NOT ENOUGH CAPITAL…

OUR STRATEGY 

Oil and gas producers naturally focus on what is in the ground: finding and extracting valuable commodities. But the operator who wants to maximize the value of that production also needs to look strategically at the downstream markets and how to connect with the best buyers for crude oil, dry natural gas, and natural gas liquids.

Making skillful use of the midstream value chain; gathering, processing, storage, transportation, and marketing, can enhance producers’ returns and maximize the value of resources over the life cycle of a field. With the right decisions upfront and during production ramp-up, producers can assure flow to maintain and handle consistent and growing production, and they can maximize the value of its production through connections and optionality to reach the best market destinations.

Just as producers forecast production volumes to rise, level and decline, a producer can save a lot of time and money by creating relationships with a partner that can “flex” with the scale of production as it waxes and wanes.

A producer may develop downstream relationships that involve committed deliveries to a long-term customer that buys a fixed amount, or a more opportunistic approach of marketing commodities for the best prices available, or a mix of both. Regardless, the producer needs a midstream provider with the expertise to see through the whole value chain, view downstream relationships, and find the best paths to market.

TAYO currently controls more than 100 miles of gathering infrastructure and associated rights-of-way in central Texas, that includes existing gas purchase contracts from operators. With the capital described in USE OF PROCEEDS, the Company plans to methodically restore “inactive” portions of the pipeline and upgrade facilities and compression. This provides the Company with the opportunity to expand both the gas contracts with multiple regional operators, as well as with the industrial users for additional off-take.

Consequential with the infrastructure improvements, TAYO plans to approach Kohler Co. (“Kohler”) to revisit a legacy long-term off-take contract, previously established by the Company’s predecessors, with that plant in Brownwood, Texas for as much as 55,000 MCF per month.

TAYO will assess its income and ROI metrics of the Kohler off-take revenue prospects, versus the Company’s other unconventional income sources, including but not limited to, converting (otherwise) stranded gas to power cryptocurrency mining, to maximize the financial return of its comprehensive energy and power gathering, processing, storage, and transportation proposition. 

Separating the liquids from gas provides the Company with an additional source of income.

This is a new merger. Achievements are in the making.

Midstream oil and gas operations involve the processing, storage, and distribution of crude oil, natural gas, refined products, and petrochemicals. ‘Midstream,’ in simple terms, is the intermediary phase between upstream and downstream operations which involves the storing and shipping of hydrocarbons produced from oil and natural gas fields. Assets include oil pipelines, fluid compressors, gas storage facilities, fractionating and dehydration tanks, LPG & LNG storage plants, etc.

However, there is new game in town and TAYO is expecting to capitalize on this opportunity. In areas with limitless renewable energy, midstream and power companies are digging up gold by mining for cryptocurrency.

One of the largest costs to generate cryptocurrency is the cost of electricity but when stranded or flared gas is utilized it’s a low-cost/no-cost “Digital Flare Mitigation” program. Oil and Gas companies are leaving a lot of hydrocarbons on the table, but now, with the use of cryptocurrency they can monetize these lost revenues.

By marrying cryptocurrency mining operations with natural gas energy this creates a simple and elegant solution to also eliminate a regulatory problem that also provides a new revenue stream. As more efficient, less polluting, uses for natural gas on-site become accessible, it is likely we will see a significant dip in emissions across the board.

Basically, a company places a shipping container full of thousands of bitcoin miners on an oil well, then diverts the natural gas into generators, which convert the gas into electricity that is then used to power the miners. The process reduces CO2-equivalent emissions by about 63% compared to continued flaring, according to research from Denver-based Crusoe Energy Systems.

Often, if a gas well is not already stationed near a pipeline, it will not be big enough to warrant the time and expense of building an entirely new line. And if a driller cannot immediately find a way to sell the natural gas, most dispose of it on-site.

Market Opportunity

The Global Oil and Gas Midstream market is growing at a CAGR of 4.5% during 2018 to 2027. Rising interest for pipeline services owing to upcoming oil and gas projects is likely to drive the growth of the market. 

Within this sector, transportation is likely to have a huge demand owing to growing demand of refined products. Moreover, the supply of oil and gas in different regions is expected to exceed the existing transportation capacity, requiring expansions, as well as construction of new pipelines.

According to an Energy Information Administration forecast, total natural gas output in the largest U.S. shale basins is expected to increase 0.7 billion cubic feet per day (“bcfpd”) to a record 93.0 bcfpd in August 2022. Using Henry Hub pricing of $9.75 per thousand cubic feet at August 23, 2022, this equates to a gross market revenue of $906,750,000 per day.

Increasing investments and development of small and complex offshore fields in different regions are expected to increase the demand for midstream services. Therefore, this is expected to provide a great opportunity for the midstream sector during the forecast period.

Midstream companies benefit primarily from growth in the production of crude oil, natural gas, and NGLs, as well as from higher demand for energy and energy‐intensive products. As production grows, more pipelines and storage capacity are needed to transport oil, natural gas and NGLs from centers of production to refiners, export markets, and other customers. Midstream companies also benefit from higher energy commodity prices.

