As an entrepreneur myself running my own legal practice and other ventures, and also wife of an entrepreneur, that’s how my team and I work with our clients:- 

- We understand and consider business when advising.
- We take care of human elements in our advice.  Relationship matters.
- We discuss with you how your team can also prevent problems on operational level.
- We avoid incurring unnecessary hours and guide with you on things that you can do so to save our hours
- We ask about your budget and provide fee estimate 
- We share our connections with you
- We work in plain language

What can I do for you?

- any agreement drafting and reviewing
- fund raising 
- ESOP and employee motivation plan 
- handling dispute 
- advising on how to deal with negotiations 
- overseas expansion 

Who are my clients?

- Startup / emerging companies looking for scaling up their business and fund raising
- Corporate / individual investors who are new to start up / early stage investment
- Fast growing companies which are yet to afford a full time experienced legal counsel
- Corporates which are keen about corporate innovation but not sure how
- Overseas companies which plans to tap into the Hong Kong and PRC markets
- Overseas law firms who look for reliable Hong Kong legal support
- Individuals who look for more thoughtful and humane legal advice in family / trust / probate matters (which I will work closely with my team)

Industry: E-Commerce, SI, SaaS, Cloud, Food Tech, Prop Tech, Digital Assets, F&B, Retail, Entertainment, Real Estate, Logistics, Franchised Business, Trading, IoT etc.

By having a general retainer (I call it Legal First Aid Kit) with us, you can focus on growing your business.

DM or email me to check out how our Legal First Aid Kit works, or how I may be able to help you - cermain.cheung@oln-law.com

***
Other than work, I am also a (mostly) stay at home working mommy of three adorable kids and a handsome kitten.

Cermain Cheung

Quorum in shareholder meetings? It seems boring and standard under Hong Kong’s Companies Ordinance (Cap. 622). 

Default: just two members present (or one for single-owner firms). 

But ignore it, and it bites back hard.

In a 50/50 JV? One skips the meeting—no quorum, no vote, total deadlock.

Not just JVs. With three shareholders, two against a move? They ghost, quorum fails, proposal flops. Absenteeism becomes a sneaky veto in any uneven setup. Still sound standard?

These quirks can stall your business decisions.

How to fix —review and tweak articles.

Unsure about your setup? DM me for quick advice!

***

I'm Cermain, an experienced corporate lawyer, a newbie entrepreneur, a mommy of 3 and a work-life integrator. I occasionally post insights on business, law, parenting and life. Stay updated, click the bell icon on my profile. DMs are welcome.  

Disclaimer - This post doesn't provide legal advice. Seek independent legal advice when necessary.

Cermain  Cheung

Human-centric legal solutions for everyone | 1/2 entrepreneur (森流GreenFlow & YeeGoo 易雇) | Wife of entrepreneur & mommy of 3 | Work-life integrator

No alternative text description for this image

My 2 cents when hiring the Head of CSS.  Any thoughts welcome!

Essential Guide: Appointing an In-House Head of Computer System Security🛡️

As cyber threats grow more sophisticated and regulatory expectations tighten, appointing the right internal leadership is no longer optional - it’s critical.

In this timely publication, our Consultant Cermain  Cheung explores the key considerations and practical steps involved in appointing an in-house Head of Computer System Security. From governance structure to accountability and compliance, the article offers guidance for boards, senior management, and security teams navigating today’s risk landscape in Hong Kong.

🔗 https://lnkd.in/eQFR66qq

#CyberSecurity #ComputerSystemSecurity #Compliance #CriticalInfrastructure

🤝 I'm Jada, specializing in custom promotional apparel and products for Houston corporations, driving brand visibility and engagement through tailored solutions.
 
With over a decade at Sysco, I earned multiple awards as a District Sales Manager and served as Director of Category Management. I led a team managing $𝟮𝟮𝟰𝗠 𝗶𝗻 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 and oversaw 𝟭,𝟬𝟬𝟬 𝗯𝗿𝗼𝗸𝗲𝗿𝘀 𝘄𝗶𝘁𝗵𝗶𝗻 𝘁𝗵𝗲 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗕𝗿𝗼𝗸𝗲𝗿 𝗡𝗲𝘁𝘄𝗼𝗿k, including the six largest national food brokerages.

Now, as a mompreneur, I combine my corporate acumen with a passion for creativity, offering bespoke solutions that meet the unique needs of my corporate clients.

👉 We specialize in custom-designed apparel, embroidery, brand design, and promotional products, all tailored to help Houston corporations stand out in today's competitive market. 

My commitment to excellence and attention to detail ensures that our clients receive high-quality products and exceptional service, every time.

👫In addition to my startup, I'm a dedicated cheer mom, sports mom, and dog mama to two lovely doggies. 

Balancing these roles has taught me the importance of organization, perseverance, and dedication—qualities I bring to every client project. 

𝗛𝗢𝗪 𝗜 𝗖𝗔𝗡 𝗛𝗘𝗟𝗣 𝗬𝗢𝗨

I work with companies in the 𝗢𝗶𝗹, 𝗚𝗮𝘀, 𝗘𝗻𝗲𝗿𝗴𝘆, 𝗮𝗻𝗱 𝗖𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝗼𝗻 sectors to enhance their brands through premium promotional apparel and products. 

We understand the demanding environments and specific branding needs of these industries. 

Whether it's outfitting your team with durable, branded workwear or creating memorable promotional items for industry events, my solutions help reinforce your brand's strength and professionalism.

𝗪𝗛𝗔𝗧 𝗪𝗘 𝗖𝗔𝗡 𝗗𝗢 𝗙𝗢𝗥 𝗬𝗢𝗨

My journey from corporate sales to mompreneurship has been driven by a desire to combine professional expertise with personal passion. 

We believe in the power of strong branding to make a lasting impact.

Our team is dedicated to helping your business stand out with high-quality, custom solutions tailored to your unique needs.

Join me in transforming your brand vision into reality with 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹𝗶𝘇𝗲𝗱 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 that truly make an impact. 

Your success is our priority, and we're committed to exceeding your expectations with every project.

Together, we can create a brand experience that not only captures attention but also builds lasting connections.

📩 Contact us today to discover how our custom promotional products and apparel solutions can enhance your brand.

Jada Powell

Not every industry event is worth talking about.

But the NAPE 6th Annual LandmanLife Kickoff Party? 

That's a different story.

It's rare to walk into a room and run into both old friends and unexpected new connections, all in the same night.

Some people treat networking like a chore. 

I treat it like a front row seat to everything you never learned in a boardroom.

You hear the real stories. 

The deals that didn't make the headlines. 

The lessons nobody puts on a slide.

Founder stories.

Every year, I walk away knowing a little more about the landman side of oil and gas... and a lot more about what's actually happening across the field.

If you're in the industry and you think you've seen it all, try showing up at one of these.

Still surprised by how much there is to learn, especially from the people who've lived through it all.

What's the best lesson you ever picked up at an industry event?

Leigh Haas Cheryl Frankeny, PhD Laurin Baucum

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OSHA Construction Industry Course Certificate

Powell Consulting Group is a Houston-based business development consulting firm serving Oil & Gas, Energy, and Construction organizations that need predictable growth without adding full-time headcount.

We help leadership teams strengthen pipeline, expand key accounts, and activate strategic partnerships through clear go-to-market strategy and disciplined commercial execution. 

Our work is built for complex, relationship-driven environments where multiple stakeholders influence decisions, sales cycles are long, and “great capabilities” don’t always translate into consistent revenue.

Engagements typically include pipeline and territory strategy, account mapping and expansion plans, stakeholder and pursuit planning, partner and channel development, and weekly execution cadence that creates measurable momentum. 

Whether you need an experienced commercial partner to stabilize the front end of growth or a focused push to open new doors, we bring structure, clarity, and forward motion.

Our approach is practical and enterprise-ready: align priorities, build a plan your team can run, and execute with accountability. We’re known for turning relationships into repeatable revenue systems, not one-off wins.

Led by Jada Powell, Powell Consulting Group brings corporate leadership experience and operator-level urgency. Jada spent over a decade at Sysco in sales and category leadership, earning multiple awards and leading teams responsible for $224M in revenue while supporting a strategic broker network of 1,000 brokers, including six of the largest national food brokerages.

If your organization is ready to tighten commercial execution, grow key accounts, or build a partnership engine that drives pipeline, Powell Consulting Group is built to help.

𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 | 𝗢𝗶𝗹 & 𝗚𝗮𝘀 | 𝗘𝗻𝗲𝗿𝗴𝘆 | 𝗖𝗼𝗻𝘀𝘁𝗿𝘂𝗰𝘁𝗶𝗼𝗻 | 𝗣𝗶𝗽𝗲𝗹𝗶𝗻𝗲 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 | 𝗞𝗲𝘆 𝗔𝗰𝗰𝗼𝘂𝗻𝘁 𝗚𝗿𝗼𝘄𝘁𝗵 | 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 | 𝗙𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴 | 𝗧𝗲𝗿𝗿𝗶𝘁𝗼𝗿𝘆 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 | 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗚𝗿𝗼𝘄𝘁𝗵

We provide business development consulting for Oil & Gas, Energy, and Construction organizations that need predictable growth without adding full-time headcount.

We partner with leadership teams to build pipeline, expand key accounts, and develop strategic partnerships through clear go-to-market strategy and disciplined commercial execution. 

This work is built for complex, relationship-driven environments where multiple stakeholders influence decisions, sales cycles are long, and “strong capabilities” don’t always translate into consistent revenue.

Engagements typically include:

• Pipeline and territory strategy to focus effort on the highest-value opportunities
• Account mapping and expansion plans to grow share within priority customers
• Stakeholder mapping, pursuit planning, and deal strategy to increase win rates
• Partnership and channel development to create repeatable opportunity flow
• Weekly execution cadence and accountability to drive measurable progress

Clients bring us in when they need clarity, momentum, and a partner who can operate at an executive level while working seamlessly with Sales, Operations, and Leadership. The goal is always the same: a plan your team can run, a rhythm that creates forward motion, and outcomes leadership can track.

Industries served: Oil & Gas operators and service companies, energy and industrial organizations, and construction teams with complex stakeholder environments.

If your organization is looking to tighten BD execution, strengthen pipeline discipline, and grow key accounts with an enterprise-ready approach, please schedule a discovery call..

Principal Consultant

Houston Apparel Co. provides custom apparel solutions for corporate and SMB clients. Grateful for the work and relationships. Now focused on Powell Consulting Group.

Co-Founder

𝗖𝘂𝘀𝘁𝗼𝗺 𝗮𝗽𝗽𝗮𝗿𝗲𝗹 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 | 𝗕𝗿𝗮𝗻𝗱𝗲𝗱 𝗮𝗽𝗽𝗮𝗿𝗲𝗹 | 𝗖𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲 𝗮𝗽𝗽𝗮𝗿𝗲𝗹 | 𝗣𝗿𝗼𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗔𝗽𝗽𝗮𝗿𝗲𝗹

The journey to founding Dottie's Designs began during COVID-19. My dog, Dottie, was a beacon of light, providing comfort and joy when I needed it most. Inspired by her unwavering support, I named my business after her, symbolizing resilience and hope.

As a mompreneur, balancing home life and starting a new business was no easy feat. With a family to support, I knew I could do more with my life and decided to jump in feet first into the world of custom apparel. I took on multiple roles—salesperson, logistics manager, and accountant, learning and adapting as I went along. Each day presented new challenges and new opportunities to grow and innovate.

Starting from scratch, I immersed myself in learning about custom apparel, driven by a passion for creativity and a desire to make a meaningful impact. Overcoming initial doubts, I embraced each challenge, gradually building confidence and expertise. Dottie's Designs quickly grew from a small venture into a thriving business, known for its unique designs and personalized service.

Balancing the demands of entrepreneurship with my responsibilities at home required a great deal of perseverance and dedication. Late nights and early mornings became routine as I worked tirelessly to build a brand that resonated with customers. The support from my family and the joy of seeing my business grow kept me motivated.

Through dedication and perseverance, I transformed a difficult period into an opportunity for growth and innovation. 

Little did I know, this was setting me up for my next opportunity. 

My journey with Dottie's Designs not only allowed me to create a business but also reinforced the importance of resilience and believing in oneself. This experience showed me that even in the face of adversity, we have the power to redefine our paths and achieve remarkable success.

Founder, Principal

𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 |𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀𝗵𝗶𝗽𝘀 | 𝗞𝗲𝘆 𝗔𝗰𝗰𝗼𝘂𝗻𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 | 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁

I oversaw product categories and managed strategic broker relationships, driving impressive sales growth through innovative initiatives. My responsibilities included developing and executing category management plans, focusing on optimizing product assortment, competitive pricing, and promotion strategies.

By analyzing market trends and consumer behavior, I ensured our product lines exceeded customer expectations, resulting in substantial revenue growth. Working with strategic brokers, I forged and nurtured strong, performance-driven partnerships, implementing strategies that enhanced broker productivity and collaboration—skills invaluable for any aspiring entrepreneur.

I played a crucial role in crafting and executing sales and marketing strategies aligned with the company's goals. This involved identifying growth opportunities and launching innovative products. Leading a diverse team of category managers and brokers, I refined my leadership and mentorship abilities, fostering a culture of innovation, teamwork, and excellence.

My tenure was marked by significant achievements, including driving remarkable revenue growth and expanding our market footprint through successful new product launches and strategic market entry initiatives. My contributions were recognized through accolades for exceptional performance and dedication to the company's success.

These experiences have honed my strategic thinking, problem-solving abilities, and results-oriented approach—essential qualities for a successful entrepreneur. The skills I gained in strategic planning, relationship management, and performance optimization have equipped me to build and lead a thriving business.

As I embark on my entrepreneurial journey, I'm eager to leverage these experiences to create innovative solutions and drive meaningful impact.

Director of Category Management and Strategic Broker Network

𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 | 𝗖𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝘁𝗶𝘃𝗲 𝗦𝗲𝗹𝗹𝗶𝗻𝗴 | 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴| 𝗦𝗮𝗹𝗲𝘀 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 | 𝗖𝗹𝗶𝗲𝗻𝘁 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁

This role has provided me with a comprehensive understanding of sales, leadership, and strategic planning, all of which are essential for running a successful business.

Managing a diverse team of Marketing Associates has honed my leadership abilities. I learned how to motivate, mentor, and guide a team towards achieving common goals. These skills are crucial for any entrepreneur who must inspire and lead a team to success.

Developing and implementing sales strategies to meet district targets has given me a strong foundation in strategic planning. Learned how to analyze market trends, identify opportunities, and create actionable plans. This experience is directly transferable to the strategic thinking required to launch and grow a business.

Building and maintaining strong relationships with clients was at the core of my role at Sysco. 

Understanding client needs and providing tailored solutions taught me the importance of customer-centricity in business. As an entrepreneur, this ability to connect with and satisfy customers will be vital to building a loyal customer base.

Monitoring and analyzing sales performance has given me a keen eye for identifying strengths and areas for improvement. This analytical skill is essential for any entrepreneur, as it allows for continuous improvement and adaptation in a competitive business environment.

My role as a District Sales Manager has prepared me to take on the challenges of entrepreneurship with confidence. 

The skills and experiences I gained in leadership, strategic planning, client relationship management, and performance analysis have equipped me with the tools necessary to build and lead a successful business.

I am excited to leverage this experience as I embark on my entrepreneurial journey.

District Sales Manager

I build the pipeline for Oil & Gas, Energy & Construction teams | Fractional BD Consultant: GTM, partnerships, key account growth | Ex-Sysco Corporate leader (led $224M) | Powell Consulting Group | Houston

LandmanLife

People. Pipelines. Purpose.

Principal Consultant & Owner at MPS, Leadership Expert, Executive Coach and Assessor, & Keynote Speaker

Director of Administration at Management & Personnel Systems

#redmonday

𝗜𝘁'𝘀 𝗲𝗮𝘀𝘆 𝘁𝗼 𝗳𝗼𝗿𝗴𝗲𝘁 𝘄𝗵𝗮𝘁'𝘀 𝗿𝗲𝗮𝗹𝗹𝘆 𝗮𝘁 𝘀𝘁𝗮𝗸𝗲 𝗶𝗻 𝗼𝘂𝗿 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝘂𝗻𝘁𝗶𝗹 𝘆𝗼𝘂 𝗵𝗲𝗮𝗿 𝘀𝗼𝗺𝗲𝗼𝗻𝗲'𝘀 𝘀𝘁𝗼𝗿𝘆.

That was me at the RedM Oil and Gas Quarterly Meeting.

I thought it might be just another business update. 

It wasn't.

This one focused on Redeemed and the lives they touch right here in our city.

Real stories. 

Real people. 

𝙏𝙝𝙚𝙮 𝙗𝙧𝙤𝙪𝙜𝙝𝙩 𝙩𝙝𝙚 𝙢𝙞𝙨𝙨𝙞𝙤𝙣 𝙩𝙤 𝙡𝙞𝙛𝙚.

