Podcast # 28, The Preliminary Specification

 I was thinking, what would happen if we put the entire Preliminary Specification through Notebook LM. Would it be able to capture in a single podcast what was contained within? Well here it is. It’s over 45 minutes, it’s in an MP4 format which will use a video player instead of audio. I spent too much time in file conversion hell to warrant the conversion concern. It may take some time to be available and usable after you’ve downloaded it. 

First, the bots approached it objectively. Second they noted its radical nature and finally saw the bigger picture the Preliminary Specification is designed to solve. Well worth the time spent. 

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Timely Solutions, Part III

 We frequently read in the various media how producers are finding it so difficult today. Cutting back on capital spending and their staffing levels are the necessities they’re forced to use, just to keep going. Their sympathetic posture implies that without some good luck flowing their way soon, they may no longer be able to meet the needs of their customers. Yes it’s that bad and in this society where declaration of victimhood is all that’s necessary, we can all agree they are by far the largest. 

It’s at these points that I’ll never tire of stating we’ve offered the Preliminary Specification since August 2012. More pertinent though is the investors message to them in 2015 to clean up their performance and accountability. Outside of the recent pathetic pleas for good luck to fall their way. Mine has been the lone voice telling them what they knew all along and only have begun to admit to today. “Yes, the place is a shambles.”

And maybe we should imply there’s a greater recognition in their message. In all things it’s far easier to destroy than it is to build. Destruction is as deliberate a process as building is, finding the culprits in oil & gas doesn’t need to extend outside of the officers and directors of these producer firms. What is needed is the authority, responsibility and resources at hand in order to either build or destroy. Choices were made, they’ve done their job and reaped the personal rewards, somebody else will need to fix it.

Podcast # 27, Performance Evaluation

Combining the Performance Evaluation and Statistics & Analytics modules into one podcast turned out surprisingly good. The discussion sets in place the necessity of having the data’s structure and integrity established in the system first and foremost. Otherwise garbage in, garbage out rules. Consequently members of either the Joint Operating Committee or producer firms will be able to analyze that data with confidence and consistency. 

And there’s more. This data that’s been interpreted by the user is then able to be used in the Artificial Intelligence and Business Operations Management modules. Where the user may be able to capture unique competitive advantages from a deep pool of data. 

The podcast is presented well and captures the spirit of these modules in the overall Preliminary Specification. 

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📝Performance Evaluation 

📝Statistics & Analytics

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Timely Solutions, Part II

 Now after a few years, we can assess the viability of the producer officers and directors defined consolidation solution for what ails the industry. Anyone’s assessment would have been a failure on day one and now we see unquestionably their consolidation strategy has failed. Operational efficiencies will create redundancies; however, we see far more incremental staff cuts, even large ones for Oil & Gas producers. The follow-on consequences concern me as well (Haliburton 20 - 40%). I see a big neon sign advertising the oil & gas industry advantages:

• Burearacracies only Karl Marx could dream of.

• Job security for the week and the dull hum of a quiet office environment.

• Watch in real time as the fourth industrial revolution plays out in other industries.

• Calculate the number of days left by multiplying the number of years to retirement by 232 days per year. Hope that your tie can hold out that long.

As I write this, Oracle founder Larry Ellison surpassed Elon Musk as the richest man in the world. Oracle forms the base of the Preliminary Specification. It seems People, Ideas & Objects picked the right horse, just the wrong rodeo with the oil & gas industry. Outside of the officers and directors, we’re all just the paying customers. Or the rodeo clowns. And maybe those sent unceremoniously to the unemployment lines are the lucky ones.

Timely Solutions, Part I

People, Ideas & Objects do not concern ourselves with whether producers' officers and directors choose to listen to us or continue their "muddle through" ways. However, we will point out the deadlines we believe they should concern themselves with: September 30 and October 31, 2025. Actions to date, since mid-August 2025, reflect that nothing will be done. We see only one visible action: the silencing, or attempted silencing, of People, Ideas & Objects. The September 30, 2025, deadline is, of course, the third-quarter reporting requirement for all public companies. Producers will report on their third-quarter activities at this point, and these reports should include the discovery of the tangible and quantifiable leakage of natural gas revenues.

This century's natural gas leakage has proven real. Producers also ignored, evaded, and avoided recognizing the issue over the past 22 months. This reflects poorly on the state of compliance and governance in North American oil & gas producers. Since the issue affects all natural gas producers since 2009, and the calculated value falls in the range of $4.7 trillion, producers would consider this issue material to any and all natural gas producers. It is quite possible that both officers and directors were completely unaware of the structural decline in natural gas revenues from 6:1 to as low as 50:1 in 2024, and the helpful, friendly service we are providing them today.

The second deadline, October 31, 2025, is the approximate deadline for producers' quarterly reports. At this point, they will have no further means to avoid the issue or its recognition. Producers must recognize the natural gas revenue leakage issue, the amount to which it subjects them, and the steps they have taken to mitigate future potential losses. We can see through producers' filings to the SEC that none of the producers appear to be attempting to fulfill this reporting requirement, address the revenues lost, or mitigate further losses.

