Tailwater Technical Consulting was founded in 2019 as a full service engineering solutions provider for the Oil & Gas industry. Our Core team has over 100 years of cumulative experience in the Energy industry, with expertise in the areas of process design, debottlenecking, troubleshooting, optimization, operations, start-up support, high-fidelity simulation studies (CFD, FEA), project management, due diligence, asset management and contract negotiations.
We are a subsidiary of Tailwater Capital LLC.
Tailwater Capital LLC is a growth-oriented, middle market private equity firm with a diversified presence that informs differentiated investments throughout the energy industry. Tailwater manages $3.7 billion in committed capital as of July 2020.
Provide engineering solutions that add value to YOUR bottom line.
Enable YOU to maximize profitability of YOUR assets.
Provide answers so YOU can make informed decisions.
Provide guidelines for safe and reliable operation of YOUR assets.
How Can We Support YOUR Business?
- Strategies on how to overcome obstacles and/or grow
- Conceptual scopes and estimates to facilitate decisions
- Engineering packages and cost estimates to facilitate funding
- Construction packages for project execution
- Commissioning and startup plans
- Solutions for operating issues
- Optimizing your assets to minimize cost
Our Team Has Done It All!
So, What Makes Us Different?
Most engineering firms lack an operations background – WE don’t.
WE understand business drivers and design systems to maximize asset runtime and profitability.
WE look beyond “on time/on budget” and also focus on operability/reliability of assets.
WE get to the root cause of process issues and fix them right the FIRST time.
Our Core team has over 95 years of cumulative experience in the Energy industry.
Ben has served for 21yr within the petrochemical, refining, equipment design and midstream industries. He joined Tailwater Techincal Consulting (TTC) as CEO in 2019. Prior to joining TTC Ben served as SVP over Engineering at Southcross Energy from 2015-2019. He served at Enterprise Products from 2007-2015 in various engineering, operational support and leadership roles. In addition worked at Rodia Chemical, Dynegy Midstream and Trane in a process, and project engineering capacity. He hold degrees in Chemical Engineering and Mechanical Engineering.
Durai has served for 14 years within oil and gas industry in different segments. He has over 18 years of experience in the field of Computational Fluid Dynamics(CFD). He joined Tailwater Technical Consulting (TTC) as Vice President in 2019. Prior to joining TTC, he worked for Enterprise Products L.P from 2013 to 2019 and was involved with solving problems for capital and operational groups. He worked for ANSYS Inc between 2009 to 2013, where he supported top experts apply CFD in upstream, midstream and downstream sectors of Oil and Gas. He also worked for Technip and Furnace Improvements, where he offered support for ongoing new and revamping projects. He holds a Ph.D. in Chemical Engineering and has authored many journal articles and conference presentations.
Ritesh has 20 years of global professional career enveloping the energy sector. He joined Tailwater Technical Consulting (TTC) as Vice President in 2019. He has performed assignments that ranges from the conceptual studies to the performance tests, in-depth technical evaluation of companies during acquisition/mergers and also played a key role in obtaining the Oil Export Permit from BIS. In recent years, he has held responsibilities in technical leadership roles – the optimization of gas treaters from commercial and engineering perspective. He has served at Enterprise Products Partners, ConocoPhillips and KBR. He holds a Master’s degree in Chemical Engineering.
Tony has 21 years of service in the petrochemical and midstream industries. He joined Tailwater Technical Consulting (TTC) as Vice President in 2019. Prior to joining TTC, Tony served as Senior Director, Process Engineering at SouthCross Energy. He has held multiple leadership roles in engineering, project management support, and operational support. Prior assignments have included equipment design, conceptual studies, debottleneck studies, performance test, process diagnostics/troubleshooting, and technical evaluations for mergers/acquisitions. Previous employers have included Enterprise Products Partners, Jacobs, Dow, CF Industries, and Tru-Tec Services.
