisciplinary workshops.
Led a “natural team” of 20+ senior subsurface experts.
Significantly improved reservoir and field understanding (production mechanisms, performance, recovery potential).
Built a GoA‑wide portfolio of OP, WI, and waterflood opportunities—consistently identified, screened, and ranked.
Identified ~70 Tier‑1 (“no‑brainer”) drilling opportunities.
Assessed partner well proposals and recommended participation decisions.
Driving New Ways of Working in Subsurface Development (ISC-M)
Identified the need for a back‑to‑basics workflow and refined it through focused working sessions.
Trained numerous subsurface staff in the new approach.
Institutionalized workshop‑based assessments and workflows into the new ISC‑M subsurface processes.
Improving Opportunity Identification & Technical Quality
Replaced dynamic‑model‑driven creaming‑curve approaches with a disciplined, data‑integrated screening process grounded in true reservoir understanding.
Trained asset teams across the organization in the new methodology.
Organizational Leadership & Restructuring
Served as TA1/TA2 on numerous projects, intervening where geoscience description, forecasts, uncertainty ranges, or risk mitigation were insufficient.
Enforced integration through regular technical cadences and trained future TA2s and TA1s.
Executed three reorganizations (2019, 2022, 2024), including staff count design, proposing realistic reductions, and selecting staff for roles.
Strategic Contributions
Key contributor to reshaping GoM waterflood strategy through faster asset assessments and improved screening and ranking.
Held significant leadership roles:
Leader of communities (~100 staff)
Leader of natural teams (20–30 staff)
Leader of formal technical teams (10–14 staff)
Member of Deepwater LT, Global Geology LT, and DW Capability LT.
Served as Chief Production Geologist, TA1 (IG & DW), Discipline Lead for Production Geology, and SME for IRM.
Accomplishments in PDO (2014–2018)
Created the first Directorate‑wide Appraisal Program and Register.
Covered 288 wells (CAPEX > $4.5B, CR ~ 71 BCM gas).
Included opportunity descriptions, risks, timing, follow‑up wells, and CAPEX needs.
Fully integrated into business planning with auditable ARPR assurance.
Established an SEC‑compliant Reserves Accounting Process through coaching and consistent TA2/TA1 assurance.
Embedded a high‑quality, HSSE‑sound well maturation process (12 rigs, ~50 wells/year, >$600MM WELLEX).
Enabled by new in‑house software for documentation and sign‑off.
Updated the Top Quartile database with a focus on consistent Reservoir Complexity Factor.
Intervened as TA2 on multiple projects with issues in reservoir description, forecasting, uncertainty, and risk mitigation.
Served as Co‑Chair of the 3‑Day AAPG Technical Workshop on Decision‑Based Integrated Reservoir Modeling (2017).
Geographical Experience
Primary: US GoA, Middle East, Brazil, Trinidad, Alaska
Additional: UK, Canada, China, Venezuela, Indonesia, Australia, Algeria, Gabon, Nigeria