Thankfully, People, Ideas & Objects offer the Preliminary Specification to the producers' officers and directors. We would really appreciate the opportunity to help solve these issues, no matter who survives the upcoming events.

Podcast # 26, Security, Compliance and Blockchain

 This stellar podcast, created by the Artificial Intelligence bots, surprisingly exceeded expectations by efficiently combining three seemingly uninteresting modules. These modules, all related to security, compliance, and blockchain, share numerous overlapping concerns. The podcasts aim to offer a concise review of the material for interested audiences, saving them time and providing insight into our methods of issue resolution. 
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📝Compliance & Governance
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Officers and “Dictators”

 This past month should give everyone pause. Forget the past decade since investors last engaged, or the publication of the Preliminary Specification. Focus instead on just the past 22 months.

The $4.7 trillion hole—both quantifiable and qualifiable—was brought forward, alongside LNG business failures that expose the elementary lack of business competence in producer boardrooms. What happened? What was done? Or was it simply ignored? That would at least be consistent with the disqualifying level of understanding shown by today’s officers and directors.

Or perhaps they simply don’t care. Optimization of performance is absent from their agenda. Instead, officers and directors operate like dictators—driven by financial gain and control. As Victor Davis Hanson recently observed about Venezuela, it is not ignorance but willful disregard.

The $4.7 trillion was not forgotten—it was buried. The messenger was shot. People, Ideas & Objects were cast as delusional, our credibility shredded. I became the lone voice warning of imminent demise. And yet, I do not quit.

Then, in August 2025, Shell lost its action against Venture Global. If our claims were fantasy, why was Shell chasing the same money? If $4.7 trillion had fallen off the table, where did it go?

Without full access, we could not state definitively, though Venture Global was always a candidate. As a startup LNG provider, valued at $90 billion by J.P. Morgan, their $3.6 billion in revenues (at issue in Shell’s claim) were not only real—they were measurable.

Following this discovery, we raised alarms about insurance exposure and immediate reporting obligations. Yet, as of September 4, 2025, the only coordinated action taken has been to silence us.

Podcast # 25, Artificial Intelligence Module

 Artificial Intelligence holds far greater commercial promise than the novelty of conversational tools alone. Perplexity’s orientation toward business differentiates it from its peers, yet the real obstacle for AI in enterprise remains the condition of the data itself. In oil and gas, accounting information is functionally unusable at the Joint Operating Committee (JOC) level, forcing operations to rely instead on reserve reports and regional cost estimates that only approximate reality.

Within this environment, Artificial Intelligence costs and success are often inverse of one another. That tension will only sharpen as industries enter their inevitable “bright shiny object” stage of AI adoption. Enterprises today report 85% of corporate ERP systems remain on prem. It's not that Cloud use is a requirement of AI use, it just shows the speed at which corporate America falls short of their claims. 

The Artificial Intelligence Module of People, Ideas & Objects addresses this by embedding fundamental cost discipline into its design. It does so by pooling development and infrastructure costs across producers and establishing common frameworks that can then be extended and adapted by each firm’s distinct competitive advantage. This ensures AI delivers real value—grounded in accurate reporting and sustainable economics—rather than merely absorbing resources.

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I'm Seeing Ghost's

 It's curious that after I bring up the Shell vs. Venture Global arbitration decision and its reporting implications for all producers, X is now reporting a ghost ban! Google suggests various reasons for being ghost banned, but I find the "mass reporting" reason particularly interesting and likely responsible.

Podcast # 24, Knowledge & Learning Module

 The Research & Development and Knowledge & Learning modules are designed to align scientific and technical capabilities with the locus of decision rights. Within the industry, that locus is the Joint Operating Committee, which integrates legal, financial, operational decision making, cultural, communication, strategic and innovative frameworks. The Joint Operating Committee embodies the property partnership, and the Knowledge & Learning module aggregates and presents the explicit technical knowledge of each producer within the Joint Operating Committee—making the collective expertise available for decision-making.

People, Ideas & Objects shifts knowledge to where decisions are made, directly addressing the primary operational accountability gap that exists today. Consider the drilling of a well: the operator proposes a program, the Joint Operating Committee votes, and if the approval threshold is met, the operator proceeds. If the well fails, who is responsible—the operator or the Joint Operating Committee? The Preliminary Specification resolves this ambiguity. The Research & Capabilities and Knowledge & Learning modules movement of the knowledge to where the decision rights are held ensures that outcomes are properly attributed, not to penalize individuals, but to capture learnings, avoid repetition of mistakes, and replicate successes.

This structure also mitigates the chronic engineering resource constraint facing the industry. Today, each producer maintains just-in-time engineering capacity across all their properties—an approach that is costly and ultimately unsustainable. By reorganizing around specialization and division of labor, the industry can scale capabilities more efficiently, ensuring commercial viability while reducing duplication of effort. Specialization on particular scientific capabilities, each producer contributes that high value knowledge of theirs to the Joint Operating Committee. Generic capabilities can be augmented from the Resource Marketplace module. 

The accompanying podcast provides further detail and explores the auxiliary aspects of these modules.

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