Chad has 25 years of service in the petrochemical and midstream industries. He joined Tailwater Technical Consulting (TTC) as Vice President in 2019. Prior to joining TTC, Chad served as Senior Director, Project Management at Southcross Energy. He has held multiple leadership roles in engineering, operations, asset optimization, and commercial/business development. Prior assignments have included conceptual studies, debottleneck studies, facility troubleshooting, and technical/commercial evaluations for mergers/acquisitions. Previous employers have included Enterprise Products Partners, Dow Chemical, and Koch Industries.
Oil and Gas Consulting
Following cost deflation and scope reductions, oil and gas capital projects are looking for new ways to improve value. We help clients identify and adapt proven best practices from other industries to create opportunities on supply chain optimization, process digitization, learning curve benefits, planning, and contract innovation.
Over the past decade, we have advised majority of world’s leading oil and gas companies on capital productivity, diversified projects spanning all major hydrocarbon basins. We offer clients fresh insights, proven methods, and access to an unequalled pool of expertise— team of specialists supported by dedicated implementation teams.
We support clients at every stage of their capital projects:
- During planning, we help clients to develop a project concept that delivers the greatest value at the lowest risk, using design tools to drive project value and applying a modular approach to reduce capital expenditure.
- In contracting and procurement, we help clients define a contracting model, select contractors, and establish appropriate price structures, contract terms, and incentives.
- During project execution, construction, drilling, commissioning, and ramp-up, we help and boost project management through schedule optimization, contractor management, and lean execution—including waste and performance loss elimination—at the yard, on-site, and offshore.
- To enhance project governance, we help clients define an operating model covering all dimensions of capital expenditure—from technical processes to mind-sets and behaviors—and manage small projects as rigorously as large ones in order to capture savings of 20 to 30 percent.
A leading regional oil and gas company saw its capital expenditure rise threefold in 10 years, while production grew by just 2 percent. We helped the client adopt a design-to-value approach, improving profitability.
With our help, a refining and marketing company redesigned its governance processes and set up a capital project team to address capital-expenditure projects of all sizes across the organization. This five-month effort led to significant savings in capital expenditure.
With the price of oil recovering, many oil and gas companies worldwide are launching new capital projects in pursuit of growth. But because many projects now are competing with renewables, success will require keeping costs down and maintaining timetables better than in the past.
Oil and Gas companies can use management practices and digital technologies deployed by other industries to boost capital-project productivity. Project Production Management (PPM), digitizing processes, advanced analytics, and agile ways of working can all yield significant improvements.
But simply copying such practices won’t be sufficient because Oil and Gas projects are unusual in some important respects. In particular, no Oil and Gas project is the same as the one that preceded it, and lead times varies. Moreover, team personnel often change with the project. Consequently, each new project brings a new set of challenges and a new learning curve, thus limiting the potential for boosting performance.
If Oil and Gas companies can adapt these practices to meet the needs of their unique environment, considerable improvement is possible: by our estimate, reducing development time alone has the potential to deliver 15 to 30 percent in cost savings.
As more typical installations and technologies become more commoditized, OIL AND GAS players that don’t revamp their approach to capital projects now may be forced into ever more technically specialized—and often costlier—projects. The potential benefits could be worth billions.
Ways to improve project delivery
OIL AND GAS companies can draw on a wide variety of management practices and technologies to improve capital-project performance. In our view, four are especially promising: PPM, automation and digital technologies, advanced analytics, and agile ways of working.
The automation of processes will enable just-in-time delivery of material and equipment. Low-energy Bluetooth tags will make it easy to track the location and condition of everything on-site.
Product owners will deploy production controls to set daily targets for frontline crews, and takt control meetings (takt being the available production time per unit demanded) to increase production reliability. Lidars (laser scanners), used in conjunction with digital-twin technology, will provide a fact-based review of the work done on any given day.
Handover to operations is the most important task ever. It’s like you are handing over a plane to the pilot and the crew. After construction is completed, the project manager will hand over the site to the operations team. In addition to as-built drawings, the maintenance, planning and optimal people required on the operations team.