No one drills a natural gas well just to burn their investment. On the other hand, an oil well is drilled for the more profitable liquid hydrocarbons while the associated natural gas is often flared to prevent a financial loss, especially in areas that lack the necessary infrastructure to move, store, process, and market natural gas. Natural gas flaring is a complex and evolving practice governed by economics, regulation, and safety.

Associated gas flaring occurs in areas like the Permian Basin and Bakken Shale of North 

Dakota, where infrastructure is first built out to accommodate oil gathering and transportation. The associated gas that is produced is “stranded” or stranded gas because it lacks the specialized infrastructure needed to economically transport and process it. As a result, stranded gas is flared.

Beyond the environmental implications of flare gas, drillers are also, in effect, burning cash.

Annually, 140 billion cubic meters (BCM) of natural gas is flared worldwide. That’s enough to generate 750 billion kilowatt hours (KWH) of electricity and power the entire African continent each year. Flaring also introduces more than 300 million tons of carbon dioxide into the atmosphere annually.

Pipeline

Krypto

We believe that our business model provides us several competitive advantages that enhance our ability to continue to grow our business and expand our profitability, including our: 

• scale, network effect and marketplace liquidity; 
• proprietary technical expertise for energy use and transport;  
• capital-efficient business model;  
• direct relationships with gas producers; and 
• portable and flexible energy use business model.

Zane Russell

President

Zane Russell is an experienced executive with a track record of excellence in change management, sales management, marketing, and business development. He is a founder and Managing Member of Reveille Capital, LLC, a diversified equity fund with investments in Data Logistics, Industry Consolidation, Energy and Real Estate. Currently he is CEO of Radix Data, LLC, Benchly, Inc. and of Innovative Litigation Services (ILS), LLC, which are all data logistics companies within the Reveille portfolio.

Zane held several executive roles in which he acted as a catalyst for change for clients at the enterprises and market levels. He also had assignments supporting client companies’ achievement of their growth strategies. During his tenure at Net Source Communications, Zane helped the company to be named the #1 Agent in SBC’s Alternative Channels Program by delivering 12,000 new accounts in less than six months.

Mr. Russell was co-founder of A-Link USA, an alarm and monitoring company. They became the 3rd largest run-rate company in the country by averaging 3500 new customers per month. Chubb acquired A-Link USA and changed the name to Counter Force USA, which was later sold to UTC. He also co-founded EqualNet Communications, which became Houston’s Fastest Growing Company for two years in a row. He further played an integral role in supporting and executing the company’s initial Public Offering and helping it achieve a run rate in excess of $100,000,000.

Mr. Russell holds a Bachelor of Science from Texas A&M University and was an officer in the Corp of Cadets. Zane also held Student Government positions while attending TAMU and has since been active as an Advisory Board Member to the University’s 12th Man Foundation. He held leadership positions in the Indian Guide & Princesses Katy Chapter, a youth advancement program. 

Amzy Hibler 

Chief Financial Officer 

Amzy Hibler is a seasoned professional with extensive academic and professional achievements. He holds two Master's Degrees and has more than 30 years of experience in the oil & gas industry. Formerly the CFO of Chevrons $8B pipeline division, he was recently the Deputy Chief Financial Officer for DNO ASA, a Norwegian based onshore and offshore oil exploration company. He will be responsible for all finance, accounting, planning & budgeting, internal controls/compliance, process improvements, and Risk Management.

Thomas Craig Takacs 

Corporate Secretary 

T. Craig Takacs was appointed as interim Corporate Secretary of Taylor Consulting, Inc. (“TAYO”) on July 15, 2022, to assist the President and CFO with the documentation, and respective filings to both codify the change of TAYO control, and to marshal the Regulation CF offering process through its crowdfunding broker-dealer partner. 

In March 2021, Mr. Takacs was elected by the Board of Directors of Arkose Energy Corp. (“RKOS”) to serve as its Corporate Secretary. RKOS owns and operates upstream natural gas production, specializing in converting natural gas to electricity bypassing the need for traditional utility grids, to convert the energy produced to cryptocurrency with an eye towards a carbon neutral operation.

Mr. Takacs Co-Founded Dynalyst Manufacturing Corporation “DMC” in March 2002. Having completed a Reg D Private Placement (raising capital from accredited investors), DMC then filed in ~2006 to trade publicly, leading to a successful market of its equity. In August 2009, DMC spun the assets out from the publicly traded company and into a private, newly formed, and wholly owned company named Dynalyst Corporation. At the completion of the spin off, the original public shell merged with Universal Media Corporation “UMC” (the forerunner to Greenway Technologies, Inc.) at which point, Mr. Takacs remained on the UMC Board of Directors while the previous DMC management resigned. Mr. Takacs remained on the Board of Greenway Technologies, Inc. (ticker “GWTI”) until June 2019, and Dynalyst Corporation is no longer active.

From Feb’99 – Mar’02, Mr. Takacs was involved with Institutional Capital Management, Inc. (NASD B/D & Investment Bank) where he served in the corporate finance department and as the firm's technology analyst. Securities licenses obtained- Series 63, & Series 7.

Prior to joining ICM, Mr. Takacs resigned his Director of Construction duties at Pulte Corporation where he also served on the Operating Committee and Texas House Cost Committee for the Houston division.

Mr. Takacs received his B.B.A. in Business Management from Texas A&M University in December 1984.