Executive Search and Strategic Consulting
Web Site Name

Insights & News


Are Talent Shortages a Greater Long-Term Threat than Low Oil Prices?
January 2017

According to two hundred oil and gas executives who participated in our annual Executive Outlook survey - YES, talent shortages are expected to pose a greater long-term challenge for the industry than low oil prices. In the study, we asked oil and gas executives to weigh in on a variety of short-term (1 year) and longer term (5 year) issues and opportunities.  Several of the survey questions focused on talent issues and those results are included in this article.

Optimism Returns to the Oil Patch
December 2016

Our recently conducted survey of oil & gas executives reveals that 2017 should be a better year for the industry. Cautious optimism has returned. Compared to our study from last year, the 12 month expectations are now positive for employee headcount numbers, capital expenditure, industry sector performance and individual company performance.

Oil & Gas Executives' Predictions for 2017 Prices
December 2016

Two hundred oil & gas executives gave us their predictions for oil & gas prices for 2017. Compared to last year, more of them believe that oil and natural gas prices will average higher in the coming year. This article highlights a small portion of the Oil & Gas Executive Outlook 2017 report.

Oil & Gas Executive Outlook 2017
December 2016
The Reinsvold & Associates annual survey of hundreds of oil and gas executives reveals the issues, trends and opportunities for 2017 and beyond. This report covers such topics as oil and gas price forecasts, headcount, capital spending and merger & acquisition expectations, and more. View or download the complete Oil & Gas Executive Outlook 2017. 
Figures Lie and Liars Figure
September 2016
“Figures lie and liars figure” is a warning that one of my favorite high school teachers used to tell his students. This was not an indictment of data, statistics or statisticians. Rather, it was a call to use reason and logic, ask questions and seek understanding when presented with a conclusion based on numbers. See the full article.

The Private Equity CEO Role – 5 Key Differences

September 2016
Having assisted a number of private equity firms in finding and hiring leaders for their portfolio companies, we see several trends in the private equity CEO role.  While every CEO and every CEO position is unique, there are five key differences between the typical role of a CEO at a private equity company and the role of a CEO at a public company.
Just Don't Drink the Salad Dressing
August 2016
Nervous about an upcoming job interview? You’ll be OK, just don’t drink the salad dressing!

Intrapreneur - A most unusual and rewarding role

June 2016
So, just what is an intrapreneurHow is it different or the same as being an entrepreneur?
Oil & Gas Headwinds and Tailwinds through 2020
April 2016
In his article from World Oil Magazine,  Chris Reinsvold discusses the potential opportunities (tailwinds) and challenges (headwinds) for the oil & gas industry through 2020.
Longer Term Talent Issues in Oil & Gas
January 2016
The Great Crew Change is once again the top long term talent issue cited by oil & gas executives in our annual survey. The recently released Oil & Gas Executive Outlook 2016 details the expectations of over 250 oil & gas executives on a variety of topics such as talent, capital spending, mergers and acquisitions, oil and gas prices, industry segment performance and more. In this article, we highlight the talent portion of the Executive Outlook. 

Oil and Gas Executive Outlook 2016
December 2015

The Reinsvold & Associates annual survey of over 250 oil and gas executives reveals the issues, trends and opportunities for 2016 and beyond. This report covers such topics as oil and gas price forecasts, headcount, capital spending and merger & acquisition expectations, and more. View or download the complete Oil & Gas Executive Outlook 2016. 


Mergers and Acquisition Integration - 10 Tips for Success
October 2015
While every company entering into a merger or acquisition expects to create value from the deal, many fail to do so. Often, the failure comes from poorly integrating the acquired company. Unfortunately, many companies do not give the integration process the attention it deserves. The deal-making part of acquisitions is fun and exciting and gets featured in newspaper headlines. The other half of the process: integration, is hard work, takes more time than most people realize, and isn’t as “sexy”. However, it is in the integration where the strategic value of the deal is realized or lost. Read the entire article "Mergers and Acquisition Integration - 10 Tips for Success" on LinkedIn.

CEO Trends in Oil & Gas
September 2015
To gain a better understanding of leadership trends in the global energy sector, Chris Reinsvold of Reinsvold & Associates studied the experience, education, and backgrounds of 281 CEOs from the largest publicly traded US and international oil and gas companies.  This report covers such topics as: time in office, educational backgrounds, career paths, age, and more.  Read the CEO Trends in Oil & Gas article as published in the September 2015 issue of the Oil and Gas Financial Journal.  

Headwinds & Tailwinds for Oil & Gas
March 2015

Longer term drivers of opportunity (tailwinds) and challenges (headwinds) can shape an industry, create winners and losers, and reward those leaders and organizations that develop effective strategies to deal with future possibilities.


Chris Reinsvold asked over 200 senior leaders from across the oil & gas industry to look ahead five years to identify the key factors, both positive and negative, that might affect their industry segments. In this article we take a closer look at those long-term tailwinds and headwinds, comparing the responses from oil & gas company executives with those from the supplier segments. Read the entire article "Headwinds and Tailwinds for Oil & Gas" on LinkedIn.


Oil & Gas Executive Outlook 2015 - Results
December 2014

In December of 2014 we conducted a survey of more than 200 senior executives from across the oil and gas energy spectrum. We discovered the trends, issues and challenges they expect to see in 2015 and beyond. These industry leaders weighed in on such issues as headcount expectations, capital spending, merger and acquisition expectations, industry sector performance and more. Read Chris Reinsvold's article "Oil & Gas Executive Outlook 2015 - Results" on LinkedIn.

The Ultimate Merger - Lessons from the 1989 Fall of the Berlin Wall
December 2014
Looking back on the fall of the Berlin Wall over 25 years ago, it's clear that the reunification of East and West Germany was a resounding success both politically and economically. Corporate leaders implementing a merger or acquisition can learn a great deal from the German reunification experience.  Read the entire article "The Ultimate Merger - Lessons from the Fall of the Berlin Wall" on LinkedIn.

Houston Business Journal 2014 Who's Who in Energy
November 2014
Chris Reinsvold was selected by the Houston Business Journal for their 2014 list of Who's Who in Energy. To see the list and who else was selected, go to the Who's Who in Energy article. 

The Oil & Gas CEO
September 2014
To gain a better understanding of leadership trends in the global energy sector, Chris Reinsvold analyzed the education, experience, and backgrounds of 277 chief executive officers (CEOs) from the largest publicly traded US and international oil and gas companies. Here are the results of his analysis. This report covers such topics as: time in office, educational backgrounds, career paths, age, and more. Read the article "The Oil & Gas CEO" as published in the September 2014 issue of the Oil and Gas Financial Journal.  

Decision Making at the Top
July 2014
Successful executives have many skills and qualities that enable them to excel in their roles and create value for their companies. These should include strategic thinking, vision, creativity, leadership, communications skills, emotional intelligence and decision making—to name just a few. However, superior decision making is arguably the most important ingredient for success, especially in the C-suite. Read the entire article "Decision Making at the Top" on LinkedIn.