22-The Future of Oil & Gas, Leadership & AI w/Chevron VP Kim McHugh & Tracee Bentley on the PSP Podcast

Speaker A: Welcome to the Permian Strategic Partnership Podcast. I'm your host, Christa Escamilla. Hello, everyone. Welcome to this week's episode of, uh, the Permian Strategic Partnership Podcast. We are so grateful that you are with us today, and you are in for a treat. We have two incredible leaders here in the Permian Basin, really, and beyond. And we are so excited to introduce them to you today. We are. We will begin with Tracy Bentley, who is a familiar face to all of you. President and CEO of the Permian Strategic Partnership. So thank you so much, Tracy, for being here.

Speaker B: So excited to be here for this conversation with Kim today.

Speaker A: It's going to be fantastic. And, Kim, you should have heard the conversation off camera. We've been talking for, like, an hour. And Kim McHugh, the vice president of, uh, base business for shale and tight with Chevron. Kim, thank you so much for being with us today. Absolutely.

Speaker C: Thanks for having me.

Speaker A: This is exciting, and it's going to be a great conversation. Just to even hear the stories of how they got here is so incredible. So that's where we're going to begin. Kim, how did you get to West Texas? A little background.

Speaker C: Yeah, a little background. So I will start with. I went to A and M, so got my bachelor's and master's in petroleum, and then I started in the Gulf of Mexico at the time. So I was a rig supervisor out there. Spent the first four years fracking in East Texas and then spending time offshore from that kind of went through. I actually worked for quite a few companies, um, worked overseas most of my career. First 35 years was in drilling and completions. Um, and then I came to Chevron about 15 years ago. When it came to Chevron, it actually brought me to the Permian because I was the manager for drilling and completions for midcon at the time for Chevron, and then progressed through Chevron. I was vice president of wells and then I, uh, was the vice president for the Rockies business unit, another shale and tight business, and then came into this role a year ago, so. So now managing base business for shale and tight for all of our shale and tight assets.

Speaker A: Did you always know you wanted to get into oil and gas?

Speaker C: Yes. So my mom was a nurse, and I pass out of the sight of blood. I'm not good with that. My kids make fun of me, but I was always good in math and science. And my father was in the industry. He worked with Marathon. So that's what took us around the world, actually brought us to Midland. Funny story. I went to third and Fourth grade, Midland, Texas, really, at Emerson. Emerson Elementary. I went across from Goddard. Uh, my dad worked for Marathon here. We had been in Cork, Ireland. So can you imagine flying from Cork, Ireland? Lush, green hills. And then we landed in the airport between Midland and Odessa, and we did not know what was happening.

Speaker B: We had never seen a tumbleweed.

Speaker C: Um, you know, what have you done, dad? Yes, exactly. But it was a boom time in Midland, and so it was a really interesting time as a child, being a part of it. So. And then I worked here in, um, grad school. Spent a summer here, working, actually, a bit of Iran, but I lived in Midland, so that's, um. Yeah, but I always knew, and I always wanted to be in drilling. That's a funny part, because women didn't do that.

Speaker B: Right.

Speaker C: And so that's what I wanted to do, is do something different. So spent a lot of time on rigs, um, and did that for a really long time.

Speaker A: I love that.

Speaker B: Yeah, I love it. Kim. Uh, as you know, Chevron was a founding member of PSP seven years ago, which is hard to believe. Um, and really, Chevron played a leadership role in not only the thought of psp, but getting it up and going. And when I first came on board, fresh from Colorado, had never been to the Permian before, and I was like, wow, uh, here I am. I'm excited. But it was Chevron who was really that rock for me, who I could go to and ask for advice. What do you think? Here or there? Um, seven years. Here we are. You're on our board, and I'm so grateful for it. Um, what is your perspective on psp? Where we've been, where we're at now.

Speaker C: Yeah. M. So first, I want to start with. This is a really fantastic partnership because it brings. Normally, we're competitors, right? But we have the same issues, we have the same concerns. This is our community. The Permian is where we are operating. So we want to do the right by our employees and support. So to bring all of us together to say on these things, we're going to work together. And that power in numbers, we can do a whole lot more, Right? So I actually remember when we were setting this up, and at the time, I believe it was Jeff. Jeff started for us with this, and they were talking about this fantastic concept, and I thought, wow, we should do this in more places. Right? But really working the issues that matter. And so working with that group of people has been incredible to come in now and be a part of it. But I think that the power in this is. It's the things that matter. It's not any one of us has more say or push than any other member of that. I think the community recognizes what PSP has done. Um, and I think some of the things. If you look at, um, the Permian Behavioral Medical Center.