I listened to Laura share how Redeemed gave a woman her second chance. 

You could see how much it meant. 

Not just to her, but to everyone around her.

It made me pause. 

We talk about impact in business all the time. 

But it's different when you see it up close.

It's a reminder. 

Numbers matter, but people matter more.

Supporting Redeemed feels less like charity, more like being part of a quiet chain of good.

𝘕𝘰𝘵 𝘦𝘷𝘦𝘳𝘺 𝘮𝘦𝘦𝘵𝘪𝘯𝘨 𝘭𝘦𝘢𝘷𝘦𝘴 𝘢 𝘮𝘢𝘳𝘬. 

This one did.

If you get the chance, look beyond the numbers.

Sometimes, the biggest impact isn't in a spreadsheet. 

𝙄𝙩'𝙨 𝙞𝙣 𝙨𝙤𝙢𝙚𝙤𝙣𝙚'𝙨 𝙨𝙩𝙤𝙧𝙮.

⛷️Have you ever seen a ski lodge pop up inside a Texas sports bar?

Complete with bunny slopes, branded from the Rig to the Ridge t-shirts, and signature Après Ski cocktails?

Most trade show events blend together. 

Same tables, same giveaways, same forgettable pitch. 

Another logo on a water bottle. 

Another branded pen lost in a hotel room. 

🚡But when Oliva Gibbs is throwing a soiree' as a NAPE Expo LP party....

We're talking: 
𝗙𝗮𝘂𝘅 𝘄𝗼𝗼𝗱 𝗰𝗼𝘇𝘆 𝗰𝗮𝗯𝗶𝗻
𝗕𝗿𝗮𝗻𝗱𝗲𝗱 𝗵𝗮𝘁𝘀 𝗮𝗻𝗱 𝘁-𝘀𝗵𝗶𝗿𝘁𝘀 𝘄𝗼𝗿𝘁𝗵 𝘄𝗲𝗮𝗿𝗶𝗻𝗴
𝗖𝘂𝘀𝘁𝗼𝗺 𝗰𝗼𝗰𝗸𝘁𝗮𝗶𝗹𝘀 𝘆𝗼𝘂'𝗱 𝗲𝘅𝗽𝗲𝗰𝘁 𝗶𝗻 𝗔𝘀𝗽𝗲𝗻, 𝗻𝗼𝘁 𝗛𝗼𝘂𝘀𝘁𝗼𝗻
𝗥𝗲𝗮𝗹 𝗹𝗶𝘃𝗲 𝗺𝘂𝘀𝗶𝗰, 𝗿𝗲𝗮𝗹 𝗲𝗻𝗲𝗿𝗴𝘆, 𝗻𝗼 𝗴𝗲𝗻𝗲𝗿𝗶𝗰 𝘀𝗮𝗹𝗲𝘀 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗽𝗼𝗶𝗻𝘁𝘀

It was an EXPERIENCE. 

None of this blend-into-the-background boring stuff. 

People stepped in for a drink and walked out with stories, selfies, and new connections. 

And yes, the "slope" was only ten feet long, but that didn't stop grown adults from living out their après-ski dreams in the middle of downtown Houston.

You couldn't miss it on social. 

People tagged the brand, posted stories, and made sure everyone knew where the real party was. 

Think about it: How often do you see people organically promote a trade show event? 

In this case, the crowd did the work.

This isn't luck. 

It's strategy.

Anyone can place an order for swag. 

Few will dream up a mini mountain inside a bar and then pull it off.

Here's what most companies miss:
𝙂𝙧𝙚𝙖𝙩 𝙢𝙚𝙧𝙘𝙝 𝙞𝙨 𝙤𝙣𝙡𝙮 𝙖 𝙛𝙤𝙤𝙩 𝙞𝙣 𝙩𝙝𝙚 𝙙𝙤𝙤𝙧. Nobody bonds over another tote bag.
𝙋𝙚𝙤𝙥𝙡𝙚 𝙘𝙧𝙖𝙫𝙚 𝙚𝙭𝙥𝙚𝙧𝙞𝙚𝙣𝙘𝙚𝙨, 𝙣𝙤𝙩 𝙩𝙧𝙖𝙣𝙨𝙖𝙘𝙩𝙞𝙤𝙣𝙨. Make them feel something, and they'll remember your name.
𝙏𝙝𝙚 𝙗𝙚𝙨𝙩 𝙗𝙧𝙖𝙣𝙙𝙞𝙣𝙜 𝙙𝙤𝙚𝙨𝙣'𝙩 𝙩𝙖𝙡𝙠 𝙖𝙩 𝙥𝙚𝙤𝙥𝙡𝙚. It gives them something to share.

The Olivia Gibbs team turned a fleeting trade show moment into a brand memory that outlasted the event itself. 

They didn't just fight for attention; they became the main event.

I see this all the time: corporate decision-makers in Oil & Gas, Energy and Construction sectors feeling pressured to "do more" at events. 

But breakthrough isn't about outspending or out-shouting. 

It's about creating moments worth retelling.

𝘛𝘢𝘬𝘦𝘢𝘸𝘢𝘺: Stop being forgettable. 

Stop blending in. 

The next time you're planning activation, skip the standard checklist. 

Focus on what will get people talking, posting, and coming back for more.

🏂Sometimes, you have to build a ski lodge in Texas.

𝗪𝗵𝗮𝘁'𝘀 𝘁𝗵𝗲 𝘄𝗶𝗹𝗱𝗲𝘀𝘁 𝗼𝗿 𝗺𝗼𝘀𝘁 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗲 𝗲𝘃𝗲𝗻𝘁 𝗮𝗰𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 𝘆𝗼𝘂'𝘃𝗲 𝗲𝘃𝗲𝗿 𝘀𝗲𝗲𝗻?

Genuinely curious to hear, because this bar keeps getting raised every year.

Oliva Gibbs

NAPE Expo LP

Everyone 𝙇𝙊𝙑𝙀𝙎 to talk about "being authentic" in sales.

But let's tell the truth, putting yourself out there is 𝗔𝗪𝗞𝗪𝗔𝗥𝗗.

I'm talking full-on, sweat-under-your-arms, "do they see my hands shaking?" awkward.

Nobody wants to admit:

𝗧𝗵𝗲 𝗯𝗲𝘀𝘁 𝘀𝗮𝗹𝗲𝘀𝗽𝗲𝗼𝗽𝗹𝗲 𝗮𝗿𝗲𝗻'𝘁 𝘀𝗺𝗼𝗼𝘁𝗵-𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗿𝗼𝗯𝗼𝘁𝘀.
𝗧𝗵𝗲𝘆'𝗿𝗲 𝗷𝘂𝘀𝘁 𝗿𝗲𝗮𝗹𝗹𝘆, 𝗿𝗲𝗮𝗹𝗹𝘆 𝗴𝗼𝗼𝗱 𝗮𝘁 𝗯𝗲𝗶𝗻𝗴 𝘃𝘂𝗹𝗻𝗲𝗿𝗮𝗯𝗹𝗲.

I learned this the hard way, back in my early days.

I'm standing in a conference room, pitching branded workwear to a group of Oil & Gas execs.

Half of them look bored.

One guy is probably playing Candy Crush under the table.

I'm over here, fumbling with my samples, trying not to drop a box of hi-vis vests.

I blurt out and turned a shade of beet red, "Honestly, I never thought I'd be this excited about reflective tape."

They laughed.

And suddenly, they were paying attention.

And then I was reminded. 

People buy from people they 𝙆𝙉𝙊𝙒, 𝙇𝙄𝙆𝙀, and 𝙏𝙍𝙐𝙎𝙏

We all say it.

But most folks forget the "human" part.

Here's what vulnerability in sales actually looks like:

1. Admitting when you don't know the answer (without turning into a puddle).
2. Sharing a story about the time your branded polos arrived two sizes too small, and you looked like you borrowed clothes from your nephew.
3. Owning your mistakes, instead of blaming "supply chain disruptions" (aka, you forgot to click "send").

It's not about being perfect.

𝙄𝙩'𝙨 𝙖𝙗𝙤𝙪𝙩 𝙗𝙚𝙞𝙣𝙜 𝙧𝙚𝙖𝙡.

Newsflash:

Nobody trusts a walking LinkedIn profile.

They trust the person who admits they get nervous.

Or that they once spilled coffee on a client's custom embroidered jacket before the big reveal.

Vulnerability cuts through the noise.

It connects.

It reminds people you're not selling to check off a quota.

You're selling because you believe you can actually help.

BUT.....You have to put yourself out there again and again.

