DeAnn Craig, 1998 SPE President

Editor’s Note: In recognition of SPE’s 50th anniversary in 2007, JPT is conducting interviews with several Society luminaries about their careers, their relationship with SPE, and the changes they have seen in the oil and gas industry and the Society over the past several decades.

As SPE’s first female President, were there any special obstacles you had to overcome or challenges you faced?

When I first started in this industry, I was working on an offshore exploration project, and an engineer in my position needed to go offshore during well testing. But I was not allowed because there were no accommodations for women. When I was President of SPE, there were a few facilities I could not enter because I was a female.

How has the role of women in the oil and gas industry changed since you were SPE President in 1998?

There are so many women in the industry now in all positions. And the attitude now is that it is the norm to have women in the industry. Sure, it would be nice to have more, but it is such a change from when I used to be in meetings and there were no other women in the room. I cannot recall a single meeting that I have been in lately where there have not been several women in the room. I mean things have definitely changed.

What advice would you give women just entering or considering a career in the industry?

Build a diverse network of career coaches—other women, men, people in higher positions, peers in similar positions, and professionals within your company and in other companies. You will need a sounding board on a variety of topics. Advice is usually better when it includes a diversity of opinions.

How do you see SPE evolving or changing over the next decade?

SPE is truly international now. It was in the process of becoming more international when I was President. In the future, I see SPE diversifying into more energy areas—doing more on liquefied natural gas, more on carbon capture, and more on unconventional oil and gas production. I also believe that usage of the Internet for information dissemination will continue to increase. And the use of volunteers’ time will have to adjust—more of the work of SPE will have to shift to the SPE staff.

How do you see the industry evolving or changing over the next decade?

Demand for oil and gas will continue to rise over the next decade. To meet that demand, the industry will face more difficult technical challenges. As a result of limited access, there will be continued consolidation within the industry.

When I was just starting my career, it was pretty obvious to me that it was the financial end that was the real problem in the industry. I think the industry has now switched; everybody understands that they have a handle on the financial side now. But the main issues now are technology and geopolitics.

People are pushing the limits of technology so much now. And you really have to know what you are doing because it is such an unforgiving environment now. The public does not want any mistakes; there is zero tolerance for failure. I think you get back to the fundamental question of technical competence. The problems are getting a lot tougher, and we are moving a lot faster, and there is a real balance between the time to work the problem and do it right and the time to get it done fast enough so that the profitability is there. It is a tough balancing act.

We have spent too much time concentrating on the cost side of the equation; we now have to get on the revenue side. We need to be balancing both of those. When prices were bad we really had to focus on the cost side of the equation. But it is amazing to me how fast the industry situation has changed.

You stay in touch with students through your relationship with the Colorado School of Mines. What are the biggest barriers the industry faces in attracting more young talent to the industry?

I see three things getting in the way of the industry attracting the best and the brightest:

The perception that this industry harms the environment.
The perception that this industry is not high tech. Many think it is an old and dirty business.
The pay is higher sooner in investment banking or law.

What should universities and companies be doing differently to attract more young people?

First, the members of SPE should be out there encouraging today’s young people to go into the oil and gas industry because it is challenging, environmentally sensitive, high-tech work.

Second, and this comment is directed more toward the United States, many universities are struggling as a result of decreased support from state governments. Tuition costs are rising. Companies and universities need each other. Companies need well-trained students and access to technology, and universities need financial support. Surely, creative partnerships can be developed that result in the needs of both groups being met.

Is the industry taking the right steps in handling the coming big crew change and demographic bubble? What else should it do?

There are some pretty tired people out here who are one meeting away from leaving. The companies are going to have a tough balancing act of controlling retirement payouts and keeping experienced employees within their ranks. I know that some companies are providing a flexible work environment to keep people on. Some are working only 2 to 3 days a week. Some are taking on work one project at a time.

How can the industry avoid being in this position again?

I don’t know if the industry can avoid this. The industry is like any other business, and it must compete. If the profitability is not there, then it has to cut workers to survive. Unfortunately, this is not a pretty process.

Who influenced your career the most and how?

One was John Whitmire. He was a big supporter of women in the industry, specifically with my old company Phillips Petroleum, at a time when a lot of people were not, and that was very important. The other person was former SPE President Orville Gaither. The same type of thing, but more on the SPE side.

What role has SPE has played in your career?

SPE alerted me to the fact that there are three areas of risk that mattered in getting a project done: technical, financial, and political. And, particularly as SPE President, I got to see this industry all over the world, and that was very important.

DeAnn Craig served as 1998 SPE President. Currently, she is a consultant with Chevron Corp., working in its North American headquarters Business Planning Organization. Her responsibilities include assisting the business units in appropriation requests and assuring the accuracy of economic evaluations. Her previous work experience included work as a consultant to Science Applications International Corp.; Federal Relations Representative for Phillips Petroleum Co.; President of Phillips Petroleum Resources Ltd. in Calgary, with responsibility for Phillips’ Canadian E&P operations; and Manager, Worldwide Drilling and Production, for Phillips in Bartlesville, Oklahoma.

She is Chairperson of SPE’s Energy Information Committee, a Distinguished Alumni Lecturer in the Colorado School of Mines’ Department of Chemistry and Geochemistry, a member of the Board of Trustees of the Colorado School of Mines, and a member of the Board of Directors of the American Institute of Mining, Metallurgy, and Petroleum Engineering. Her accomplishments also include being a recipient of the Colorado School of Mines Distinguished Achievement Medal, President of the Colorado School of Mines Alumni Association, and recipient of SPE’s Outstanding Young Member Service Award.

Craig earned a PhD degree in petroleum engineering and mineral economics from the Colorado School of Mines, master’s degrees in international political economic of resources and mineral economics and business from the Colorado School of Mines, an MBA degree from Regis U. in Denver, and a BS degrees in chemical and petroleum refining engineering and mineral engineering chemistry from the Colorado School of Mines.