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Chevron has tapped SecurityGate.io's risk management cybersecurity platform. Photo courtesy of Security Gate

A Houston-based cybersecurity software-as-a-service startup has inked a new partnership with Chevron for its risk management platform.

SecurityGate.io announced this week that Chevron has selected their risk management platform for scaling operational technology cybersecurity.

"We're very excited to be working with Chevron as they replace manual, spreadsheet cybersecurity practices with scalable, digitized processes," says Ted Gutierrez, CEO at SecurityGate.io, in a press release. "Their risk management team has done amazing work and it's exciting to see where they're headed."

Earlier this summer, SecurityGate closed a series A fundraising round at an undisclosed amount with investment from Houston Ventures. The company cites other oil and gas clients, such as West Lake Chemical, Diamond Offshore and Paterson UTI.

According to the press release, Chevron will use the SecurityGate.io platform to:

  • Scale and increase the speed of cyber assessments.
  • Create consistency to performance metrics and reports, which will enable tracking and accuracy.
  • Use the platform's dashboards and reports to bridge the IT/OT gap within the company's workflow and global risk management team to decentralize many processes and empower facility risk owners.
SecurityGate, which created a case study for its technology for Chevron, also conducted an interview with Chevron's Kenny Mesker, who said that the software's automation helped greatly as Chevron transitioned projects into remote work amid the pandemic, saying that Chevron "had a number of projects that did not stop at all. [Because of SecurityGate.io] it was just as easy to do them without any travel or physical presence, and that would have been impossible before."


Houston-based SecurityGate Chevron has tapped SecurityGate.io's risk management cybersecurity platform. Photo via securitygate.io

This energy tech startup is using tech to change the game within the exploration and production industry. Photo via Getty Images

Houston-based startup makes a splash with cloud technology for E&P in oil sector

big computing

A Houston area environmental and energy tech company offers a new pay-as-you-go SaaS application that uses chemistry, physics, artificial intelligence, and cloud technology to build simulation platforms for major exploration and production companies.

AquaNRG Consulting's new technology has already been used by major independent E&P companies, helping to increase energy production and optimization. With new products like aiRock™, it uses cloud-based technology to simulate the physical and chemical processes in natural and human-made porous media driven by data.

The company, founded in 2017 by Babak Shafei, a Ph.D. in Earth and Environmental Sciences, uses data chemistry-physics in a new scientific methodology that uses data-driven methods including machine learning to complement and enhance theoretical modeling on reactive transport modeling (RTM) principles.

"We have been working on the product while also thinking of new ways to provide services needed in the energy industry for a number of years," says Shafei.

Babak Shafei founded Houston-based AquaNRG. Photo courtesy of AquaNRG

AquaNRG has been awarded three prestigious Small Business Innovation Research grants totaling $1.4 million from the US Department of Energy and National Science Foundation.

Shafei says that his team of in the research lab continues to develop and improve the set of techniques that can optimize the oil and gas industry. The technology offers a number of solutions in the geology area, including geochemistry or petrophysical calculations, or even in the environmental area for biogeochemistry and remediation calculations.

"Our technology is oriented to big data and big computing," says Shafei. "The platform is armed machine learning and artificial intelligence that uses the chemistry-physics methodology while using a cloud-based application that is very popular and essential for the energy sector."

Shafei says that during the ongoing coronavirus crisis, the digitization of the energy industry has only increased, and helped AquaNRG grow their brand. They plan to use this upward push to their advantage, by expanding their business and thinking well into the future.

"Our team of researchers is focused on our product and our offerings," says Shafei. "There's a lot of exciting things on our mind, including different verticals in terms of new hiring and new facilities, we're looking forward to rolling forward with that."

Parents, coaches, recruiters — they all use sports footage differently. Houston-based VarsityHype is using tech to help them do that better. Photo via varsityhype.com

Houston SaaS company launches to enhance analytics for amateur sports video footage

sports tech

Something about youth sports produces unforgettable memories, but to be able to share them requires a little help. That's where Houston-based VarsityHype comes in.

Fueled by the tagline "capture the moment," the robust and affordable software-as-a-service, cloud-based solution empowers all users to create, interact, communicate, share and analyze their sports video content that matters most in exciting and meaningful ways.