Speaker A: Right.

Speaker C: That was an idea.

Speaker A: Yes.

Speaker C: Beacon. Yes, an idea. And then today I was coming from the airport and I saw the sign and I could see the construction. I thought, wow, look what this group has done. So not just ideas, but pulled it through. And then working with the university systems and things like that. True progress. And, uh, for me, that's what m. Our employees matter. And so to be able to do something that can contribute to them and the community, I think has been phenomenal.

Speaker B: Uh, one of. I think I have the best job in the world.

Speaker A: But she does.

Speaker C: She's very good at it, by the way. Extremely good at it.

Speaker B: She really does. Nothing makes me happier than when I'm at the grocery store or out and about in the community and I see a Chevron employee and they come up and say, hey, uh, I just want to let you know I'm so proud that my company is part of PSP and my child is going to one of the schools that we built. Or, uh, it's just. It makes you so happy to know that people in our community, your employees, all of our employees, are living and breathing it, uh, and seeing the progress that we're making.

Speaker C: Yeah, absolutely. And even if you're not a member, you're still benefiting in this. Right. And it's important. We need the community to be strong. We want our employees to have the support and what they need. But I mean to brag. I'm going to brag on Tracy, but. Because when you watch normally in some nonprofits, there's not a point of an off ramp or metrics to measure progress. And I give Tracy and her team a ton of credit because they measure what will success look like. We hold the partners accountable to those metrics. And so we can see. So if you're investing in this, you want to see progress towards. And it's. I think that for me, that's what makes this different. And then just partnering, you know, it's a partnership all the time. You guys are bringing people in to talk to us. Um, I think it's been probably one of my best experiences with a non profit.

Speaker B: I love that too. Uh, thank you.

Speaker A: Very data driven. I've heard Tracy say that before, that, that they are. So they're focused on the results. Right. Yes, but they're looking at the numbers and what's working. And I know you can speak more to what she.

Speaker B: When you have a board of Kim and her peers, who are mostly engineers, everything we do that is true has got to be based in data. And then we measure and remeasure, uh, and to Kim's point, we hold our partners accountable. Right? So we just don't say, here's a, uh, grant to go do good things. It's built in. We need to m, be measuring. And we have off ramps that say, okay, if we're not meeting goals together with our partner halfway through, then we have the ability to redirect and get back on course.

Speaker A: I love that. I want to circle back to something you said earlier, that a lot of ideas happen. Right. You see a lot of groups come together and ideas, um, are just an idea. But when you see the beacon, when you see the behavioral health center, you go, wow, it happened. What is it about that room? We've talked about how special that group is in there. Uh, what is it about it that makes it go from idea, uh, to plan to, oh, wow, we have a building and we're really building something incredible.

Speaker C: So I'll give my opinion and then. Tracy, please. But when I look at the people that are in the room, these are individuals who are used to getting results. So it doesn't matter in what they want results. And so they've decided this is the stuff we would like to see improved. And so I think that's what makes it. They're not patient enough to say, well, let's just keep talking about a plan. And this sounds like a really good thing. And we're. No, no. When people come and talk to us and present, you want to see the progress. You want to hear what's working, what's not working, how can we help? And so when you're sitting around a room with those kind of individuals who are decision makers in their company, that's what really makes a difference. And so we know we're not the experts in health care or education or transportation, but we know the issues that we need to move forward. And so I would say they ask challenging questions. Um, they really look to people for the delivery. Um, Tracy's team, you trust them, but you also want to hear what's happening and what's going on. I think that's the difference. Sometimes you get in and it's not this data driven.

Speaker A: Mhm.

Speaker C: Right. And you stay in concept mode for a while, but because the passion is there, the commitment to employees in the community. That's, that's what makes the difference. And then I have to say, the commitment to putting funds in so you can't just sit in there and not be committed to supporting the efforts that we're doing. And I think, I think those things together is what makes the difference.

Speaker B: I could not agree more. And I would add one other thing is, um, what we are doing as an industry to the scale we're doing at has never been done before. And so we don't have a model to look at. We're not making it up, but I mean, we're doing groundbreaking things that have never been done before. And Kim and the rest of the board are really good about saying we want this result. Um, there's no clear, proven way how to get there. But Tracy, we trust you. You and your team figure out how to get there and we're going to believe in you. And having that flexibility along with the data driven results is very unique. But it has allowed us to get from point A to point B, um, in a very creative way sometimes.

Speaker A: Yes. I love that.