Even when you'd rather eat your own business cards.

You'll get rejected.

You'll make mistakes.

You'll have days where your "big idea" lands with a thud.

But every time you show up as yourself, awkward, honest, sleeves rolled up, you stand out in an industry full of copy-paste sales scripts.

So next time you feel that cringe creeping up?

Lean in.

Crack the joke you think might bomb.

Admit you're excited about something weird.

Ask the "dumb question."

𝘗𝘦𝘰𝘱𝘭𝘦 𝘳𝘦𝘮𝘦𝘮𝘣𝘦𝘳 𝘵𝘩𝘦 𝘩𝘶𝘮𝘢𝘯 𝘮𝘰𝘮𝘦𝘯𝘵𝘴.

Not the pitch deck.

And if all else fails, just remember:
There's nothing wrong with sweating through your shirt, 
𝙖𝙨 𝙡𝙤𝙣𝙜 𝙖𝙨 𝙞𝙩'𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙮 𝙗𝙧𝙖𝙣𝙙𝙚𝙙.

If you've ever survived a sales call that went sideways, tell me about it.

What's the most vulnerable moment you've had in a pitch?

Pro sales super woman Leigh Haas

People. Pipelines. Purpose.

NAPE Expo LP will test you. 

Not your technical skills.
Not your fancy elevator pitch.
Your feet.

After Day 1, I've seen grown adults barter their company pens for a seat on a nearby ledge.
Heels? Not even once. 👠
Dress shoes? Some of you are braver than the Marines. 

No one comes to NAPE for a relaxing stroll.
Your step count is off the charts.
Your LinkedIn app battery is crying. 😭
You're balancing a badge, coffee, and enough swag to fill a wireline truck.

𝙌𝙪𝙞𝙘𝙠 𝙘𝙝𝙚𝙘𝙠 𝙞𝙣:
Are your feet still attached?
Did you actually eat lunch, or just survive on protein bars and mints?
Did you follow up with the new connections, or is your inbox a graveyard of "We met at..."?
Are you still hydrated, or running solely on coffee and adrenaline?

And let's talk about the networking game.
Some folks walked away with fifty business cards.
Others left with just a headache and three koozies.

Here's the NAPE reality:
You get out what you put in.

𝙄𝙩'𝙨 𝘿𝙖𝙮 2.

Which means you still have...
A stack of business cards to follow up with
That pitch you keep practicing in your head but haven't actually said out loud
Another ten thousand steps on this industrial carpet....10 acres people!!!!

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲 𝗳𝗼𝗿 𝘀𝘂𝗿𝘃𝗶𝘃𝗶𝗻𝗴 𝗗𝗮𝘆 𝟮:
1. Wear the ugly-but-supportive shoes. Style can wait.
2. Hydrate. Not just with bad coffee.
3. If you say "let's connect" one more time, actually do it.
4. Don't be the person who collects swag and leaves. Network.
5. Smile. It makes your elevator pitch at least 40% less awkward. (Science? No. Personal data? Absolutely.)

The real win isn't in the number of handshakes. 🤝
It's in making that one solid connection, learning something useful, or even just sharing a laugh with someone who's also limping toward the exit.

So, how are your feet holding up?
Got any Day 2 survival tips?
Put your best (comfortable) foot forward and drop your funniest NAPE moment below.
Let's see who's still standing.

Snapped with Oil and Gas Global Network crew Casey Thames Laurin Baucum Cheryl Frankeny, PhD

Oil and Gas Global Network

Pipeline Operations and Integrity Leader | Damage Prevention, Corrosion Control, DOT 192/195 | Industry Media and Board Leadership

First time at an industry expo, and I already know I'll be back.

Yesterday was my Surface Mount Technology Association (SMTA) Expo debut. Thanks for the invite, President Adrian Leal 

I got a crash course in what's shaping the future of electronics manufacturing, and a few moments that genuinely made me rethink how I approach challenges in our industry.

Let's start with the opening presentation by SLB "The Next Regulation Challenge for Electronics Manufacturing," run by Chintan Sanghani and his team. 

We're talking about looming regulations that aren't just around the corner, they're already staring us down.

SLB broke it down like this:

The gap between innovation and regulation is shrinking. Faster product cycles mean compliance can't be an afterthought.

Supply chain headaches aren't going away. Materials traceability, banned substances, and documentation are now non-negotiable.

The era of "good enough" documentation is over. Regulators expect full transparency, not just easy check-the-box answers.

I looked around the room. 

People were actually taking notes.

Not scrolling on their phones, not staring into space. 

Get proactive. 

Learn. 

Adapt. 

Start treating compliance as a competitive advantage.

That last point stuck with me. 

We've all seen companies paralyzed by new rules, reactive, slow, always playing catch-up. 

You can feel the burnout just talking to their teams.

But I also met leaders yesterday who treat new compliance standards like a puzzle to solve. 

Not a burden, but a chance to stand out.

The day wasn't just about regulations. 

It was about connection.

If you work in electronics manufacturing and you've been putting off attending events like these, you're leaving value on the table.

It's about more than products and processes. It's about perspective. 

About stepping outside your day-to-day and seeing where the industry is really headed.

Will I be back next year? Absolutely. Probably with more questions and a few stories of my own to share.

If you were at the expo, I want to hear your take. 

What stood out? 

What surprised you? 

And if you missed it, what's holding you back from getting involved next time?

#livideo Water Waiter Robotic Cart, pretty neat!

Surface Mount Technology Association (SMTA)

PCBA Manufacturing SME providing manufacturing resources to the North American market

Most sales teams brag about their potential. 
But their pipeline says otherwise.

I'm Jada, founder of Powell Consulting Group
I help Oil & Gas, Energy and Construction companies stop talking about growth and actually make it happen.

Here's the cycle I see every week.
Great teams. Strong capabilities. Ambitious goals.
But pipeline is lumpy. Partnerships stall. Key accounts flatline.
Everyone keeps working hard, but revenue drifts off target.
Sound familiar?

That's where I come in.

My job is simple:
- Build a pipeline that doesn't disappear next quarter
- Win deals with accounts that actually move the needle
- Turn "maybe partners" into real revenue streams
- Give leadership a system they can actually track (not just wishful forecasts)

I know the enterprise slog.

Before launching Powell Consulting Group, I spent years at Sysco leading corporate teams, winning awards as a District Sales Manager, and running $224M in business as Director of Category Management.
My teams supported a broker network of 1,000, including six of the country's largest.
Everything I learned there shapes how I work now.
I get laser clear on priorities, never hide from accountability, and refuse to let key accounts slip through the cracks.

My clients have a few things in common:
- They work in Oil & Gas, Energy or Construction
- Their sales cycles are long, and every deal counts
- They're tired of "maybe next quarter" excuses

Most come to me for three reasons:
- They need pipeline that doesn't keep them up at night
- They want key accounts to actually grow, not just get managed
- They want partnership revenue, not just promises

If you want a senior partner who's actually sat in your seat, built real plans, and isn't afraid to drive execution, let's talk.

Ready to stop guessing and start growing? 
Set up a strategy call with me, and let's get to work.

Powell Consulting Group

I got the invite. 📫

Joseph J Raetzer, MBA, JD asked me to join him on 𝙒𝙖𝙡𝙡 𝙎𝙩𝙧𝙚𝙚𝙩 𝙩𝙤 𝙔'𝙖𝙡𝙡 𝙎𝙩𝙧𝙚𝙚𝙩.

That's probably a mistake he'll only make once.

We hit record and, suddenly, everything was up for grabs.

Family?

We went there. 

Turns out raising kids while juggling work-from-home chaos makes you either a better parent or a better liar. 

𝘚𝘰𝘮𝘦𝘵𝘪𝘮𝘦𝘴 𝘣𝘰𝘵𝘩.

Mental health? 

Absolutely. 

We traded stories about those days when even getting out of bed feels ambitious. 

Layoffs? 

Of course. 

Because who hasn't been ambushed by a surprise Zoom meeting that ruins their lunch plans? ☠️

We shared a few horror stories and laughed at how corporate America thinks a Starbucks gift card counts as severance.

And then the big reveal.

Joseph wanted to know what I'm cooking up next.

So I shared the real news. 

Powell Consulting Group

No more hiding as "just another employee." 

Now it's just me, my business, and a family that's suspicious of all my "strategy sessions" that happen on the living room couch.

We swapped tales of entrepreneurial wins, fails, and the truly weird stuff people won't admit on LinkedIn. 

