Oil & Gas

Every sound business in oil & gas begins with one clear customer and one clear problem. In São Paulo and the wider state, demand is real but crowded, so a small, well-described customer group wins before a broad one.

• In oil & gas: Customers are operators and contractors who buy on safety record first, price second.
• Write the customer in one sentence: an operator or contractor. Add the place, the moment of need and what they use today.
• List five rivals or substitutes within reach. For each, record price, strength, weakness and how people reach it.
• Interview at least eight real customers with open questions. Record exact words, not your summary.
• Count the market in units: how many job orders could one area buy in a month? Use two public sources and your own count, then take the lower figure.
• Choose one first segment and say why the others wait.

Activity. Write the one-sentence customer, a five-row rival table and eight interview records. Share them with a peer for a challenge round.

Standard to meet. Define a specific customer, build a rival table with prices, and trace every claim to an interview or a source.

Brazil asks every trader to be visible and accountable. Know which register, tax regime and sector rules apply before the first sale, and check each against the current official text.

• In oil & gas: The sector regulator (ANP) and environmental bodies set licensing; contractors must show insurance, training and audit records.
• Choose a legal form: micro-entrepreneur (MEI) only if your activity appears on the official MEI list, or a company registered with a CNPJ. Regulated activities need their sector authorisation first. Check the current limits and lists on the official portal.
• Learn the tax regime that fits your size and write down which taxes you will collect and pay, and when.
• Find the sector rules for oil & gas: licences, inspections, professional registers. List each with the office that issues it and the renewal date.
• Personal data of customers falls under Brazil's data protection law (LGPD). Collect only what you need, say why, keep it safe, and name who answers questions.
• Consumer law gives buyers clear rights on information, returns and complaints. Put your terms in plain Portuguese.

Activity. Build your own six-line compliance table for your first location. Mark what is done, what is pending and who confirms it.

Standard to meet. Cite an official source for every line, assume nothing, and date every pending item. Local law always wins over this course.

An offer states what the customer gets, how well, by when and at what price. For a field or supply-chain service, the offer must make the quality visible and the next step easy.

• In oil & gas: Offer a service package with scope, crew, equipment, permits and a safety plan in one file.
• Describe the core offer in three lines: what is delivered (a field or supply-chain service), the standard it meets, and the time it takes.
• Add one proof for each promise: a sample, a test result, a guarantee or a customer record.
• Price from cost upward and from customer value downward, then pick a price inside both.
• Write a simple one-page terms sheet: what is included, what is extra, how to cancel.
• Create two options at most, so choice stays easy.

Longer notes. Define the offer as a job order with a written scope: the task, the site, the permit required, the number of days, the crew, the materials and the final test with its acceptance criterion. Price each job from crew days, consumables, transport and test equipment, and add an allowance for waiting for permits. Keep the yard, vehicles, insurance and office salaries as fixed cost. Walk the site before quoting and record the hazards found. Before you bid, confirm the sector contract terms, the environmental licence the site needs and the safety rules for the work.

Activity. Write the offer card, the proof list and the terms sheet. Test them with three customers and note every point where they hesitated.

Standard to meet. Check that promise, proof and price are consistent, fit the terms on one page, and record three customer reactions.

Good operations make results repeatable. For oil & gas, write each step so a new person could follow it on their first day, and measure each step.

• In oil & gas: Use a permit-to-work system: no hot work, confined space or lifting without a signed permit.
• Map the process from first contact to paid and closed. Typical stages: enquiry, quote, preparation, delivery of the job order, check, payment, follow-up.
• Name the key resource at each stage: a permit-to-work system. Note what happens if it is missing.
• Write a one-page standard procedure per stage: who, what, tool, time, record.
• Choose three measures: speed, quality (errors per 100) and customer rating. Review them every week.
• Fix the cause of a defect, not the symptom. Ask 'why' five times and record the answer.

Activity. Draw the process map and write procedures for the two riskiest stages. Run each once and time it.

Standard to meet. Write procedures a stranger can follow, record weekly numbers for each measure, and trace one defect to a root cause.

