When I was just starting out as an engineer in the field, a seasoned lease operator shared a story that has stayed with me ever since. He’d spend his days—from 6 a.m. to 4 p.m.—running his routes, maintaining equipment, and keeping things running smoothly. Grueling, exhausting work. But when he got home, his day wasn’t over. He’d spend another four hours at his desk, entering data. Why? Because the processes in place were complicated, clunky, and not built with field operators in mind. Instead of spending time solving problems in the field, he was stuck with hours upon hours of administrative tasks.
This was years ago, and yet today, field operators still face the same struggle. The oil and gas industry has made great strides in many areas, but when it comes to the workflows and operational support we provide to those at the heart of the industry—the field operators—we’re still not doing enough.
In the oilfield, every second counts, and every decision impacts production, safety, and risk mitigation. Yet, for too long, the heart of this industry—the field operator—has been forced to work within systems that add complexity rather than reduce it. With new regulations like OOOOb, the upcoming OOOOc, and increasingly stringent state-level LDAR (Leak Detection and Repair) requirements, field operators are being asked to do more than ever. Their responsibilities extend beyond keeping wells producing—they are now data managers, compliance officers, and IT specialists, all while working in one of the toughest environments imaginable.
The reality is simple: if field operators cannot do their jobs efficiently, wells don’t produce. The industry cannot afford to burden them with outdated, difficult-to-manage processes that make compliance a chore rather than a seamless part of operations.
It’s time we stop treating field operators as an afterthought in the conversation about regulation. These are the people who make everything run. They need support systems that make their jobs easier, not harder. It’s time the industry starts prioritizing streamlined, intuitive workflows designed to fit the realities of daily field operations.
Instead of burdening operators with endless forms and reports, we should be thinking about how to simplify data management and decision-making. Real-time information, intuitive workflows, and smarter operational practices can help operators make faster, better decisions without pulling them away from the field. The goal isn’t to add layers of complexity—it’s to integrate compliance seamlessly into everyday operations so that operators can focus on maintenance, safety, and production rather than hours of tedious paperwork.
Operational improvements and process innovations can revolutionize how field operators manage their work. From predictive maintenance approaches to more efficient data collection practices, the future of oil and gas operations lies in empowering operators with systems that support their expertise rather than complicate it. Reducing downtime, identifying issues early, and streamlining routine tasks aren’t just technical improvements—they’re ways to protect the core efficiency and safety of operations.
We need to refocus the conversation. The regulations are important, but so are the people who have to comply with them. If we’re serious about tackling the challenges facing the oil and gas industry—regulatory or otherwise—we need to start by making the field operator’s job easier. By simplifying workflows and operational processes, we’re not just helping them do their job more efficiently; we’re improving the entire operation. The key to a more resilient, efficient industry lies in empowering the people who keep it running.
Philip Richard is the CEO of Porosity, bringing over 14 years of experience in oil and gas operations, business development, and customer operations. Previously, he served as Director of Business Development at Envana Software Solutions, driving market expansion and industry partnerships. Before that, he was Vice President of Customer Operations at LongPath Technologies, where he led customer engagement and service strategy. His background also includes hands-on technical expertise as a Production Engineer at a private equity-backed operator and a Senior Production Engineer at SM Energy.
Philip is known for his strategic leadership and ability to leverage data-driven insights to drive innovation in the energy sector. He holds an MBA from Indiana University and a B.S. in Petroleum Engineering from Texas A&M.