CEO and founder of VarsityHype, Jorge Ortiz, previously founded a video production company, VYPE Media. Through this work, he realized people could be doing so much more with this footage.

"Last year, we covered and filmed or photographed over 13,000 games and through that, this idea for VarsityHype was born," says CEO Jorge Ortiz. "When we delivered footage for a lot of these organizations, we found that most platforms out there are not specifically tailored to sports, and those that are, are extremely convoluted, hard to use and super expensive."

To combat those systemic and costly roadblocks to the delivery of video footage, the analytics platform was launched as a tool for coaches, athletes, families and organizations, whether they're a league, team, middle school, high school, private, or public school, to be able to create their own private ecosystem centered around video.

Now is the perfect time to be a startup in the youth sports market, which is valued at $15.5 billion in the United States. Not surprisingly, video technology is a huge and growing component of that market.

"I've been in the youth space, tech space, youth, and tech space and the media space for the last four years of my career," says Ortiz. "My first company that I started, GameDay Films, was a filming company that basically democratized youth and high school sports films across the state of Texas and Oklahoma. Now, with VarstiyHype, users can upload their videos into a fluid system that allows every single user to tailor their experience to what they need."

That's apropos, because somewhere, someplace, especially in Texas, there is always a must-see youth football play that will blow everyone's mind in real time. But if it's not documented on video, no one not there to see it firsthand will believe it.

"If I'm a parent, I'm only interested in the memorabilia component of this piece of software," says Ortiz. "So now mom and dad can go in and create highlights of little Johnny's best plays to share with grandma and grandpa and invite their whole family to participate."

Users can create profiles and upload videos. Photo via varsityhype.com

Likewise, athletes themselves can go in and create their profile, update all their stats and create highlights from their workout footage, practice footage and game footage in order to promote themselves and possibly get recruited to the next level.

For coaches, there is an extensive tray of analytical tools that allow them to do what John Madden used to do on Monday Night Football, which is write on the actual footage to aggregate stats, look at heat maps and basically do an analytical performance review.

"From a league, school and team perspective, users can go in and organize the entire infrastructure for that organization from the platform," says Ortiz. "For example, a league can go in and create every single division, including non-athletic divisions like the color guard, band and drumline, etc.

"The application is very nimble and fluid to be able to provide whatever the user needs for a specific instance."

Depending on what the user needs, the platform allows them to create from a variety of templates to build out an entire infrastructure for all levels of competition.

All footage is owned by the users and once something is created on the servers, it will remain there indefinitely, allowing for access to the system even after an extended absence.

The system also connects to all social media platforms with one click of a button.

"You'll be able to share in real time when you're at a game and have the ability to check in," says Ortiz. "When someone shows up to a scheduled game, all that information is geo-targeted and time stamped, and you'll be able to build out a storyboard with all the pictures and videos collected."

As the platform that facilitates all video footage, VarsityHype makes it extremely simple for users to upload and manipulate film they've captured.

"Once the footage is up in the system, creating a highlight is very simple," says Ortiz. "Users can cut up and create footage, such as a game recap. We are the delivery mechanism, so to that extent we also have a partnership with a company here in Houston and across the country in certain different areas that go out and do the filming themselves."

For such an advanced platform, VarsityHype has a simple pricing model.

The first is an annual recurring revenue, which allows organizations, schools, league and teams to purchase a six- or 12-month subscription. The second is the individual plan, which is open to anyone for a monthly fee.

"Our ultimate goal in the next year is to be able to hit scale locally (Houston and Texas), with football being the backbone but then hitting on what we call 'passion pockets' or uniquely played sports that a lot of people don't participate in but have an incredibly passionate following like fencing. Our yearly goal is to have 100,000 plus athletes on the website.

"And from there, we want to scale it quick enough to start to layer in our next step which is a machine learning video component and our AI backend infrastructure that's already built out that allows coaches to break down footage and analyze opponents' scout footage to give them a better game plan."

In the golden age of software companies, here's what SaaS entrepreneurs need to focus on to thrive. Getty Images

Local investor shares how Houston SaaS companies can stay afloat amid the pandemic

guest column

The COVID pandemic has created a macro environment that is similar to that of the 1918 Spanish Flu and the 2008 downturn and B2B software-as-a-service companies, like Salesforce, found the 2008 downturn an advantageous environment for cheap revenue growth — I've discussed this in a previous column. Now, I'd like to explore how B2B SaaS founders can position their businesses to capture this opportunity and better prepare themselves for the $400 billion of private equity looking for IT investments.