𝘓𝘪𝘬𝘦 𝘭𝘢𝘶𝘯𝘤𝘩𝘪𝘯𝘨 𝘢 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘸𝘪𝘵𝘩 𝘯𝘰𝘵𝘩𝘪𝘯𝘨 𝘣𝘶𝘵 𝘢 𝘭𝘢𝘱𝘵𝘰𝘱, 𝘵𝘩𝘳𝘦𝘦 𝘮𝘶𝘨𝘴 𝘰𝘧 𝘤𝘰𝘭𝘥 𝘤𝘰𝘧𝘧𝘦𝘦, 𝘢𝘯𝘥 𝘩𝘢𝘭𝘧 𝘢 𝘱𝘭𝘢𝘯.

The best part? 

Joseph forced me to be honest. 

No scripts. 

No fake optimism. 

Just real talk about the ugly, hilarious reality of starting over.

If you want to hear two people telling the truth about family, mental health, work, and why you should never trust a calendar invite from HR, you'll want to tune in.

Episode drops soon. 

Bring your sense of humor. 😜

You'll need it.

Tag someone who loves a good comeback story, or who just wants to know what happens when you stop pretending everything is fine.

#livideo

Ex-Wall Street Lawyer➡️ Host of “Wall Street to Y’all Street” podcast and Corporate, M&A and Securities Lawyer💸 $100B+ & 20+ Years Experience (NY & TX Licensed) 🎖️Veteran

What do I actually do as an oil and gas business development consultant?

Forget the fancy titles. 

Here's the truth bomb.💣

I'm not just selling drilling rights or tracking barrels. 

I'm a translator. 

A fixer. 

Sometimes a firefighter.

One day, I'm stuck in the middle of a regulatory mess, trying to figure out why a deal that was simple on Friday now feels legally impossible on Monday. 

Next, I'm a therapist for a CEO who just watched their best prospect go up in smoke. 💨

It's never just about the oil.

A client calls, desperate. 

Their project's stalled. 

Stakeholders are circling. 🦈

Timelines slipping. 

The room feels smaller. 

The numbers aren't working.

That's when I show up.

No parachuting in with pitch decks. 

I listen first. 

I dig into what's really going wrong. 

Why did this partnership fail? 

Where did trust break? 

Is this even about price, or is someone just not ready to deal?

The deals I broker aren't just contracts. 

They're about confidence. 

I have to translate all the industry jargon into plain English so the finance team, engineers, and lawyers actually agree for once.

Sometimes, I'm the only one who feels the sting of missed opportunity. 

I wake up thinking about the rig that never broke ground. 

The handshake that didn't close.

Nobody writes "resilience" or "grit" into this job description. 

But that's what I use most.

I chase leads that look dead.

I nurture relationships that could take years to ever pay off, if they pay at all.

I get told "no" more than "yes," but I keep going.

I don't just open doors. 

I build the hallway.

And when a deal finally closes, it's never about posting some win or chasing awards. 

It's just the quiet relief of knowing I brought the right people together at the right time. 

That a landowner trusts their gut. 

That a team gets to actually do their work. 

That real, usable energy can flow because I did my job.

I'm a consultant, a builder, a translator. 

But most days, I'm just the one who sees what's possible before anyone else does.

That's what I do. 

The rest is just noise.

Powell Consulting Group

Ready for NAPE Expo LP next week?

If you're not, you should be.

Year two for me. 

Still feels like Christmas for anyone in Oil & Gas.

Speaker lineup? 

Strong. 

Actually, it's unreal this year.

And if I am being honest, half the value is what happens after hours. 

If you're not making new connections at the after parties, you're doing NAPE wrong.

This isn't just another conference. 

Deals get made here. 

Friendships start here. 

The people you meet at NAPE? 

They might change your entire year.

Not joking.

Don't skip Friday. 

There's a drawing for an INEOS Automotive Trailblazer. 

Yes, seriously. 

If you're the lucky one, don't forget who reminded you.

Here's my plan:

- 𝘞𝘢𝘭𝘬 𝘵𝘩𝘦 𝘦𝘹𝘱𝘰. Find out who's really moving the needle.
- 𝘏𝘪𝘵 𝘪𝘯𝘥𝘶𝘴𝘵𝘳𝘺 𝘴𝘦𝘴𝘴𝘪𝘰𝘯𝘴. Actually talk business.
- 𝘚𝘩𝘰𝘸 𝘶𝘱 𝘢𝘵 𝘢𝘧𝘵𝘦𝘳 𝘱𝘢𝘳𝘵𝘪𝘦𝘴 𝘢𝘯𝘥 𝘴𝘦𝘦 𝘸𝘩𝘰 𝘭𝘦𝘵 𝘵𝘩𝘦𝘪𝘳 𝘨𝘶𝘢𝘳𝘥 𝘥𝘰𝘸𝘯.
- 𝘊𝘰𝘯𝘯𝘦𝘤𝘵 𝘸𝘪𝘵𝘩 𝘢𝘴 𝘮𝘢𝘯𝘺 𝘴𝘮𝘢𝘳𝘵, 𝘪𝘯𝘵𝘦𝘳𝘦𝘴𝘵𝘪𝘯𝘨 𝘱𝘦𝘰𝘱𝘭𝘦 𝘢𝘴 𝘱𝘰𝘴𝘴𝘪𝘣𝘭𝘦.

Want to make it easy? 

Swing by the OGGN booth. 

If you want a time blocked for a real conversation, shoot me a DM.

Every year, I see the same thing. 

The people who show up and get out of their comfort zone leave with the most value. 

The ones who lurk at the coffee stations and check emails, not so much.

So, make a decision. 

Are you coming just to show your badge or are you coming to get something out of it?

I want to talk shop, trends, deals, and where the industry is really going. 

Not just hand out business cards.

Let me know if you're rolling in. 

Who's already planning to hit a few after parties? 

Who's never been to NAPE before?

Drop your survival tips below for the rookies. 

And if you see me at the Oil and Gas Global Network booth or walking around, say hi. 

Don't just walk by.

Some of the best connections start with a simple conversation.

See you at NAPE. 

Or better yet, let's set a time. 

DM me.

INEOS Automotive

Reposting this from @thepowell-consulting-group because this conversation keeps coming up behind closed doors.

I spend a lot of time talking with leadership teams in Oil & Gas, Energy, and Construction. 

Strong operators. 

Smart people. 

Real capability.

And yet, the same quiet frustration surfaces:
“We should be growing faster than this.”

Not because the market isn’t there.

Not because the team isn’t talented.

Not because the goals aren’t ambitious.

But because pipeline feels inconsistent.

Because key accounts aren’t expanding.

Because partnerships sound good in meetings but don’t show up in revenue.

Here’s what I’ve learned over the years, both leading $224M portfolios inside a large enterprise and now building commercial systems for industrial companies:

Hard work is not the differentiator.
Structure is.

Most sales teams don’t have a motivation problem.
They have a design problem.

The wrong accounts get attention.
The right accounts get “managed.”

Forecasts are built on hope instead of disciplined qualification.
And partnerships live in the “strategic” category instead of the revenue column.

When pipeline feels lumpy, leaders react tactically.

Push the team harder.
Add more prospecting.
Run another campaign.

But if the commercial engine itself isn’t engineered correctly, more activity just creates more noise.

In long-cycle industries like ours, one or two key deals can swing a quarter. 

That means you can’t afford randomness. 

You need:
Clear target account selection.
Defined partnership pathways.
Structured follow-up discipline.
Visibility leadership can trust.

Growth in industrial markets isn’t about hype. 

It’s about alignment and execution over time.

That’s the work we’re doing at Powell Consulting Group, helping companies replace “maybe next quarter” with predictable, measurable momentum.

If you’re sitting in a leadership seat and thinking, “We’re close… but something isn’t clicking,” you’re not alone.

The good news? This is fixable.

I’d love to hear from other leaders in this space:

What’s the most frustrating part of your current pipeline: volume, velocity, or visibility?

Most sales teams talk about growth.

Their pipeline tells a different story.

At Powell Consulting Group, we work with Oil & Gas, Energy, and Construction companies that are tired of forecasting ambition and ready to engineer revenue.

Here’s the pattern we see every week:

Strong technical teams.
Proven operational capability.
Aggressive growth goals.

But the pipeline is inconsistent.
Partnership conversations stall.
Key accounts plateau.

Revenue projections look good in meetings, and soft in reality.
Everyone is working hard.
Yet growth drifts off target.

That’s not a talent problem.

It’s an infrastructure problem.

Our role is clear:
 • Build a pipeline that doesn’t reset every quarter
 • Target and win accounts that materially impact revenue
 • Convert “exploratory partnerships” into measurable income streams
 • Install a sales and partnership system leadership can track with confidence

We understand the enterprise grind because we’ve led inside it.