Speaker C: I would also say that you guys are really good about, well, what's been done in other places.

Speaker A: Yes.

Speaker C: So we're not necessarily always starting from scratch, but you can see what others have done and you can build on that. You can take that. I mean, the literacy program.

Speaker B: Right.

Speaker C: I mean, I think we just had great example.

Speaker B: Yes.

Speaker C: Here recently. And that is something you've seen results in other places brought here. Really had a groundswell of people accepting that. And if you can change literacy in your elementary school early on, you will change people's lives, you will change an outcome. That's not just our employees, that's the whole community in the Permian. So I think that's the things that you guys do where you bring in best practices or partners that have proven results.

Speaker B: Yes.

Speaker A: That is a great example. And I love that you pinpointed literacy because that has been a recurring theme through the years here in West Texas. You identified it, you're pouring into it, and there will be results from it. I love that. Let's talk about some of your favorites because I know there are so many, so many wonderful, wonderful initiatives that have been brought to fruition and are working. That's the, that's the key thing. They are working in West Texas. Tell us your most memorable projects or initiatives.

Speaker C: So I'm going to speak. I think the principal teaching program that they brought in to help develop is a fantastic. Again, back to the schools. I think that's been exceptional. I actually. The program, we just talked about it here recently that I'm going to say one of my favorites. Trying to do more preventative medicine for people.

Speaker B: More.

Speaker C: How can you help? Take care. Diabetes is a big problem. Heart disease is a big problem. And so we've started some projects where, working within the community of helping people understand their numbers. What can you do that's changing lives? And that's. Again, I'm gonna go back. That's why I love being on this board, because you're actually making a difference. I think the, um, road support that we did in New Mexico.

Speaker B: Yes.

Speaker C: Huge, huge. Because now you can get support. Those roads are dangerous. So how can you make a difference? Not just for our employees, but for the community. And so this support gets there faster. We can get people back on the road. Tire changes, battery problems, whatever. Big. Uh, to me that's. But I think my favorite is going to go back to the literacy, uh, because education is the foundation of everything. You cannot improve a community if your education system is not strong. And so doing that starting young. So think about what you'll see in three or four years as people come through that program. These kids come. It's going to change their life. So that's my favorite.

Speaker A: I love it.

Speaker B: I love it too.

Speaker A: Fantastic. And Tracy, I know you can't pick a favorite because you love them all.

Speaker B: I know. It's like trying to pick your favorite kid.

Speaker C: Yeah, right.

Speaker A: Don't do that. All the favorites every time.

Speaker C: I forget. Maybe that's the better.

Speaker B: Yes, I would. In addition to what Kim, uh, pointed out, we, uh, we have, uh, in our area, all of rural America, but especially here in the Permian, we have not had access to behavioral, uh, health care for a very long time. Especially in an industry that, uh, you know, people are working all hours through the day and the night and they. If any place in the United States needs access to behavioral health care, it's right here in the Permian. And Covid certainly exacerbated that. And I was so proud of my board. When oil prices were negative 30, they didn't say pause or stop. They said, now is the time when this community and our region needs us the most. And we reprioritized and we went headfirst into behavioral health. And we, to Kim's point, we saw what was working on, um, in the central part of the state and we said, what will it take to bring you here? And we want you to branch out into Carlsbad and Hobbs and Pecos and the very rural Parts of the Permian. And now we look at it, uh, here we are six years later and little towns that you never would have thought have access to some of the best behavioral health care that's out there. And I'm so proud of the lives that we have saved, the families that, that are able to get the care that they need. Um, that's been life changing for me to watch.

Speaker A: And I think that's the difference between good leadership and other leadership. I don't want to say bad, but other leadership. When you are confronted with the challenge, you keep going and you take it head on. Um, which leads me to my next question. I would love to know either your best, uh, leadership advice that you've heard or that you've given.

Speaker C: That's a great question. My favorite that I've been given. I'm going to start. My dad gave me this when I started working on rigs in the Gulf of Mexico. So I was rotating. I'm the only woman, 55 men and myself, I'm right out of college. I'm going to go be. At the time we called them company men. Um, that's what I was going to do. And the first time I went out, I came back and I was just exhausted. And I said, I don't know that I'm cut out for this. And he was like, what do you mean? And I said, because I'm trying to, I have to know everything. I got to be as good as everyone else out there. And it's just exhausting. And he's, Kim, you're missing the whole point of, um, what your skill set is. He goes, your skill set is building relationships, supporting people, getting to know them, curiosity. So my advice to you is be yourself. Stop trying to be somebody you're not. And it was a game changing moment in my leadership. The way I could address with people. In fact, there's a great quote, be yourself. Because everyone else has taken.

