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Samuel Pérez Bardasz

MEXICO - Energy & Mining

Oiling the System

General Manager, Petrolink México

Bio

Samuel Pérez Bardasz earned a degree in Economics from Universidad Santa Maria at Caracas and a Master’s degree in Oil and Gas Enterprise Management from the University of Aberdeen. Prior to his appointment as General Manager, he had been Operations Manager, North Region Coordinator, and Operations Coordinator at Petrolink. He gained technical knowledge supporting operations in Saudi Arabia, the US, and Colombia. In his work as Operations Manager of Mexico, Samuel participated in charting and articulating a long-term vision for Petrolink operations around Mexico, based on innovation and staff development. Before joining Petrolink, he worked in Europe and South America in a wide variety of roles and industries. Bardasz became General Manager of Petrolink Mexico on January 15, 2013.

What is unique about doing business in Mexico, and how does Petrolink deal with these challenges? First of all, I would say the contracting system required to work for PEMEX; […]

What is unique about doing business in Mexico, and how does Petrolink deal with these challenges?

First of all, I would say the contracting system required to work for PEMEX; it is very complex. Plus, there are many things to be taken into account, such as the fees and taxes that are rarely included in the budget of a company that has no experience in Mexico, as well as the different regulations such as environmental ones, which can be tighter than in Europe in regard to areas where drilling activity is not allowed. These aspects have an impact on the financial and operational side of the business. Second, I would say that PEMEX is really demanding in terms of the quality of the information that is taken into account to make decisions. We specialize in collecting and aggregating the data and information at the well-site—at the point of acquisition. That has been the key to getting our reputation with PEMEX. It is also unique because in Mexico, doing business is very personal, and it requires a lot of energy to build relationships. We make ourselves known at PEMEX by fostering relationships locally and visiting the different functional levels from the regulator units through senior management to project leaders, specialists, and field engineers at the user level.

What products do you offer?

In Mexico we provide much more than products. Our services are based on two key elements: first the technology platform that we generate ourselves through a robust international development team; and second the excelling engineering capabilities and data quality expertise provided through our own unique methodologies. The service lines demanded in Mexico can be divided in two. The first one is static data and information management, where we support exploration and production operations and take control of the data and the information as it is generated, which is basically technical and operational information related to projects and wells intervention. The second one is real-time drilling data, monitoring, and engineering services. In both cases, technology is very important. In terms of the real-time data provision, we are probably the main supporter of PEMEX initiatives to work with well-site information transfer standard markup language (WITSML), which is the industry standard for doing data transmission. We are probably the only provider using the 1.3.1 version. We are working very hard now to make ourselves more competitive and bring to Mexico in 2013 the 1.4.1 version for the very first time.

How would the new governmental reforms change your business model?

We are going to start serving other operators. It will depend on the Mexican rules as to what size operators they will attract. We have experience with small and major operators in the international arena. For example, Petrofac is already operating in the southern region. We are looking to serve them with our service, but by using a business model more related to products. However, PEMEX will always be the owner of the hydrocarbons, and therefore it will have to keep control. We are starting to think about new solutions and schemes where we can sell for third parties, but still create a benefit for PEMEX. The future is very positive for Petrolink right now. As an international company, we are very respectful of local decisions, and we are more interested on focusing ourselves on what will be the next scenario. The reality is that the industry is in need of a profound change—the whole hydrocarbons industry, not only the E&P of oil and gas.

Aside from the hydrocarbons reforms, what is Petrolink’s strategy for growth over the medium term?

We are developing a market strategy and specific products for the new players that will take advantage of our knowledge of how PEMEX likes to work. Also, we really believe in technology. It is one of the main points that we want to elevate in importance. We as a generator of technology are going to invest a lot of money here. We opened our development team in Mexico two years ago as a satellite of our main center in Indonesia, and we are thinking of expanding by hiring local people. That is our strategy to provide more technology, which is accessible and adapted to the environment of PEMEX.

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