Before launching Powell Consulting Group, our founder led corporate sales teams at a national scale, managing $224M in business, supporting a broker network of 1,000+, and working alongside six of the country’s largest organizations. 

The lessons from that environment shape every client engagement:

Clarity over noise.

Execution over intention.

Accountability over optimism.

The companies we partner with typically share three traits:
 • Long sales cycles where every deal matters
 • High-value contracts that require strategic pursuit
 • Frustration with “maybe next quarter” conversations

They come to us when they need:
 • Predictable, trackable pipeline
 • Key account strategies that produce expansion
 • Partnership models that generate real revenue

Growth in industrial markets is rarely about working harder.

It’s about building a commercial engine that doesn’t rely on momentum or luck.

If your leadership team is ready to replace hopeful forecasting with disciplined execution, let’s start the conversation.

Stop guessing.

Start building.

Ready to chat?

Book a call with our founder Jada Powell, link in the comments.

You're not Exxon. 
You're not Shell. 
So why are you hiring Business Development like you run a Fortune 100?

The ugly truth:
Full-time BD leaders are expensive, slow to ROI, and half the time, they're building their own mini-kingdoms.

⛽️ Energy, Oil and Gas, Construction, the "mid market" isn't playing on easy mode. Every dollar counts. The wrong hire stings for years.

STOP HIRING FOR EGO. START BUYING FOR RESULTS. 
Most companies throw a salary, benefits, and a truck at the "BD problem" and hope magic happens. 

What they get? 
- Overhead 
- Meetings 
- PowerPoints nobody reads 
- CEO's frustration level: MAXED OUT

Fractional BD is different. 
You buy outcomes, not hours. 
Speed, experience, zero fluff. 
You keep your payroll lean and your pipeline active.

👷♂️ You wouldn't hire a full-time crane operator if you only pour concrete twice a year.

So why saddle your business with a full-time BD leader when you need someone who drops in, lands deals, then gets out of the way?

THREE ADVANTAGES OF FRACTIONAL BD: 
- Immediate impact 
- No baggage 
- Flexes with your needs

Here's the kicker:
Fractional leaders are usually ex-GMs, ex-owners, people who've actually closed deals that matter. Not "professional BD" lifers with fancy resumes and soft hands.

👉 Imagine this: 
Your competitors are locked in 6-month onboarding cycles. 
You're already introducing new partners, new revenue, and new markets. 
Who wins?

NO, YOU WON'T LOSE CONTROL. 
You'll finally gain it. 
You choose outcomes, you set the pace, you get results that stick.

Trying to conquer today's market with yesterday's playbook? 
That's how you end up stuck in neutral while everyone else floors it.

Fractional BD for Oil and Gas, Energy, Construction. 
Less cost. More deals. Fewer headaches.

Any questions?

Powell Consulting Group

The best moments at a charity golf tournament don't happen on the green.

They show up in the quiet in-betweens.

You might start the day thinking it's about fundraising totals and sponsor banners. 

But the real impact sneaks in somewhere between the first awkward handshake and the last sunburned goodbye.

I've watched executives who never would've picked up the phone for each other crack jokes in a golf cart. 

Suddenly they're talking shop, but for once, it's not about bottom lines. It's about real people who need real help.

That's where things start to shift.

At Golf for Good, we're not chasing trophies. 

We're chasing conversations that actually change things for survivors, ones that open doors, not just wallets.

Forget the photo ops. 

Nobody remembers those anyway. 

What sticks is the raw honesty when people stop performing and start listening.

I've seen someone pull out a business card, scribble a note, and by the end of the day, a new partnership is in play. 

A survivor gets assistance rebuilding their life.

All from a chat that wouldn't have happened in a conference room.

If you think charity work is all about the money, you're missing the point.

The real value? 
#RedMonday

It's the people who show up, let their guard down, and do something that matters when nobody's watching.

That's why Golf for Good works.

That's why I keep coming back.

Because these in-between moments, that's where the real work gets done.

Link in the comments to sponsor or sign up a foursome or a single player. (New option this year)

Twenty years married to Adam Powell.

That's not just a milestone. 

That's a statistical anomaly.

Twenty years.

That's 7,300 days.

Or, if you count in marital math:

𝟱,𝟬𝟬𝟬 "What do you want for dinner?" debates (results still inconclusive)
𝟯𝟬𝟬 "You're snoring again" midnight nudges (he denies it, naturally)
𝗔 𝗳𝗲𝘄 𝘁𝗵𝗼𝘂𝘀𝗮𝗻𝗱 inside jokes that would make zero sense to anyone else
𝟭,𝟬𝟬𝟬 apologies, sometimes for things neither of us remembers
And at least 𝟮𝟬𝟬 hours spent looking for my keys

People post about marriage like it's all sunset walks and Instagram-worthy matching pajamas. 

𝘖𝘶𝘳 𝘷𝘦𝘳𝘴𝘪𝘰𝘯? 😆

"I don't have any socks???"
"Why are there three open jars of salsa in the fridge?"
"Are you awake???"

They say time flies when you're having fun. 

I still laugh at his dad jokes. 

Mostly at him, sometimes with him.

We have an entire language of eye rolls, sighs, and "really?" looks.

We've survived launching and putting a boat on a trailer 250 times. 🛥️

That's a legally binding level of teamwork.

Big moments, sure, we've had them. 

𝘉𝘶𝘵 𝘵𝘩𝘦 𝘳𝘦𝘢𝘭 𝘴𝘵𝘶𝘧𝘧 𝘪𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘦𝘷𝘦𝘳𝘺𝘥𝘢𝘺:

Sideways glances across crowded rooms

Knowing exactly how to push each other's buttons, then pretending it was "accidental" ☠️

We've seen each other at our best (promotion, celebration, nailing a new recipe on the first try).

We've seen each other at our worst (flu, family drama, hardships).

My advice? 

Don't marry someone you can live with. 

Marry the one you can laugh with when all hell breaks loose.

I won't pretend it's all magic. 

𝙒𝙚 𝙜𝙚𝙩 𝙤𝙣 𝙚𝙖𝙘𝙝 𝙤𝙩𝙝𝙚𝙧'𝙨 𝙣𝙚𝙧𝙫𝙚𝙨. 

He and our daughter leave a trail wherever they go. 

Sometimes we'd both rather be on our phones than talk about our feelings. 

That's normal.

But I'd pick the same person, every time, even though he says "not it" when I just made the kid's quesadillas for 3 nights in a row. 

If you've clocked in more than a few years with someone and you're still willing to split the last slice of pizza, you're doing it right.

Cheers to twenty years, and to still being in love. 

Anyone else out there counting in decades?

Project Manager

Driving into downtown Houston from the suburbs is rarely on my list of favorite things.

The traffic. 

The parking. 

The feeling that I'm losing hours I'll never get back, sitting bumper to bumper on I-10, while emails pile up on my phone.

But over the past few months, I've started to notice something. 

Every trip into downtown, whether it's to visit a client or attend another industry event, is a chance to see the city with new eyes. 

I decided to stop resenting the drive and start paying attention to what's around me.

Houston is a city that hides its beauty behind highways and concrete. 

Blink, and you'll miss out. 

I spent years treating downtown like an obligation. 

Get in, get out, move on with the day.

Now, I make myself slow down.

The mural that wraps around the parking garage on Main. 

The tiny art galleries tucked into old buildings. 

The food trucks, music on random corners, the communities coming together in ways that don't exist in the suburbs.

Even the skyline looks different when you're on foot, instead of behind your windshield. 

There's an energy, a grit, a sense of possibility that gets lost when you only see Houston at 80 miles an hour.

I think about how easy it is for all of us to get stuck in our bubbles. 

Safe, predictable, convenient. 

We run our businesses, meet our deadlines, take care of our families. 

It's comfortable, but it can also be blinding.

Stepping outside my routine, literally leaving the zip code, has given me new creative energy. 

New ideas for helping brands stand out. 

New connections with people I would never meet in my neighborhood. 

Even the hassles have a purpose if you pay attention.

It's pushed me to ask better questions with my clients. 

What do they love about Houston that doesn't show up in their branding? 

What stories are they missing because they're moving too fast? 

How can we build something that feels as alive and authentic as the city?

There's a lesson in here about business, but it's personal too. 

Growth doesn't happen in the comfort zone. 

Inspiration shows up when you do the inconvenient thing. 

Sometimes you find a mural, or a conversation, or a bit of music that makes the whole trip worthwhile.