A prolonged recession due to the global response to COVID-19 provides opportunities for smart founders. Talent and partnerships from non-tech industries are likely to be much easier to access in a recessionary environment. Widespread adoption of technology is likely to result in a much more open and fruitful sales environment. And robust exit opportunities mean that this over performance will be rewarded.

So, how should smart founders operate given this opportunity? Here are a few implications that are congruent with our research.

Know your sales performance data

Many companies forsook effective KPI management while growing. Now is the time to home in on metrics so that you can discern the payoff of different tactics. Knowing sales performance metrics will help founders deploy capital wisely. Good quality and frequent data will also help you assess whether this thesis is working out for your firm.

Get whatever funding you can — and fast

In 2008, funding dropped by 20 percent, valuations by 20 to 25 percent and check sizes by 35 percent, and the current environment could be more drastic. This is paradoxical given the incredible opportunity for B2B SaaS right now, but it is in line with the human urge to run from risk. Despite claiming to be risk-seeking and long-term focused, most venture firms will pull back in this environment. Get what you can and be flexible on valuation. A smart founder who sees the opportunity can overcome additional dilution now.

Hire expert sales talent

The urge to cut back on salaries and freeze pay is high right now. Don't make that mistake, especially not in sales. There will be many firms that make this mistake, giving you the opportunity to hire expert sales talent. Pay them at the top of market, give them uncapped commission plans, and capture the growth opportunity.

Create a survival plan and set limits

This growth opportunity might not materialize. Fortunately for most B2B SaaS, there is operational flexibility built into the cost model. You can cut back on aggressive sales growth and pull expenses within your recurring revenue. Once you have a cash floor in mind and a downside plan of what you will do if either 1) you get to your cash floor or 2) the sales metrics are not proving attractive, you are safe to charge ahead. Armed with compelling acquisition data and a stable customer base, it would be easy to find additional capital.

Prepare for inflation in you customer contracts

While most B2B SaaS investors love long term contracts, the unprecedented level of fiscal and monetary support in the wake of a global shutdown will likely lead to above average levels of inflation. Current inflation expectations are muted (measured by the spread on the 10 year TIPS and the 10 year treasury). Inflation may not take off, but it is wise to prepare for it and include annual increases on multiyear contracts or a CPI price adjustment each year.

Be nice

Most companies are beating up on their vendors right now, if for no reason other than this is 'what you do during a downturn.' It is worth exploring what your vendors can do for you, but this should be a partnership driven discussion. Invite your vendor in and explore how to reach a win-win during this time. Communicate often and clearly and try to their point of view. Larger companies have programs in place to help where smaller ones might not have as much flexibility. This downturn will pass, but how you treat people will have consequences.

Build flexibility into your growth plan

This environment is a great opportunity to add flexibility and optionality into your cost profile. Leveraging flexible development resources from a firm like Golden Section Technology can get you expert talent and execution with month-to-month flexibility. This will help you scale down if your survival plan kicks in, but it will also help you ensure the product keeps up with a successful sales push.

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Dougal Cameron is director of Houston-based Golden Section Venture Capital.

This Houston venture capital leader is looking at how 2020 — for all its disappointments — might be a great year for B2B software-as-a-service companies. Getty Images

Houston investor: Is this the golden age for B2B software?

Guest column

B2B software as a service, or SaaS, founders entered 2020 riding a wave of the longest economic expansion in United States history. Valuations increased to new highs, funding rounds continued getting larger at each stage, and forecasts went up and to the right fast. But then, March hit.

Quickly and seemingly out of nowhere, headlines became dominated by apocalyptic predictions of death, record levels of unemployment, shocking economic forecasts of GDP contraction, historic mass layoffs and furloughs, and unprecedented multi-trillion dollar economic stimulus packages. For founders every instinct began screaming to cut costs and hunker down.

But should B2B SaaS founders cut their organizations right now? Through analyzing a few key events and looking to the evidence in the market today, founders can develop a strategy for growing during this crisis. Not only is growth cheaper for most B2B SaaS against the backdrop of economic meltdown, but with the majority following a hunker-down instinct, a growing B2B SaaS firm will compare very favorably against a landscape of stale and stagnant competitors.

