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Oil & Gas Advisory · Oklahoma

Business advisory for
oil and gas Oklahoma.

Oklahoma's energy sector runs on tight margins, commodity cycles, and capital intensity that most advisors don't understand. We do. Financial strategy and operational leadership built for E&P companies and oilfield services businesses.

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Oil and Gas · Oklahoma

Financial and operational leadership
for Oklahoma energy businesses.

Oklahoma's oil and gas companies face financial and operational challenges that generic advisors don't understand — commodity price cycles, capital expenditure planning, crew utilization, and the working capital dynamics of a business where revenue can swing 40% in a year. Scissortail Fractional has the industry background to work in this space.

Fractional CFO Oklahoma · Fractional COO Oklahoma · Construction Oklahoma

01
Commodity Cycle Cash Flow Management

Build the cash flow models that survive the down cycle. Oklahoma energy businesses that get through the low commodity price periods intact are the ones that planned for them. 13-week cash flow forecasting, reserve analysis, and the financial discipline that keeps operations running when prices drop.

02
Capital Expenditure Planning

Oil and gas businesses make large, long-duration capital commitments. Financial modeling for equipment purchases, well completions, and facility investments — with scenario analysis showing the returns at different commodity price levels.

03
Crew Utilization and Field Operations

For oilfield service companies, crew utilization is the primary operational lever. Building the operational reporting and dispatch systems that maximize billable utilization while controlling labor costs.

04
Revenue Concentration Risk

Many Oklahoma energy services businesses get 60% or more of revenue from one or two operators. Quantifying that risk, building the diversification strategy, and creating the financial buffer that buys time when a major customer reduces activity.

05
Lender and Banking Relationships

Energy lending in Oklahoma is relationship-driven and reserve-based. Managing lender relationships, covenant compliance, and the financial presentation that maintains credit access through commodity cycles.

06
Exit and Valuation

Oklahoma energy businesses that sell for maximum value are the ones with clean books, documented operations, and a clear financial story that holds up under diligence. The financial preparation that starts 2 to 3 years before a transaction.

When You Need It

Signs an Oklahoma oil and gas business
needs senior financial and operational help.

01
Commodity prices dropped and cash is tight

When oil or gas prices fall, the cash flow impact on Oklahoma energy businesses is immediate and often severe. A fractional CFO builds the financial model that shows exactly how long the business can operate at current prices and what needs to change.

02
A major customer reduced activity

Revenue concentration is the most common hidden risk in Oklahoma's oilfield services sector. When one operator pulls back, the impact is disproportionate. The time to address concentration risk is before the event, not during it.

03
Equipment acquisition is being considered

Large capital commitments in the energy sector require rigorous financial modeling — returns analysis at multiple price levels, debt service coverage, and the impact on working capital. A fractional CFO runs that analysis before the commitment is made.

04
The operation has grown but financial visibility hasn't

Revenue has grown from $2M to $8M but the financial reporting still looks like a $2M business. Month-end close takes 3 weeks, the books are always behind, and the owner makes decisions without a clear financial picture. That's fixable.

05
A sale or partnership is being considered

Oklahoma energy businesses attracting buyers or partners need clean financials, documented operations, and a defensible financial story. The preparation work starts long before the letter of intent.

06
The business survived a down cycle but needs to be restructured

Coming out of a commodity downturn, Oklahoma energy businesses often have cost structures and operational habits that made sense at low revenue and need to be rebuilt for growth. A fractional operating partner leads that restructuring.

How an Engagement Works for Oil and Gas Businesses

Industry-specific.
Oklahoma-based.

Step 01

Industry Assessment

A full assessment of the oil and gas business — financial state, operational gaps, and the specific challenges that are most common in Oklahoma's oil and gas sector. Industry context changes what the assessment looks for.

Step 02

Prioritized Work Plan

A priority list built around the highest-leverage improvements for an Oklahoma oil and gas business at this revenue stage. Not generic advisory — specific to the industry and the business.

Step 03

Financial and Operational Build

Implement the financial infrastructure and operational systems the business needs. The actual work — the CFO function, the COO function, or both depending on where the gaps are.

Step 04

Ongoing Leadership

Monthly financial and operational leadership as the oil and gas business evolves. An engagement that grows with the business and adapts to where the industry is going.

The Work

Industry experience.
Real outcomes.

Oil and gas is Oklahoma's defining industry. It's also one of the hardest businesses to manage financially. Revenue swings with commodity prices. Capital requirements are high. The gap between production and cash receipt creates constant pressure. And when the cycle turns, the businesses that survive are the ones that managed their finances and operations like it was coming.

Most financial and operational advisors don't have real experience inside energy businesses. They apply generic frameworks to a business that doesn't fit generic frameworks. We work with E&P companies and oilfield services businesses that need financial strategy built around the actual dynamics of the industry -- commodity cycle cash flow management, capital allocation decisions, cost structure analysis when prices drop, and operational efficiency that protects margin regardless of where WTI is trading.

Where We Focus
Commodity Cycle Cash Flow
Managing cash through price swings requires forward-looking financial modeling, not just historical reporting. Know your breakeven and your runway before the cycle turns.
Capital Allocation
Drilling decisions, equipment purchases, and lease acquisitions all compete for the same capital. Building a framework for those decisions that holds up at $60 oil and $90 oil.
Oilfield Services Operations
Services companies face their own version of the cycle problem -- demand drops faster than costs. Operational flexibility and lean cost structure are the difference between surviving and not.
M&A and Asset Transactions
Oklahoma's energy sector consolidates constantly. Whether buying or selling assets or companies, the financial preparation matters as much as the transaction itself.
Common Questions

What people ask
before they call.

Do you work with oil and gas companies?

Yes. Oklahoma's energy sector is one of our core markets. We work with E&P companies, oilfield services businesses, and energy-adjacent companies across the state.

What does a business advisor bring to an oil and gas company?

Financial strategy and operational leadership that accounts for the actual dynamics of the industry. Cash flow management through commodity cycles, capital allocation frameworks, cost structure analysis, and the operational efficiency work that protects margin when prices drop.

Do you work with small and mid-size energy companies?

Yes. Our target is businesses in the $1M to $20M range. That covers a large portion of Oklahoma independent operators and oilfield services companies that need executive-level financial and operational leadership without the full-time cost.

What does it cost?

Engagements typically range from $2,500 to $15,000 per month depending on scope. Scoped to the actual work.

Most calls start the same way.
"I should have called sooner."

No pitch. No deck. Just a straight conversation about your business.

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