Speaker A: Love it.

Speaker C: And it's on my desk. And that advice came from my dad. And then I think the advice I give now to young people is they're saying, well, how can I get to where you are? And my point is worry about the job you're in. Be really good at what you do. The next one will come. But if you're always worried about the next, you actually forget to perform in the one you're in. And so I think that for future leaders and things, you gotta really think about that.

Speaker A: All you future leaders hit the rewind button three times and listen to that over and over. That is excellent advice. And we have so many young people in West Texas right now that are. That would love to be in a position that both of you are in. And so I love that advice because there is nothing better than being yourself. Because each and every one of us has our own special gifts. And it'd be a shame if you're not using it to your fullest potential because you think you got to look like the next guy.

Speaker C: Correct. Right, right. Trying to be somebody that you're not.

Speaker A: That's fantastic. Uh, looking ahead, what would you most like to see PSP accomplish or take on in the next five years?

Speaker C: Okay, so let's stay in all three categories. Okay.

Speaker A: Love it.

Speaker C: So we'll start in the healthcare space. I think Beacon is that start to it, but we need more specialized care here, so. And I know that tracing, we've been talking about that how do we get that cancer care and things like that. So you don't have to travel as far because there is a high rate of cancer. And if you have to go to other places, you're not getting the care at the time that you need. So that's something. Personally, I would love to see a child, almost a children's hospital type approach here, I think would be a great thing, um, in these next five years to be able to see that. I think the Beacon is the foundation. So I start. We're on the groundwork there. Um, if I go to education, my ultimate goal would be all the schools in this area. A.B.

Speaker A: i love it.

Speaker C: Yeah, that's. That's what I want to see is everyone deserves a strong education. And so no matter what you want to do in your life, it starts there. So I think that goal and how we get there and there's some creative ways and some things that we're doing, but that's what I'd love. And I know that's a big stretch in that time period, but I know we've already made progress and we can get there. Then when you get to road transportation, I would like to see in the next five years where we can partner with the Department of Transportation and honestly change intersections, get turning lanes, get, um, you know, a side road so people can get off the road when they have car problems. Our people are getting out there and some of these roads, community and our own workforce, and it is dangerous and we're doing what we can. But I think that partnership in these next five years could be a big game changer. And so that's what I'd like to see.

Speaker A: I Can't wait to see all that.

Speaker B: Me, too. I've got work to do.

Speaker C: That foundation is there. So I don't think anything I've said is crazy because of all this seven years of work that we've laid in front of us. But now laying that path for the next five years, why not be bold? And I know Tracy and her team, they want that, and they talk to us about that.

Speaker B: And, uh, on the same hand, I am constantly amazed just when my team and I think, oh, we have something so big. Kim and her colleagues go, that's good, but think bigger. Go bigger. And I'm like, oh, my gosh, but what a great challenge. Nobody gets to say that. That's great, Tracy, but go bigger.

Speaker A: I love it.

Speaker C: If you think about Chevron, we've been operating Permian for 100 years. We just celebrated this recently.

Speaker A: Congratulations.

Speaker B: Thank you.

Speaker C: And we're going to be here the next 30.

Speaker A: Yes.

Speaker C: So this type of thing is super important to us in our workforce. So it's not just, um, a nice to have. It's going to be critical.

Speaker B: Recently, uh, we had a friend who, when we first moved here, met, and then they have since retired and moved, uh, out of town. And she came back through just last week to visit family. And she said, I cannot believe the transformation in our area that has happened in just five years since she's been gone. And she said, you all said it was going to happen. You dreamt it and you're building it. And she's like, we're blown away. And that feels so good to hear from somebody who was from here, left for a few years, and has come back.

Speaker A: That is, that is a testament to what you're doing, because it truly has changed. Having been here almost 30 years, I have seen it. And, and what you have done is truly amazing for the next generation. You're leaving it better than you found it. And I love that. And I feel like that's the common denominator between you and your board and your. All of your partners. I feel like you all want to leave it better than you found it. And for that, I thank you as a, as a community member, I think.

Speaker B: Ah. And if you ask them, we're just getting started.

Speaker A: Right.

Speaker B: Like, we're just scratching the surface.

Speaker A: Yeah. That's just the five year plan. Wait till we find out the 10 and 20 and 30 year plan.

Speaker C: Yeah, absolutely.

Speaker A: Do we have an opening date for the Behavioral Health center, or do we. Are we getting closer to announcement?

