Stew Fuller, 30
Vice President, Finance, Lucid Energy Group, Dallas
Stew Fuller, vice president of finance at Lucid Energy Group, is in the vortex of his most challenging project—the midstream services provider is “evolving from a small-to-medium- sized business to a much larger entity, and the growing pains associated with that transition are extraordinarily difficult to manage when paired with a rapidly growing asset base in a highly competitive basin. Meeting this challenge requires a very coordinated, disciplined and thoughtful effort on behalf of all our employees.”
To that point, Fuller offers advice that stresses the importance of employees becoming well- rounded within their organizations.
Advice for young professionals: “It is critical to not only be great at the tasks/activities that your job description says you should be great at doing, but to also constantly be learning about different areas within your organization. Everyone should aspire to be the CEO of their company, and achievement of that goal requires an understanding of every department within the organization.
“For starters, take the opportunity to listen closely and educate yourself on somebody’s day-to- day role in a completely different group from the one you work in. Regularly doing this will, over time, result in a differentiated knowledge base and skill set that will position you well for advancement.”
Goals: Fuller’s own goals, in the short term and long term, respectively, are to help build Lucid into an efficient, $300-million-EBITDA business, and to obtain the skills to effectively lead profitable companies.
“Coming from a principal investing background, I have tried to ensure that everyone in the company thinks and acts like an owner in their approach to work. As a leanly staffed private- equity-backed business, [Lucid] lacks multiple layers of professionals to pick up the slack. … It is important that everyone understands that, in order to distinguish ourselves in this highly competitive industry, we all need to be extremely efficient with our time and resources.
“I try to illustrate this reality by encouraging efficient meetings, interactions and approaches to task management, as well as thorough scrutiny of investment opportunities whether they are a $150-million development project or small equipment purchases.”
On industry: “I love the pace and complexity of oil and gas combined with the highly relational nature of the industry. Strong relationships are uniquely rewarding in this space as compared with other industries, and that dynamic creates a very collegial environment that I thoroughly enjoy working in.”