Elliott Mwamba Oil & Gas Investments (EMOGI) was formed on September 15, 2011, as a Texas corporation. Our core or primary business is OIL AND GAS EXPLORATION AND DEVELOPMENT. The oil and gas business is comprised of three basic sectors: upstream, midstream, and downstream. Upstream is involved with the extraction and then the production of the oil and gas from the reservoirs. Midstream is the tra
nsportation of the oil and gas off the well site premises. Oil is generally transported by tanker trucks, except from the largest of producing fields. The gas via pipelines and oil from trucks are processed at refineries, which is the downstream function. Refineries process the oil into gasoline, motor oil, diesel, jet fuel and numerous industrial purposes, plastics, etc. Gas refineries process and distribute the gas to electrical power companies to generate electricity, factories to be used in industrial processes, i.e. steel mills, food processing companies, etc., or for use in homes and businesses. EMOGI elects to concentrate mainly on the upstream sector, which deals with the extraction and production of oil and gas. There are high risk projects that include “Wildcat Wells,” which are largely in remote areas away from existing production, and high cost operations such as horizontal drilling, deeper/high pressure wells, offshore wells, etc., and as a general rule, we will not pursue these kinds of deals. Our objective is to continuously focus or concentrate in and around old fields, by the acquisition of such properties. They are usually of lower risk nature and operate under the theory that where there once was oil and gas, there is still oil and gas. This would include projects as follows:
1. Acquisition of existing producing properties allow for immediate cash flow with the opportunities of improving and more efficiently producing the existing wells already on production, by numerous techniques. These include enhancing the reservoir characteristics (increasing the productivity) of the producing zone by acidizing, methanol and other chemical injections, and fracking.
2. Implementation of various artificial lift can be used to maximize production and assist wells that are no longer flowing by their own energy. This includes utilizing the basic pumping unit (that is often seen from the highway), to gas lift, downhole electrical pump, plunger lift, mechanical and hydraulic pumps, siphon strings and others.
3. Repairing existing wells generally include utilizing a workover rig that performs the job of repairing mechanical problems that have occurred downhole in a well. For example, such problems that may be encountered are parted tubing, holes in the tubing, downhole production equipment malfunction, and leaks or collapse of the casing.
4. Going to another reservoir in an existing well. Historically, some older wells had smaller but recognized reservoirs that were not tested due to the economics of the day (low oil and gas prices), but which produced from the more prolific reservoirs. Also, there were reservoirs that were passed over and not recognized as capable of producing, until more modern techniques (such as fracking) and better evaluation tools were implemented. There are reservoirs that were plugged and abandoned, which have very economic rates of production at today’s prices, but were uneconomical at the low oil and gas prices that existed at that time. (A reservoir in a well can be plugged with cement, a cast iron bridge plug, and other methods in order to come up higher in the depth of the well to a reservoir for testing. To go deeper in the wellbore, shallow zones can be squeezed off with cement then drilled out going down to the lower zones for testing. Sometimes a more complicated effort is necessary by “fishing” - getting out equipment left in former completions such as packers and tubing, or stuck tools that could not be retrieved in previous workovers, to allow a completion opportunity in the deeper reservoirs.)
5. Re-entering of plugged and abandoned wells is a major objective and type of project suited for the Company. For the very reasons as described in paragraph 4 above, the entirety of the well may be abandoned and all of the zones that are possibly capable of having production restored, requiring drilling and cleaning out the old well. This may be as uncomplicated as simply cleaning out the production casing with only several days of utilization of a rig, to get down to the objective depths, or can be complicated, requiring a sundry of tools and equipment to “fish” and get out the mechanical obstacles and get down to the objective. Even the most complicated re-entry can be 10-50% of the total cost of having to drill a new well.
6. Drilling a new well as a replacement well can sometimes be a project that is very profitable. There are opportunities where the efforts of working over an old well or reentering an old well is not recommended, but a new well can restore the lost reservoir to production. An example would be when casing has parted or collapsed in the old well or there is a high risk and likelihood that working over and “fishing” out the material in the hole would be unsuccessful.