Reviewing the 1918 Spanish Flu Pandemic and the 2008 downturn

While the health implications vary widely between the current pandemic and the 1918 flu epidemic, the economic reactions share many similarities. The US response to 1918 was just as fractured as the states' reactions to COVID have been this year. As cities and states in 1918 shut down commerce to stem the spread of the flu, economic contraction quickly gave way to rebound, the so called "V-shaped recovery," despite the Spanish Flu having much higher death rates among working individuals than COVID-19.

There are major differences between 1918 and 2020, however. First, there is untapped potential in technology to replace workers. As businesses look for ways to cut costs, expect them to aggressively turn to automation, ultimately depressing real wages. Second, the 1918 response did not include shutdown measures as draconian as those we are experiencing in 2020. This could lead to permanent output loss across a wide range of industries, increasing real prices just as real wages decline. And third, the trillions of dollars in federal economic relief are unlike anything attempted in 1918.

The 2008 downturn that nearly brought the financial sector to a halt rippled through the economy as businesses in a wide range of industries made steep cuts to operations and capital expenditures. Despite this dangerous environment, SaaS firms increased profitability and continued to grow revenues each quarter. Growth slowed but remained positive while most other companies experienced absolute declines in revenue.

Customer acquisition for SaaS businesses usually gets more efficient during downturns, driving the potential for faster growth. The performance of all publicly traded B2B SaaS firms during 2008 illustrated in Figure 1 above proves the resilience of this category during a recession. While revenue continued to grow, profitability rose from a 10 percent loss on average to a 5 percent gain on average by 2010. This is likely due to firms freezing salaries and hiring and perhaps cutting down the sales and marketing budgets.

Downturn case study: Salesforce

Salesforce entered the downturn as a category leader in B2B SaaS with nearly $500M in revenue in 2007 and $3.5 million in operating losses. Throughout 2008, the company grew revenues by 51 percent to $748 million and operating profit surged to $20.3 million. And in 2009, the company repeated this stellar performance by growing revenues 44 percent to $1,077M and operating profit to $63 million. These results occurred against the backdrop of a global financial downturn and with a product focused on helping people sell more effectively (not something one would expect would sell well during a free-fall recession).

The revenue growth throughout those years followed the growth in sales and marketing spend. In 2008, the company grew sales and marketing by 49 percent, driving 51 percent revenue growth at about $1.50 of sales expense per $1 of recognized revenue added. In 2009, the company grew sales and marketing 42 percent resulting in 44 percent revenue growth at $1.63 of sales expense per $1 of recognized revenue. By 2010, the sales growth advantage was gone and Salesforce not only dropped its expense growth rate but also reverted to spending $2.64 per $1 of new revenue added.


Looking at these results Salesforce executed on the growth opportunities in 2008 and 2009 by ramping up sales expenses. The relative cost to acquire customers in 2008 and 2009 compared to 2010 proved significantly cheaper (approximately 40 percent less expensive). When faced with an advantage like that, every founder should charge ahead.

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Dougal Cameron is director of Houston-based Golden Section Venture Capital.

Chris Dupont, CEO of Galen Data, has seen his share of challenges and opportunities amid the COVID-19 pandemic. Photo via galendata.com

With increased awareness in need for connected medical devices, this Houston startup fills the gap

Houston innovators podcast episode 41

For decades, medical device innovation has been improving the way patients are cared for, but only recently are innovators enabling important connectivity applications.

"Most legacy medical devices are not connected to the internet," says Chris DuPont, CEO and founder of Galen Data Inc. "All the new companies that are coming to us — the emerging wearable tech — connectivity is vital in their product roll out."

But with this internet connectivity, adhering to safety regulations adds costly and challenging obstacles for medical device companies. That's where Galen Data comes into play, and the Houston startup is seeing more of a need for its medical device cloud services now more than ever.

"COVID-19 has created all kinds of challenges — and I think in the long run, a lot of opportunities for Galen," DuPont shares on this week's episode of the Houston Innovators Podcast. "I think there will be a heightened awareness for the need for connected medical devices."

Galen Data's technology enables better communication between the device, the patient, and the medical provider, and DuPont equates it to being able to have a system similar to a check engine light on your vehicle.