Next time you find yourself dreading the drive, maybe don't. 

There's more waiting for you outside your bubble than you think.

And if you need tips on the best coffee downtown, or where to find the boldest street art for your next campaign, let's talk. 

The city's full of surprises, but you have to be willing to look.

#Redmonday

Do you think your network could actually save lives?

Most people talk about making a difference. 

Very few get in a room and do it.

That's why the redM Oil and Gas Group is hosting our quarterly gathering next Monday, February 16th at Tejas Brewery

11am-1pm.

We're not just swapping business cards.

We're aligning leaders who want to fight human trafficking, right here in our own industry.

You'll hear what's working, what's next, and what real action looks like.

Every handshake, every conversation, every plan... it counts.

If you believe energy professionals can do more than close deals, if you think we should use our influence for something bigger, this is your table.

No empty speeches. 

No fluff.

Just candid updates, new opportunities, and a room full of people ready to move the needle.

Seats still open. 

Who's in?

Tag someone who needs to be at the table.

Link to register is in the comments.

redM Oil and Gas Group

Tejas Brewery

Most folks think leadership in oil and gas means walking around in a hard hat, barking instructions, and acting like they invented the wrench. 

In the field, leadership looks nothing like it does in a glossy boardroom.

𝗧𝗵𝗲 𝗿𝗲𝗮𝗹 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗮𝗿𝗲𝗻'𝘁 𝗺𝗮𝗱𝗲 𝗶𝗻 𝗺𝗲𝗲𝘁𝗶𝗻𝗴𝘀 𝘄𝗶𝘁𝗵 𝗰𝗮𝘁𝗲𝗿𝗲𝗱 𝘀𝗮𝗻𝗱𝘄𝗶𝗰𝗵𝗲𝘀 𝗮𝗻𝗱 𝗲𝗻𝗱𝗹𝗲𝘀𝘀 𝘀𝗹𝗶𝗱𝗲𝘀𝗵𝗼𝘄𝘀. 

They're forged in the mud at 5 a.m. with a crew whose only fuel is bad gas station coffee and even worse jokes.

Here's what leadership actually looks like on a site:

𝘊𝘰𝘯𝘷𝘪𝘯𝘤𝘪𝘯𝘨 𝘢 𝘧𝘰𝘳𝘬𝘭𝘪𝘧𝘵 𝘰𝘱𝘦𝘳𝘢𝘵𝘰𝘳, 𝘷𝘦𝘵𝘦𝘳𝘢𝘯 𝘰𝘧 𝘢 𝘵𝘩𝘰𝘶𝘴𝘢𝘯𝘥 𝘫𝘰𝘣𝘴, 𝘵𝘩𝘢𝘵 𝘴𝘢𝘧𝘦𝘵𝘺 𝘨𝘭𝘢𝘴𝘴𝘦𝘴 𝘢𝘳𝘦𝘯'𝘵 𝘫𝘶𝘴𝘵 𝘸𝘪𝘯𝘥𝘰𝘸 𝘥𝘳𝘦𝘴𝘴𝘪𝘯𝘨 𝘧𝘰𝘳 𝘖𝘚𝘏𝘈 𝘪𝘯𝘴𝘱𝘦𝘤𝘵𝘰𝘳𝘴.

Running a Monday morning meeting so nobody tries to fake a bathroom break just to escape the boredom.

𝗞𝗲𝗲𝗽𝗶𝗻𝗴 𝗺𝗼𝗿𝗮𝗹𝗲 𝘂𝗽 𝗮𝗳𝘁𝗲𝗿 𝗵𝗼𝘂𝗿𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗮𝗶𝗻, 𝘄𝗵𝗲𝗻 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲'𝘀 𝘀𝗵𝗼𝗲𝘀 𝗮𝗿𝗲 𝘀𝗼𝗮𝗸𝗲𝗱 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗼𝗻𝗹𝘆 𝘁𝗵𝗶𝗻𝗴 𝗸𝗲𝗲𝗽𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲 𝘂𝗽𝗿𝗶𝗴𝗵𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗽𝗿𝗼𝗺𝗶𝘀𝗲 𝗼𝗳 𝗳𝗼𝗼𝗱 𝘁𝗿𝘂𝗰𝗸 𝘁𝗮𝗰𝗼𝘀 𝗮𝘁 𝗹𝘂𝗻𝗰𝗵. 🌮

Stories make the rounds: 

Supervisors who walk into chaos with nothing but a box of donuts and a couple of embarrassing stories from their past. 

A crew on the brink of mutiny, one well-timed joke and some sugar later, the whole disaster turns into a running joke. 

𝙏𝙝𝙚 𝙧𝙪𝙡𝙚𝙨 𝙖𝙧𝙚 𝙙𝙞𝙛𝙛𝙚𝙧𝙚𝙣𝙩 𝙤𝙪𝙩 𝙩𝙝𝙚𝙧𝙚:

Admitting you don't know something gets more respect than pretending you do.

Remembering names matters, even the guy who's just around for the week. 

𝘛𝘶𝘳𝘯𝘴 𝘰𝘶𝘵 𝘩𝘦'𝘴 𝘵𝘩𝘦 𝘰𝘯𝘦 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘣𝘦𝘴𝘵 𝘰𝘯𝘦-𝘭𝘪𝘯𝘦𝘳𝘴.

Donuts aren't just for crisis management. 

Drop them off on a random day, and you'll have fans for life. 🍩

Own your mistakes before someone else beats you to the punchline. 

There's always at least one story about a leader who scheduled a meeting under the only leaky pipe on site. 

Never lived it down, but somehow the crew loved them for it.

𝘞𝘩𝘢𝘵'𝘴 𝘳𝘦𝘮𝘦𝘮𝘣𝘦𝘳𝘦𝘥 𝘪𝘴𝘯'𝘵 𝘸𝘩𝘰 𝘸𝘰𝘳𝘦 𝘵𝘩𝘦 𝘤𝘳𝘪𝘴𝘱𝘦𝘴𝘵 𝘷𝘦𝘴𝘵 𝘰𝘳 𝘴𝘩𝘰𝘶𝘵𝘦𝘥 𝘵𝘩𝘦 𝘭𝘰𝘶𝘥𝘦𝘴𝘵 𝘰𝘳𝘥𝘦𝘳𝘴. 

It's who wasn't afraid to get their hands dirty, who could turn a disaster into a story, and who laughed right alongside everyone else when plans went sideways.

Out here, leadership is a blue-collar art form with a sense of humor.

𝗧𝗵𝗲 𝗯𝗲𝘀𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘀𝘂𝗿𝘃𝗶𝘃𝗲 𝘁𝗵𝗲 𝗷𝗼𝗯 𝗯𝘆 𝗼𝘂𝘁𝗹𝗮𝘂𝗴𝗵𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗵𝗮𝗼𝘀.

What's the funniest leadership lesson people have seen on a job site? 

The kind of story no one admits until years later. 

Those are the ones worth sharing. 

The best crews always have the wildest stories, and the best leaders are never afraid to laugh at themselves.

📸 A little job site humor 😆

Stop burning cash on old-school hiring.

If you run an oil and gas company, you've probably been told to build a "rockstar" business development team in-house. 

Full-time. 

Permanent. 

Safe bet, right? 

Wrong. 

That's how you end up in the slow lane, watching competitors pass you while you wait for resumes and onboarding to magically turn into revenue.

Let me tell you the secret execs rarely admit: 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗮𝗻𝘁𝘀 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝗴𝗿𝗼𝘄𝘁𝗵 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗼𝗿𝘀.

I've been inside these boardrooms. 

I've seen companies sign off six-figure budgets for BD hires with big resumes and big promises, only to watch months churn by with little to show. 

Meetings get booked. 

Decks get made. 

But deals? 

Not so much. 

Meanwhile, the smart companies do something different. 

They bring in a fractional business development pro. 

Two weeks later? 

They're already chasing new leads, opening new accounts, and getting traction where others are spinning wheels.

Why does it work? 

Fractional consultants are allergic to bureaucracy. 

We don't have time for long onboarding. 

Internal politics? 

Not my problem. 

My reputation depends on one thing, and one thing only: 𝘳𝘦𝘴𝘶𝘭𝘵𝘴. 