The most serious risk in this field is a leak, fire or stoppage. A calm, written risk routine protects people first and the business second.

• In oil & gas: Run job safety analysis before each task and stop-work authority for every worker.
• List ten things that could go wrong. Score each for how likely (1 to 5) and how serious (1 to 5). Multiply and sort.
• For the top five, choose a control: remove the hazard, replace it, guard it, train people, or use protective gear, in that order of preference.
• Write who does what in an emergency, and rehearse it once a quarter.
• Keep an incident and near-miss log. Near-misses are free lessons.
• Check that insurance and legal duties match the risk you actually carry.

Activity. Build a ten-row risk register and a one-page emergency plan. Run a ten-minute drill with a peer and note two improvements.

Standard to meet. Rank controls by preference for the top risks, run the drill, and start the log. Where a regulation applies, follow the official rule.

People deliver the promise. Define roles, train to a standard and give feedback in the open.

• In oil & gas: Certify workers for height, confined space, firefighting and first aid; track expiry dates.
• Write a role card for each person: purpose, five tasks, the standard for each, and who to ask for help.
• Train by showing, doing with support, then doing alone with a check. Record sign-off per task.
• Set service rules for answering customers: reply times, tone, how to apologise and fix.
• Hold a ten-minute team check each day: yesterday's problem, today's plan, one risk.
• Build a growth path: what a new person can do in week 1, month 3 and month 12.

Longer notes. Plan the crews from the permits and the calendar of each job. Write the crew roles, the safety briefing, the isolation steps and the person who may stop the work. Check every worker's training record and fitness for the task before the permit is signed. Keep a daily log of hours worked, incidents and near misses. Rehearse the emergency plan for each site. Rotate the supervisor so that fatigue does not build up. Match each worker to the safety certificates and working-hour limits the rules set. Hold a toolbox talk at the start of every shift and record who attended.

Activity. Write two role cards and a training plan for one new hire. Role-play a hard customer conversation twice and review.

Standard to meet. Write role cards with measurable standards, show the sign-off steps in training, and write the service rules in plain words.

A business lives or dies on a few numbers. Know your contribution per unit, your fixed costs and the volume you need.

• In oil & gas: Cost every job with standby, travel and inspection time; late payment is common, so check credit terms.
• Contribution per job order = price minus variable cost. Fixed costs are paid whether you sell or not.
• Break-even units = fixed cost divided by contribution. Plan to pass it by a safe margin.
• Make a 12-month cash plan. Cash timing matters as much as profit: customers may pay late, suppliers may want money first.
• Keep money for business and money for the owner apart.
• Test the plan: what if sales fall by a quarter, or cost rises by a tenth?

Activity. Build your own table: price, variable cost, contribution, fixed cost, break-even and a downside case at 75% of sales. Show it to a peer or mentor.

Standard to meet. Calculate correctly, give every figure a source or mark it as an assumption, and show a downside case.

Growth should follow proof. Measure, learn, then add; and keep returning to the customer.

• In oil & gas: Grow by passing audits: a clean record is the best sales tool.
• Pick one growth lever at a time: new customers, a higher repeat rate, a better price, or a new offer.
• Set one measurable target for 90 days, such as 'raise repeat customers from 20% to 30%'.
• Ask each customer how they found you, and record it. Spend more where the record shows results.
• Review monthly: numbers, defects, complaints, cash. Write three decisions each time.
• Plan the renewal of licences, equipment and skills a year ahead.

Longer notes. Grow by winning more of the jobs you already price. Record every tender with its value, the date, the result and the reason for losing. Visit the operators' maintenance planners twice a year to learn their calendar. Ask for feedback after each job and keep the acceptance certificate. Compare clients by margin and payment time, not by value alone. Do not bid on jobs outside the crew's proven skills. Confirm your supplier registration and the anti-corruption rules before every bid. Review each lost bid in a short meeting and file the lessons learned.

Activity. Write a 90-day plan with one target, three actions and a review date. Present it in five minutes and take questions.

Standard to meet. Set a measurable, dated target, break the actions down small enough to start this week, and put the review date in the calendar.