"Wouldn't you want to know if your drug pump was starting to have problems or if the electro mechanical systems were starting to fail?" DuPont asks on the podcast.

The company's technology also provides important medical data and information that can be crucial for detecting trends and predictability.

"There's far greater risk in not having access to certain critical data to that device," DuPont says when asked about the hesitation some people have regarding medical data in terms of privacy.

DuPont shares more about his company's recent growth, his most recent partnership with an Austin-based medical device company, and how he's observed Houston emerging medical device innovation ecosystem evolve over his decades of experience. Listen to the full interview below — or wherever you get your podcasts — and subscribe for weekly episodes.


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East Houston development launches smart city initiative with new hire

smart city

A 4,200-acre master-planned development that's rising on the east side of town has created a new role within their executive suite to drive innovation and a new smart city initiative.

Houston-based real estate developer, McCord, has hired Nick Cardwell as vice president of digital innovation. In the newly created role, Cardwell will be tasked with bringing data-driven solutions, digital transformation, and other smart city innovation to Generation Park.

"Sensor technology, machine learning, and big data capabilities have exploded in the last decade and are rapidly outpacing the built world," says Ryan McCord, president of McCord, in a press release. "Bolting this digital future onto aging cities is no easy task. With Generation Park, we have a once-in-a-lifetime opportunity to start from the beginning and rapidly prove up hardware and software technology solutions, at a massive scale."

Both the size of the development — which is larger than Google's Sidewalk Labs project in Canada and Toyota's Woven City in Japan, according to the release — and location are what provides Generation Park with this opportunity for smart city technology.

"Generation Park, while being physically many times larger than most smart city projects, also benefits from being located in a more physically, socially, and economically diverse test bed of a notoriously low-regulation part of the United States — Houston, Texas," McCord continues.

As the development is currently still being worked on, McCord's current focus right now is tapping into data to drive project and design decisions.

Cardwell has a background in technology and was previously overseeing operations and engineering at Austin-based construction software company, Bractlet.

"McCord's vision for Generation Park is the future of commercial development, pushing digital innovation into the forefront and leveraging cutting-edge technologies throughout their portfolio. I am beyond thrilled to join the McCord team and help make that vision a reality," says Cardwell, in the release. "Through the use of experiences, data, and collaborations, we will accelerate learnings and, in turn, advance resources that will truly improve people's lives."

Nick Cardwell has been hired as vice president of digital innovation at McCord. Photo courtesy of McCord

Houston lab develops game-changing supplement for cell heath

miracle worker

Rajan Shah, an MIT-trained chemical engineer, brought his patented manufacturing process 20 years in the making and from an ocean away to Houston with one goal in mind: to take what he calls the body's "master antioxidant" to market.

Known as Continual G, Shah's product packs the supplement known as Glyteine into a powder form that when mixed with water can be consumed as a citrus-flavored beverage. Glyteine is known to increase cellular glutathione levels in the body, which can boost immunity, support sports activity and recovery, and address a variety of oxidative stressors that impact the body and brain as humans age.

Shah and a team of four at his INID Research Lab in Cypress are the only company in the world producing the dipeptide in this accessible format.

"The fact that the only way to increase cellular glutathione is with Glyteine has been known for almost 40 years," Shah says. "The problem is how to make it in a way which becomes cost effective so that it can be sold and people can afford to buy it."

It was this problem that Shah and a team at the University of New South Wales in Australia spent about 13 years tackling, as the creation the Glyteine — which requires the rare catalyzation of enzymes — would leave researchers with expensive byproduct that would result in high costs for little product. But in 2005, the university was awarded a patent for the manufacturing process the group developed that essentially eliminated waste. Instead, they were able to recycle the by product to create even more of the powerful protein.

"Only when we could solve these problems did it become affordable. Then you are using your raw materials to produce your product and nothing else. We were able to recycle," Shah explains. "That is what took the time and that is what made it affordable cost wise."

Next the group spent years scaling the production of the compound and learning how to best deploy it to a customer base. Initially, the group hoped to simply sell the protein to large supplement companies, such as GNC. But when they were met with reservations due to the product's newness, they pivoted.

Houston's large pool of chemical manufacturing workers and easy access to water (a key ingredient in Continual G's production) attracted the Aussie-based scientist. And in 2017, Shah took the practices from down under to the Bayou City just days before Hurricane Harvey hit.