Here's the difference no one talks about:

- Full-time hires need months to settle in. 𝘍𝘳𝘢𝘤𝘵𝘪𝘰𝘯𝘢𝘭 𝘱𝘳𝘰𝘴 𝘴𝘩𝘰𝘸 𝘙𝘖𝘐 𝘪𝘯 𝘸𝘦𝘦𝘬𝘴.
- Permanent teams cost you year-round, benefits and all. 𝘍𝘳𝘢𝘤𝘵𝘪𝘰𝘯𝘢𝘭 𝘱𝘳𝘰𝘴 𝘨𝘦𝘵 𝘱𝘢𝘪𝘥 𝘵𝘰 𝘱𝘦𝘳𝘧𝘰𝘳𝘮, 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘴𝘩𝘰𝘸 𝘶𝘱.
- Internal teams get caught in office politics and endless meetings. Fractional pros have one mission: 𝘣𝘶𝘪𝘭𝘥 𝘱𝘪𝘱𝘦𝘭𝘪𝘯𝘦, 𝘤𝘭𝘰𝘴𝘦 𝘥𝘦𝘢𝘭𝘴, 𝘳𝘦𝘱𝘦𝘢𝘵.

Still think you need a permanent "growth team"? 

Look at the math. 

Bringing in a senior business development exec often means six figures just in base salary, plus bonuses, plus a honeymoon period where everyone tiptoes around them so they can "make their mark." 

Been there. 

𝙎𝙚𝙚𝙣 𝙞𝙩 𝙖𝙡𝙡.

Fractional is different. 

You get heavyweight strategy. 

Battle-tested playbooks. 

Zero long-term baggage.

And it's flexible. 

If the market shifts, or your priorities change? 

You pivot immediately, with no contracts to unwind or HR headaches to clean up.

Is fractional a shortcut? 

No. 

𝘐𝘵'𝘴 𝘢 𝘴𝘮𝘢𝘳𝘵𝘦𝘳 𝘳𝘰𝘶𝘵𝘦.

The best CEOs I know don't care about how many people are on the org chart. 

They care about who actually brings in revenue. 

The ones willing to ignore business school dogma and hire for outcomes are the ones who win.

I've used this model to drive results for companies like Sysco, where every quarter felt like a playoff game. 

But as a fractional, I bring more agility and less drag. 

You get my A-game without the overhead.

Ready to get results that actually show up on your bottom line?

Drop me a message. 

Let's see what real business development feels like.

@

Most companies have no clue what their swag actually says about them.

Sounds harsh, but it's true.

I've watched too many businesses in Oil & Gas, Construction and Energy hand out forgettable pens and thin t-shirts like they're doing people a favor. 

They think they're building brand loyalty. 

But most of that cheap swag ends up in a junk drawer, or worse, the trash.

How many times have you seen your branded gear being worn outside your own event? 

If the answer is never, you've got a branding problem, not a swag problem.

Premium workwear and custom apparel are more than giveaways. 

They're silent salespeople. 

They tell your team, your clients, and your community exactly how much you care about quality, safety, and pride.

I've sat at tables with decision-makers who wince when they see their logo on something flimsy. 

You invest in state-of-the-art equipment, push safety culture, chase the best talent, and then you cut corners on gear? 

Can't have it both ways.

Here's what companies who get it right actually do:

They pick items people want to use daily: hoodies that fit right, tumblers that keep coffee hot, hats that you'd buy yourself.

They don't slap a giant logo on everything. Sometimes a subtle, well-placed logo does more for your brand than a billboard across someone's back.

They ask their team what they want, then listen.

I've helped teams go from "just order something cheap" to "we want people to brag about this." 

The difference? 

Intentional choices backed by a real understanding of what moves people.

Case in point: A Houston energy client switched from generic polos to custom-branded, moisture-wicking work shirts for field employees. 

Suddenly, the team started wearing the shirts off the clock. 

They posted about it. 

Field morale improved. 

Turns out, when you invest in quality, people notice.

Another client in construction moved away from swag bags full of trinkets for recruiting events. 

Instead, they gave out rugged, branded tool bags. 

The candidates loved them. 

The tools got used. 

Brand recognition soared.

This isn't about overspending. 

It's about finding the one or two items that hit the mark. 

The stuff people actually want to keep. 

When you get it right, here's what happens:

Your people become walking billboards... by choice

Recruits remember you over every other booth

Your brand starts to show up where decisions get made, not just at the job site

If your branded gear doesn't make your people proud, you're missing the point. 

Stop wasting budget on things nobody wants. 

Start investing in pieces that build loyalty and get talked about.

Want your brand to stand out, not blend in?

Drop the junk. 

Let's build something people remember.

Your custom workwear could be the most expensive safety hazard in your business. 🦺

No joke.

Companies love to spend thousands on branded jackets, flame-resistant shirts, and hi-vis vests. 

𝗧𝗵𝗲 𝗹𝗼𝗴𝗼 𝗹𝗼𝗼𝗸𝘀 𝗴𝗿𝗲𝗮𝘁. 

𝘛𝘩𝘦 𝘮𝘢𝘳𝘬𝘦𝘵𝘪𝘯𝘨 𝘵𝘦𝘢𝘮 𝘪𝘴 𝘵𝘩𝘳𝘪𝘭𝘭𝘦𝘥. 

𝙔𝙤𝙪 𝙚𝙫𝙚𝙣 𝙜𝙚𝙩 𝙖 𝙛𝙚𝙬 𝙘𝙤𝙢𝙥𝙡𝙞𝙢𝙚𝙣𝙩𝙨 𝙖𝙩 𝙩𝙝𝙚 𝙘𝙤𝙢𝙥𝙖𝙣𝙮 𝙥𝙞𝙘𝙣𝙞𝙘. 

Feels like money well spent.

Then month two rolls around.

The crew rolls up their sleeves. 

Vests are left in trucks. 

Those expensive jackets? 

Still crisp, still folded, still missing from every jobsite photo. 📸

It's not about pride. 

It's not an attitude problem. 

𝙄𝙩'𝙨 𝙩𝙝𝙚 𝙬𝙧𝙤𝙣𝙜 𝙜𝙚𝙖𝙧 𝙛𝙤𝙧 𝙩𝙝𝙚 𝙬𝙧𝙤𝙣𝙜 𝙥𝙚𝙤𝙥𝙡𝙚 𝙞𝙣 𝙩𝙝𝙚 𝙬𝙧𝙤𝙣𝙜 𝙚𝙣𝙫𝙞𝙧𝙤𝙣𝙢𝙚𝙣𝙩.

If you think you're building a safety culture, you're not. 

You're building a closet full of expensive "𝗶𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁𝘀" that don't protect anyone or build team spirit. 

Even the safety manager avoids eye contact when the quarterly numbers get reviewed.

And it gets worse. 

Ill-fitting gear isn't just a wasted line item. 🚧

It's dangerous. 

Sleeves too long? 𝙀𝙖𝙨𝙮 𝙩𝙤 𝙨𝙣𝙖𝙜. 

Poor ventilation? 𝙒𝙚𝙡𝙘𝙤𝙢𝙚 𝙩𝙤 𝙝𝙚𝙖𝙩 𝙨𝙩𝙧𝙚𝙨𝙨. 

Stiff collars and itchy seams mean your team will do anything to avoid wearing what you paid for. 

That's a direct hit to productivity, compliance, and, let's be honest, pride.

Here's how to avoid wasting your next order (𝘢𝘯𝘥 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘪𝘮𝘱𝘳𝘰𝘷𝘦 𝘴𝘢𝘧𝘦𝘵𝘺, 𝘤𝘰𝘮𝘧𝘰𝘳𝘵, 𝘢𝘯𝘥 𝘣𝘳𝘢𝘯𝘥 𝘷𝘪𝘴𝘪𝘣𝘪𝘭𝘪𝘵𝘺):

Ask your team what they actually wear. Go beyond the catalog. Host a try-on session before you buy. Find out which fabrics breathe and which ones just hold sweat. Ask which fits get worn at 5:30am, when nobody cares about style, only comfort.

Test gear where real work happens. Not in a conference room. Put it in the mud, on a rig, or under a punishing July sun in Houston. If it doesn't survive the field, it won't survive your payroll.

Roll out in small batches. Listen for honest feedback. See if the team grabs the new jackets or grabs their old favorites. Watch for "customization" (cut-off sleeves, missing patches, swapped out gear). If your employees are altering the gear or skipping it altogether, that is all the feedback you need.

Adjust and try again. The perfect solution rarely happens on the first order. Iterate based on what your team tells you, not what the catalog says.

Most companies talk a good game about "safety culture." Few are brave enough to ask frontline workers how safe or comfortable they actually feel.

I've lost count of the so-called "premium" workwear sets collecting dust in the supply closet. Meanwhile, crews reach for battered old t-shirts and hats that actually fit and breathe.

The best branding in the world won't save you from a vest that melts under a Texas sun or a jacket that fights every move you make.

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