Speaker B: Yes, very soon we're going to open the first hundred beds and then. Yes. And then as we're able to uh, keep uh, developing staff of course, which is always um, a concern, but uh, and then we'll open hopefully the second hundred beds, uh, early next year.

Speaker A: That is so exciting because it is, it is so needed, as you mentioned, just from um, hearing through the community through the years, what an important aspect that would be. But now to see it, it's about to open. It's going to be truly amazing. Um, what's your favorite thing about doing business here in the Permian Basin? Because I know you've been back a few times, you keep coming back, thank goodness. Uh, tell us your favorite.

Speaker C: So one thing I would say one of my favorites is this, doing business, especially oil and gas in this. It's an innovative hub and things change quickly. So the pace, I love the pace and the ability to try things. Did it work? Great. Now let's do it further. Did it not work? Nope. So let's try something else. This is probably around the world and I've had exposure to operate. This is probably the hub of innovation in the oil and gas industry and it's constant. And the efficiency and the gains that we're making, I mean look, we're drilling 4 mile laterals now who thought that would be right?

Speaker A: Right. Your 20 something self would never have drunk. No.

Speaker C: 15 years ago when I was here, most was vertical. There were no horizontal wells. Uh, and so to look in a 15 year time span, what's happened? And so uh, to me that, and then the second part I will have to say is without the Permian, without shalen tight, US doesn't have energy security. So when you can be a part of where you're just not producing, you're making a difference in the US that's huge. So that would be like my two favorite things.

Speaker A: Now most people know what shale and tight is. Uh, for those of you who don't know, can uh, you explain a little bit more about what you do?

Speaker C: Definitely. So shale and tight, you might hear it called unconventional. So that is where we are drilling, in tight rock.

Speaker A: Okay.

Speaker C: And then the fracking. So that's kind of in a simple term. That's what it is. And so for, for Chevron, we have shale and tide operations in North Dakota, Colorado, obviously Permian, and then Argentina. So shale and tight exist in more areas than just here. And the beauty for the Permian is we do things here, we can impact these other areas and we can do it quickly. Yeah, yeah, but you don't, you don't have an area work that you can learn so fast, even, even from your peers, apply it and then keep going.

Speaker A: We also are dealing with the technology changes in future. Where do you see that going? You know, we mentioned a little off camera, a little bit about AI and I think it's on everyone's mind. I don't care what part of business you're in. Here in West Texas, everybody is thinking AI. How has that changed what you both do?

Speaker C: Yeah, uh, well, so for us I think we're just scratching the surface on what it can do. We have so much data, so if you think about how many wells are drilled and all, and we are partners in a majority of wells in this area to be able to use data at the pace and be predictive. So now we're not waiting for something to break. We actually can run uh, diagnostics and we're predictive and we can get the maintenance, we can optimize gas lift, we can um, even our development programs using AI and the data, data that we have there. So we are constantly, in fact we have what we call an integrated operations center and many of the operators do, where you're actually monitoring data from a central hub. Now with AI, you're not only just monitoring, you're able to point people in the direction where work needs to be done, use drone footage to feed that. It's, it's never, never ending. And it's not just in that space, it's in your financials, how you're using AI and some of the people, uh, stuff that you use. It is changing the way and it's so fast. Um, the pace of change I think is probably the hardest for someone my age. If you're early in your career, this is normal for you, right?

Speaker A: Very true.

Speaker C: Further in your career, you have copilot and chatgpt. Now I can take a 300 page, uh, document and help get some of the, you know, the data out of it, the salient points. And you really can be more effective at what you do. So it's, you know, and then jobs outside. So I was talking to a friend and they are a doctor and a kid in the room was talking about wanting to be a radiologist and the doctor looked at me, you may not want to do that because they see where AI will start to be able to read the X rays, be able to do some of those diagnostics. So figuring out where the human is, the critical link, you can't pull humans out of it. That's the trick. I think everybody thinks it's going to take over? No, no, I still need humans. But it can make you more efficient and more effective. So it's changing everything.

Speaker A: It's taking the guesswork out of life.

Speaker C: Yes.

Speaker A: Things that we used to spend a lot of time maybe guessing if it works or not, um, is just what I got out of what you said. It's true.

Speaker C: And it makes you more effective. Effective because now things where you spend a lot of time doing research and gathering data and looking up files and all, now you can get AI to help you. You still need to look at it. I mean, there are times I think they call it hallucinating, you know, so an AI agent can hallucinate and make up stuff. So I love that term because I can probably do the same sometimes. But. But to know when is it accurate and when it's not is still where the human has to come in.