Today the group is producing about a quarter of a million packets of Continual G each month with the help of an outsourced, Texas-based manufacturer who assists the group of engineers in transposing the compound into a drinkable powder. They operate out of a state-of-the-art, 14,000-square-foot manufacturing facility and hope to scale up again.

"Everyone involved with this endeavor has a heartfelt commitment," Shah adds in a statement. "Glyteine has profound implications for human health. That alone has made it well worth the effort to overcome every challenge we have faced and continue to face."

Energy and the election: What the 2020 outcome means for the future of oil and gas

guest column

The United States Presidential election is at our doorstep. The fossil fuel industry is under significant pressure and the outcome of the election could impact the speed at which exploration and production is impacted. This pressure is financial in nature, but also is operational, technological and all wrapped in physics. A mere 12 to 18 months ago, environmental, social and governance influences and overlays on E&P began and are only accelerating.

My company, Riverbend Oil and Gas, is beginning to see the industry rebound from a significant downturn in revenues, activity, and confidence in 2020 due to the impacts of COVID-19 and the OPEC price war earlier this year. The industry is battling with headwinds, including, lack of access to debt/equity capital, transaction valuations, commodity prices, shale well spacing, and other issues, all impairing market conditions.

At present, there is little to no lubrication in the system. With most talking about an oil and gas market cycle that is driven by supply and demand fundamentals over previous decades, now there is more discussion of a contrarian view of those confident of a demand recovery for oil and gas.

Since the start of energy private equity, funds were raised by general partners to support the small cap E&P space, in the late '80s, private equity became a significant participant in the oil and gas upstream space. Private equity firms became great in number as institutions desired exposure to a growing segment of the market outside of merely investing in the oil and gas public equities. This role, 30 to 35 years later, remains essential, but is currently stifled with thoughts of a declining fossil fuel world and with energy representing only about 2 percent of the S&P 500.

Hydrocarbon outlook

Looming headwinds in the fossil fuel industry include The Green New Deal, an accelerating consciousness of the carbon footprint, the Paris Climate Accord, ESG importance, and the growth of renewables. Additionally, the advent of electric vehicles presents a significant new entrant that is causing a substantial threat to oil's monopoly on the transportation sector. A collision of possible futures exists. Currently, around 1 billion vehicles today are using around 30 percent of the world's oil supply with an estimate of 4 million electric vehicles on the roads globally. Some forecasters predict around 400 million electric vehicles in 2040, decreasing oil supply demand by an estimated 6 percent.

These forecasts of human mobility are driven by the nature of human ambition and worldwide population growth. Africa, China, and India are expected to grow significantly through 2100. Moreover, all persons worldwide strive for a better life for themselves and their families — energy drives these ambitions.

Meanwhile, the capital markets for public fossil fuel companies has declined by over 90 percent from 2016 to 2019 with a continued dismal outcome year-to-date in 2020. The lack of cash flow and capital markets will likely drive less U.S. and non-nationalized produced oil and gas volumes and fewer sustainable companies. Many confident analysts predict a looming oil supply shortage in 2021 driven by these factors along with a federal lands development ban and the possible slowdown of fracking. However, others predict that peak oil demand is now and the need for fossil fuels has already reached a peak.

Assessing the candidates

The results of the election are anticipated to have significantly differing implications (should campaigning be a real signal) for the oil and gas industry. While a Donald Trump win would largely represent a status quo for the environment, a Joe Biden triumph could drive towards changes. Implications are wide ranging across the equity, credit and commodities market energy value chain.

It is important to evaluate who will have control of the House and Senate to pass said legislation. The House is expected to remain with the Democrats, comfortably winning at least 224 of the 435 seats. Recent polls have pointed toward a competitive Senate election cycle. The Republicans currently have a 53-47 Senate majority, but a Democrat favored majority of 51-49 is currently predicted.

The next question is whether the filibuster would be eliminated to push legislation through without a super majority needed; meaning Democrats could drive approvals with a 50-50 tie and Kamala Harris's vote. Although polls are pointing toward a "blue wave" for the Democrats, certain moderate democrats in oil and gas states such as Colorado, New Mexico and Pennsylvania may be swayed against major regulatory or legislative threats to oil and gas exploration and production. Additionally, elected authorities in anticipated Republican states such as Texas, Oklahoma, North Dakota, Utah, and Ohio who are home to industry trade groups and fossil fuel companies will play a significant role.

