Tyler Crooks BKin / BEd / Certified Relationship Coach

Go Time Energy Services provides specialized oilfield support including: track hoe packages for drill cutting management, surface equipment and drill pipe / HWDP rentals. The company helps drilling and completion operations run more efficiently by supplying reliable equipment, trained operators, and integrated site support across Western Canada.

I led our sales and marketing efforts corporately in Calgary as well as the with 18 distribution centers around southern Alberta. In helping to developing Bi-annual sales strategies, as well as our yearly budget, I focused my efforts on strategic accounts to reach our targets. • Though building a trusting relationship with the end user, NuVista, I Brought back a lost major strategic engineering firm account that was a focus of ours, with an order of over $750K. • I grew a strategic distributor by over 100% growth in 2019, when projection was only 20%. This was managed through consistent customer service and communication, especially with branches that didn’t typically get great service from our competitors. • In a team effort with our field sales in Grande Prairie, we grew our sales by over 30% in 2019 from the year prior. Bridging the communication gap between the field personnel and Calgary engineers, we help identify the needs that our products could meet.

Overlooking the sales and marketing efforts of this small, family run business, there were many hats to wear. Marketing was important and through many medium of communication, the brand recognition grew. Our constant communication and teamwork from our operations group and field consultants led to producing quality field reports for our clients, which led to exceptional service. • My marketing efforts allowed Wellsite to see bid opportunities from over 20 new operator companies. This allowed us to gain significant momentum, brining in 3 new clients to our business in 2017-2018. • While we were asking a premium price for our service made brining on new clients challenging, we were able to secure a price increase with 3 of our top 5 clients, when they were asking their other vendors to further reduce their pricing. This resulted in a profitability of roughly 15% with each of our clients.

I worked in conjunction with our Sales Manager to ensure that our fleet of 21 drilling rigs were working and had as few racked or non working days as possible. Between two people, there were many prospective clients to communicate with to understand what their drilling program looked like and what type of rig would fit their needs. • Until the industry was really hit hard in November 2014, we managed to keep all of our rigs working very steadily. Through consistent marketing efforts and finding many other opportunities, this allowed us to continue to get paid for the rig, even if there were a few days or a week of downtime, because we had these other opportunities. and the client didn’t want to give up our rig. This helped us grow revenues over 12% in 2013. • As drilling activity almost halted at the end of 2014, there were many new opportunities for our rigs in Q3 and Q4, from my marketing efforts. I was able to get 4 rigs out for short drilling programs, where otherwise they would have just been racked and sitting on the sidelines going forward. This brought in roughly $800K of revenue in 2014 that would not have been generated.

My role consisted of managing many active clients, as well as marketing our drilling rigs to other operating companies and consulting firms who may have opportunities both long term and short drilling programs. I worked close with corporate team members as well as operations in preparing RFPs and RFIs • I set up an excel spreadsheet that showed where our rigs were located and the contract that it was under, so prospective clients knew when they may be available. This kept us as an option for many new drilling programs and allowing our drilling rigs to maximize drilling days and operating revenue. • I brought a new major client, NuVista to Nabors who signed a rig for $16K/day who kept this rig drilling very steady for over 4 years. This rig generally would drill Montney wells for roughly 300 days/year.

I took on some accounts as an account manager who we were already doing work with to expand our work opportunities, as well prospecting to bring on new accounts. I leveraged clients from our other divisions of NOV, to help grow our smaller division of downhole tools within NOV. • Talisman Energy was one of the top operating companies at the time and through the dedicated networking opportunities, built many strong relationships that allowed me to have an access card to their office for regular visits. Only a few other sales guys managed this, and it helped me grow this account from a $3M/year to over $7M/Year in less than two years (End of 2007). • When NOV bought Grant Prideco in 2009, we gained their line of drill bits. I built a strong working with the new engineers and often brought them with me to do joint presentations for clients. We worked well together to help grow many new and current accounts for the company, leading to one of the most profitable years for this division of the company in 2010.