Speaker B: Yes, very true. I mean, for psp, to Kim's point, um, in the beginning we would study. We'd do a research and study something for a year and then get the results, get the, you know, executive summary, bring it to the board, make a decision.

Speaker A: We.

Speaker B: Not in every case, but in most cases now I can have the answer to them, you know, day of. And we're saving money, we're certainly saving precious time. And we're able to make decisions in real time versus, uh, a year, you know, waiting for a year. So it's expedited all of our projects.

Speaker C: Absolutely.

Speaker A: To the young people that are listening right now, because I like what you said about, you know, maybe radiology might not be where you want to go in oil and gas and in the space that both of you are in, what do you think are the future jobs that someone that is young, that is graduating A and um, M right now and going, yes, I've got this engineering degree. What should I go do? What. Where would you push? Ah, your loved ones. We'll put it that way.

Speaker C: Well, I have loved ones in the industry that graduated not too long ago. You know, I still think the engineering degrees are going to be important. Part of it is data analytics inside the engineering degrees. But if I, you know, talking to my kids, it's okay. What can only the human do? So again, you're now maybe in the future things, you know, 10 years from now, I don't, I don't know where this is going again. It's changing so fast. But if you need. How do you design a facility? Well, you can use AI, but you're still going to have to look through that, um, drilling A well, you're going to need someone that designs the well. You can use auto drill for the rig, but you still have humans moving around and doing those sort of things, calculating reserves. Well, you can use AI to maybe look at your seismic, evaluate your data, but ultimately that human. So I think it's going to continue to evolve, um, making people more efficient, but I think you're still going to need that help and support you. You just need to, if you're out there and you're in school, get the data analytics part, start to understand, start to understand the gaps in what AI can do and what it cannot do, and that you can't trust everything that's in front of you. So you still need, in my opinion, that technical foundation that you get earlier in your career. You go out and you touch the wellhead, you actually understand the vessels. So now when you come in, you can look at this data that's coming in front of you and go, that doesn't look right. Why is that potentially not right? So it's, uh, not, not going to replace us all, but it's going to make us a heck of a lot better at what we do, our answers. And what we do is going to be smarter.

Speaker A: Goes back to being curious. It does be curious about it. We can't just ignore it.

Speaker C: Well, and that's the hard part, right? Because even like myself, ah, we're getting. Our CEO is very clear. You will use AI, uh, you will start to understand it. And at first I was like, I, I don't even know what a genie is. And so then you start to learn some of this. And the other day, it's funny, I was doing something at the house, needed to purchase something that had gotten broken, and I was like, I don't even know where to start. So I was using Google and I used, I, uh, think it's called Gemini, took a picture of the object, said, where can I buy this? Bam. Immediately. And I was like, whoa.

Speaker A: Wow.

Speaker C: For a lot of you, you're going, oh, my God, it took you that long? It's not my passion. I really enjoy this more than sitting at a computer. But then I started to realize how smart. Then you talk to people who are using it for their investments. So now they're not using financial advisors as much. They're using this to start to look at their portfolio. So it's, it's seeping into your personal life. And I think for some people, they're very comfortable in that space. And then for people more like me, not as comfortable, but I have to get there and I have to be curious about it. And that's that. I think that's the thing we're going to have to keep working on.

Speaker A: And that's our generation. Right?

Speaker C: I think it is.

Speaker A: He didn't grow up with it. Where our children, all. They know this like the back of their hand, and they look at you when you ask them a question and go, really, Mom? You don't know how to do that, you know? And you're like, well, I didn't grow up with it. Like you exactly right.

Speaker C: And it's tough because you're leading people who. This is their comfort. So you're in front of them, and then sometimes they're like, how did you get where you are?

Speaker A: Yeah.

Speaker B: Like, how have you made it this far in life? Exactly.

Speaker C: But it is something that you, as leaders, you need to embrace it. But I think even more so, we need to empower them to use it and support that. I don't have to be the expert in it, but I need to listen to when they see opportunity and what they can do, then how can I help you get that and progress it? And I think that's where my generation. That's what we need to be doing. And keeping that people part still up front.

Speaker A: Yes.

Speaker C: Yeah.

Speaker A: It's the people. It is. And that's what makes West Texas so great. Is truly the people.

Speaker C: Yeah, you're absolutely.

Speaker B: That.

Speaker A: That. That component will never be taken away, you know?

Speaker C: Yeah.