The Biden Administration has discussed several energy-related policies. These include support for climate-friendly legislation, a ban on federal lands and water permits that represented 21 percent of U.S. oil output in 2019, and an increased investment of $2 trillion over four years in clean energy technologies. To put this investment into perspective, total global energy investment from 2017 to 2019 averaged $2 trillion, and Biden's plan would add $500 billion per year. Biden would target roughly two thirds of U.S. carbon emissions focusing on transportation (40 percent) and electricity production (31 percent).

Broadly, the goal is a nationwide carbon reduction to achieve net-zero emission no later than 2050 and transition to a carbon pollution-free power sector by 2035. In order to achieve the 2050 net zero emissions goal, the world requires 2020 COVID-19 sized reductions (8 percent) every other year for the next 25 years. Throughout this energy transition, energy prices are likely to increase, and as a result, the pace of the energy transition will likely reflect the balance of societal demand to reduce fossil fuel usage and the costs (economic, convenience, speed, satisfaction) of doing so.

Renewables and hydrocarbons

In 2019, the U.S. accounted for 15 percent of global CO2 emissions (5,130 MM metric tons of CO2), down 873 MM metric tons since the U.S. peaked in 2007. The large decrease can be attributed to coal-to-gas switching, while wind generation and solar power installations also aided the decline. From 2018 to 2019 alone, coal-to-gas switching decreased U.S. emissions by 140 MM metric tons, driving the largest decrease for the year. While shifting from one end of the carbon-emitting energy spectrum to another, it is imperative to balance costs, plausibility and expectations.

Hydrocarbons can be stored for less than $1 per barrel of oil equivalent, or BOE, while renewables cost $200 per BOE. Total U.S. renewable storage capabilities can provide two hours of national electricity demand which is stored in the utility-scale batteries on the grid and in the about 1 million electric vehicles on U.S. roads. Storage, physics and costs are major drivers for a hydrocarbon partnership as the U.S. transitions to a less carbon-heavy source of fuel. While costs of wind and solar have been driven down by around 70 percent and 89 percent, respectively since 2009, the Betz Limit and Shockley-Queisser Limit do have a governor on further improvements of the current technology and materials. Similarly, subsurface oil and gas reservoirs have similar boundary conditions of physics involving ultimate recovery of resources through natural production, fracking and/or enhanced recovery techniques.

The goal of providing low cost, reliable energy to consumers, enhancing lives and providing better futures can be reached through utilizing hydrocarbon technologies in tandem with renewable sources. A vast amount of investment, research and development is still required in the renewable world, including battery storage, solar/wind efficiency, electric grid expansion and electric vehicle technology/charging stations.

According to the 2020 IEA Energy Outlook, oil and gas represented 55 percent of global energy demand in 2019 and the agency predicts that oil and gas will comprise 46 percent to 54 percent of the energy stack in 2040. This is a relatively flat market share. Coal, on the other hand, cedes market share to renewables and nuclear power, decreasing from 30 percent to 10 percent. While renewables are vital to reaching the U.S. goals of net-zero emissions, hydrocarbons are essential in backstopping U.S. energy needs and ambitions throughout this energy transition. Additionally, on a global scale, cheaply sourced and stored hydrocarbons are essential for emerging economies to advance through existing carbon-emitting infrastructure, eventually leading to renewable alternatives and global carbon reduction.

We remain encouraged for the next decade of growth and performance as we look to identify unique opportunities in the space. In a dynamic oil and gas market, Riverbend has a high degree of confidence to sustain and thrive due to our culture, performance-based team and systems. Riverbend is anchored by vigorous technical subsurface reserve assessments as well as land, accounting and commercial diligence. Additionally, Riverbend, as an energy company, is investing in the alternatives segment, concentrating on materials and services in the wind, solar and battery portions of the value chain. In a world full of human ambition, we see a need for all energy to support undeveloped nations and economies to access the opportunity of the American Dream, pursuing elimination of a "have" and "have not" world.

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Randy Newcomer is president and CEO of Houston-based Riverbend Oil and Gas, a private equity investment group specializing in the energy industry.