7. Sidetrack in an existing wellbore can be recommended where a good cost savings would be realized, versus drilling a new well, because the existing casing that has already been set can be utilized.
8. Deepening an existing well can be recommended if the last casing, usually the productive casing, is large enough to allow drilling deeper and for setting a sufficient size of casing. The EMOGI Core Executive Management Team Members are:
J. DAVID LA RUE – President
The majority of Mr. La Rue’s thirty-seven years of oil & gas experience has been in drilling, completions and workovers, but he also worked eight years in reservoir/production and has served as operations manager for two independent operators. Most recently, he:
• Planned and supervised completions, workovers and re-entries for Navidad Resources. Installed Gas Lift, ESP’s, selective completions, squeezed off water production, performed acid stimulation's and dendritic stage fracks. His responsibilities included logistics and planning, well programs and well site supervision.
• Planned, drilled and completed three successful oil wells on the Hockley Dome near Waller, Texas for ANLOC, LLC.
• His last job at Saudi Aramco was to train and supervise young Saudi drilling and workover engineers to provide rig support from the office and attend and supervise critical operations on the rig.
• Consulting work for Saudi Aramco (Upstream Professional Development Center) working with The University of Houston to set up a Petroleum Engineering training program in Dhahran, Saudi Arabia. DON POLK – Executive Senior Vice President, Chief Global Strategist & Chief Marketing Officer
Mr. Polk, who is also Senior Managing Partner at Vantera Commodities Group LLC (VCG) (www.vanteracommodities.com/VCG is a primary shareholder of EMOGI), was recruited by EMOGI to utilize his knowledge, sources, experience and leadership abilities to significantly and effectively contribute to overall needs and direction for and of EMOGI. Don will also utilize his expertise in sales, marketing and other business disciplines to augment EMOGI's business operations
LARRY A. HORNBROOK – C.P.A., Chief Financial Officer
Larry Hornbrook has been with the accounting firm of Larry A. Hornbrook, CPA & Crawford & Hornbrook, PLLC from April 1990 to the present. The company is a local CPA firm specializing in small businesses and the firm’s clientele are in a variety of industries including oil and gas, real estate, construction, and the service industry. The firm is engaged in tax return preparation, tax research and planning, financial statement preparation – including compilations, review, and audits, and restructuring companies to save tax dollars. KELLY ELLIOTT, III – Vice President of Operations
Kelly Elliott was introduced to the oil and gas industry in 1996, working for Vondra Energy Corp. for four years during the summers. Vonda Energy is a service company that deals with the process of oil and gas production. Elliott was involved with the installation of production facilities, specifically hooking up separators, compressors, heater treaters, oil and water tanks, pipeline and well heads. In 1999, He began his studies in Petroleum Engineering at Texas A&M University. During the five years of attendance at the university, he worked for Elliott Oil and Gas Operating Co, (his father’s company) where he supervised workover activity, and monitored producing wells. PATRICE MAJONDO-MWAMBA – Vice President of Marketing
Mr. Mwamba, who is also a partner at Vantera Commodities Group LLC (VCG) (www.vanteracommodities.com/VCG is a primary shareholder of EMOGI)), was born in Lubumbashi, Democratic Republic of Congo. He was educated in Belgium. Patrice came to the United States in 2000 to pursue a college education. Mwamba earned a Bachelors Degree in Human Science and Family Studies with a minor in International business from Texas Tech University, while being a member of the Red Raider football team as a defensive tackle. After graduation, Mwamba was invited to NFL Europa in Dusseldorf Germany. After a successful season with the Rhein Fire of NFL Europa, Mwamba became a member of the Denver Broncos, NFL, as a defensive tackle. Mwamba also played defensive tackle for the Kansas City Chiefs, NFL. As Mwamba's athletic career came to an end, he became a member of an international consulting company, MAM International. Mwamba's connection with the continent of Africa as well as the knowledge he incurred from a minor in international business became resourceful for companies and individuals who have business interests in Africa.