Speaker B: So recently, uh, my husband. I took a trip and we hit a couple of states and, uh, a couple were southern and then back to Colorado, and I got home and I said, it is. People are just special here. Everybody is extra kind. And sometimes it takes you going to other places where they say that they're friendly and they are, but there's just no comparison.

Speaker A: Agree.

Speaker B: When you get back to the Permian, you just automatically feel like a giant hug, you know, and it just feels so good to be home.

Speaker A: I agree. 100.

Speaker C: And you have a community that one. They do hard things. Like, let's face it, some of these jobs, they're difficult. They're hard. They, um, are very demanding. Look at our weather.

Speaker A: Yes.

Speaker C: You know, and so the fact that we deliver what we do as an industry and then the acceptance of our industry and the support to our industry and from the community, I think is what makes it, again, special. Because you do have that support.

Speaker A: Yes, I know. This next, uh, question is one of Tracy and my favorite questions, because we get to find out something that is not on Your bio tell us to two fun things about you. Most people wouldn't guess.

Speaker C: Um, I ran a marathon. And so most people would be shocked. I only ran one. And then I was done one and done one and done. And I was really glad when it was over. But I can check that box. Um, I think the other thing, you know, we were talking about it earlier because when I was mentioning my daughter, that creative side and then that analytical side. So I have that same creative side. So a way I love to relax and something I love to do is decorate cakes. So I do all my grandchildren's, my kids, I've always done very like it's an engineering feat. When I made like a monster truck rally on a cake or I remember making a 3D scorpion one time for my son and the tail and it was cake. That would surprise people because engineers would not do that. But I find great joy in that creativity part of it. And then using the engineering part to find, figure out, how am I going to do this?

Speaker A: I love that.

Speaker B: I love that.

Speaker C: Yeah. So super fun.

Speaker A: But I may be calling you now. There you go.

Speaker C: Well, I danced. So when I was young, I'm six feet tall. And so when I went on pointe, I was taller than anyone that could ever partner me back in high school. So you can't do that. So I went to sports. So I think people don't realize music, I played saxophone. I used to be able to play piano. Can't really do much anymore. But that creative side, I share that same thing with my daughter.

Speaker A: And you also played volleyball in college?

Speaker C: I did. I was middle.

Speaker A: She's got so many fun facts. I know we can keep going.

Speaker C: Middle blocker at A and M. Yes. Which I have to shout out national champs this year. Go ags. But, um, yeah, so it's kind of that, that side. But I will say the athletics and that sort of thing I think is what molds you as a leader also because you learn to work with people you don't necessarily always get along with, but you have to work through that and work as a team. And I find a lot of parallels to, uh, leadership and then athletics.

Speaker A: I could not agree more. And I have said this time and time again, if you hire a student athlete, you are getting a hard worker. Um, having four of my own, you know, for sure. Um, but not only that, back in news days, we would actually look at some of the resumes coming in and go, oh, they were a student athlete. Yes. Let's get them in here. They would be the hardest workers because they know the work ethic, and that is something that's so impressive. And wow, I'm so, I'm so impressed by all.

Speaker B: I am, too.

Speaker A: All of your fun facts. We didn't even get to talk about that. You get to work with your husband, too.

Speaker C: Yeah, that's true.

Speaker A: We could just keep going. How long, how long can we go on this podcast? That's, that's amazing that you truly are such a well rounded and fantastic leader. Um, are there any mentors or leaders in your life that have shaped you? Because I want to know what the secret sauce is to be like you.

