Last night I had the privilege of having dinner with the CEO of a renewable biomethane production company. It was one of those conversations that reminded me of the value of reaching across industries.
Although we operate in different parts of the energy sector, it became apparent within minutes that we are trying to solve many of the same problems.
As we discussed the growth of biomethane production from palm oil waste, it became clear that the opportunity extends far beyond producing renewable gas. There is abundant feedstock, increasing demand for cleaner energy and a genuine opportunity to transform what was once considered waste into a valuable energy resource. As production scales, however, so does operational complexity.
One observation particularly resonated with me: producing biomethane is only part of the challenge. Success depends on managing the entire value chain, from production and transportation through to emissions, carbon credit management and maximising the commercial value of every molecule produced.
It immediately reminded me of the traditional oil and gas industry.
For decades, our industry has developed mature disciplines around production management, measurement, allocation, commercial accounting, emissions management and operational optimisation. These disciplines exist not because of the energy source, but because every energy business must answer the same fundamental questions.
These questions form the foundation of what I describe as the ePMF Production Management Framework. Whether the molecule is natural gas, LNG, hydrogen, biomethane or another renewable fuel, the operational disciplines remain remarkably consistent.
But the need for trusted data, operational visibility and informed decision-making does not.
The conversation also reinforced why we established CarbonOptics, our joint venture with Nexia Edwards Marshall. Together with Brett Morkunas, CEO of CarbonOptics, and Dr Fabio Terzini, Chief Technology Officer, we recognised that the future of sustainable energy depends not only on producing cleaner energy, but on measuring it, understanding it and managing it with confidence.
Whether it is methane monitoring, emissions measurement, production optimisation, Measurement, Reporting and Verification (MRV), carbon accounting or carbon credit management, the underlying operational disciplines are universal.
Perhaps the strongest takeaway from the evening was that renewable energy businesses do not need to reinvent decades of operational learning. Equally, established energy companies have much to gain from the innovation and sustainability mindset driving newer industries.
That is where genuine innovation happens.
We agreed to continue the conversation and arrange a visit to one of their operating sites. There is no substitute for seeing an operation firsthand and understanding where proven experience from other sectors can create value.
I left the evening with one overriding thought.
The future of energy will undoubtedly be more diverse. Hydrocarbons, biomethane, hydrogen, carbon capture and other renewable molecules will coexist and supplement the energy mix for decades to come.
The organisations that will lead this transition will not necessarily be those with the newest technology. They will be those that combine engineering excellence, operational discipline, digital innovation and a willingness to learn from others.
The energy source may change. The principles of managing it well do not.