Speaker C: Well, you know, it's multiple things. I've even had bad leaders I learned from. And I think people forget that you can also learn. Um, you know, I'm going to go back to both parents. I think it started there. With that encouragement, you can be anything you want to be. And my dad not pushing back. Yeah, yeah, go into drilling. You can do this. Right? In fact, when I got my VP of Wells job at Chevron, um, I called him to tell him and he cried and he said he never thought in his lifetime he'd see a female get in that role. And he was so, you know, and so for me, that was quite moving. But, um, I've had some great, great leaders through my career. I mean, it. I don't ever want to call out one because I don't want to forget someone. But early on, some, you know, working out on the rigs and having partners out there that would help you support you, answer your questions. Um, I, um, would say I've had coaches that, you know, I wasn't the strongest player on the team, but I learned a lot. And I would say, so if I go back to college, is this the greatest leader I ever had? No. But what did she teach me? Sometimes you're on the bench and you're not playing and you still need to be engaged. And I can remember that sitting there thinking, well, I'm not playing. What can I do? And she pretty much, um, after the game, called me out as a freshman, going, that's not. You're part of the loss. And I'm like, I wasn't even up there. And she's like, what do you mean you're part of the team? And you were not encouraging. You were not. And I was like, got it, got it. My role is different. So everyone on the team matters. Everyone is important, you know, and that goes back to. I had a guy I worked for when I was at one of the majors, and I Remember, he would always say hello to the receptionist or the security guard by name. And I asked him one time and he goes, kim, everybody's important. Why don't. And I thought, I get it. Right? It's those little moments that really drive home. Okay, pay attention. Pay attention to those little moments. And um. Yeah, but my mom was. She ran a hospital at one point. She was an emergency room nurse. Actually, some of you may remember Dr. DeBakey, he was a heart specialist. She was, uh, had worked for him, um, and has managed, um, and then managed our family when my dad traveled because my dad was an oil and gas. So he would be gone for long periods of time. And I saw her take on that role with two older brothers. And we weren't always the greatest kids, you know, and have to manage it. And you can't sit there, wait till your dad gets home because he might be three weeks out. So I watched her leadership and how she managed and how she could be tough when she needed to be that adaptable, um, leadership style. And you start to see that, um, yeah, so I could. There's a lot. There's a woman right now at chevron and, and Ms. M. Mitra Cassantry. And I just think she's an amazing leader. And could I tell you the one thing about her? No. But she is a solid leader, knows her people, has great delivery, will have the difficult conversations and so she tells me. I trust her completely, you know, uh, that's amazing.

Speaker B: Love it. Yes.

Speaker A: Well, as we come to the, uh, conclusion, and I don't want to conclude this, I want to spend like the whole day with both of you. I feel like we could go so many different places. I just want to ask both of you, is there anything in closing, um, that you just want to speak to, to the, to the people in the Permian Basin and beyond because there's listeners all over the world that really. Especially now because the Landman. Thank, uh, you.

Speaker C: It's not all real.

Speaker A: That's right. Yes. But we do. We have so many people that are just so invested and looking toward the Permian for what we do here. Is there anything in conclusion that maybe we haven't touched on today that you think really speaks to the Permian, the collaboration with psp. Anything you want to add for me?

Speaker C: I would say thank you to the community that supports us and our employees, whether it's Chevron or any of the other operators. Thank you for what you do, um, and for the world. This place is special and we are doing some amazing things and I would just, um, I would be remiss if I didn't say thank you to PSP and my peers on that board for what they're making happen, because it wouldn't happen with each of us alone. And if we haven't really emphasized that, I want to emphasize that this matters. And Chevron, we're going to be here a long time, so we are committed to making this community the best it can possibly be. So, um, that would be my parting thoughts.

Speaker B: I love it. I would, uh, put out there that I think when you live and breathe the Permian every day, because we do have some of the hardest men and women, uh, working in anywhere. Uh, but when you do it day in and day out, sometimes you lose sight of how special and how important the work is that is being done here. We are powering the world, the country, uh, and beyond. And, um, I think it's important to remember that, that what we do every day here is literally important on a global scale. Um, and I'm proud of our region, proud of our community and what we do. And psp, uh, we said it before, but we're just getting started. We have the commitment of Chevron and, uh, Kim's peers. Um, we're going to be here for a long time.

Speaker A: Absolutely. Thank you both for your leadership, your collaboration, sharing this time together. Love learning to get to know you better. I think it's been a fantastic podcast. Um, I. I want to just mention I love what you said about being proud to be a Midland. That is one of my goals. I want each and every one of us living here to feel the pride of being a Midlander. Odessa, uh, west. West Texas, New Mexico. To be proud. Proud to live in this region because of what you just said, because it is such an amazing place with amazing people doing things. There's no collaboration like this anywhere else in the world. And we that live here get to benefit it. But also everyone around the world gets to benefit as well from what we provide. So thank you both. This has been so much fun. I hope that each and every one of you listening today can take this, Sherrod, because this was a leadership, uh, lesson right here. It really, truly was. I just want to thank again, Kim McHugh, who is the Vice President of Base Business for Shale and Tight of, uh, Chevron. And also, of course, Tracy Bentley, the President CEO of psp, for what you both do. Appreciate it and just look forward to seeing what the next 5, 10, 20 years look like because of the efforts of what you are all doing, collectively so please share this with someone that you love, that loves the Permian, that you want to love the Permian. Please share it with them. And remember, we are all in this together. And the future truly does lie right here in the Permian. So we look forward to seeing you next time on the Permian Strategic Partnership Podcast. Thank you so much. You make it a great day.