The Way. We Work.

AEGIS Hedging Solutions | Reports to the Market Leader

Why this role exists

AEGIS helps hundreds of oil and gas producers manage price risk, market their physical production, and capture what they are owed. We advise on and execute their hedges, we negotiate and manage the sale of their crude, natural gas and NGLs, and our revenue cycle platform captures what they actually get paid. Physical marketing is a large and growing part of our business, and the dollars at stake for our clients are huge. Clients stay with us for years. We are investing in additional resources to spend time understanding our clients' business challenges, be with them in their own market, know where we are performing well and where we are not, hear what clients need before they ask, and show them services they do not yet buy from us.

We are organizing our commercial team around the markets where our clients are headquartered, with a focused team owning each market: a Market Leader, a Sales Executive, a Client Executive, and a New Business Manager, supported by AEGIS Marketing. The Client Executive owns the existing client book in the market and is the face of AEGIS to those clients.

The mandate

Own the relationship with every client headquartered in your market and grow it. You will own:

• Client coverage. Know every account in your book: who decides, who uses the service day to day, how they hedge and market their production, and what changed this quarter. Meet clients in person, in their offices, on a regular cadence, not only at annual reviews.
• Client satisfaction. Own how satisfied every client in your book is with AEGIS, and the NPS (Net Promoter Score) that measures it. Know where we are performing well and where we are not before the client tells you: service, hedge execution, marketing results and the accuracy of what they get paid. When something is wrong, bring in Customer Success and the right Solution team, see it fixed, and go back to the client with the result.
• Renewals. Own renewals, fee increases and pricing conversations across the book. Set renewal pricing within the standard band, bring anything below the floor to the Market Leader, and have the Market Leader alongside on the largest relationships.
• Physical marketing. Know how every client in your book sells its production: who buys its crude, gas and NGLs, under which gathering, processing, transportation and purchase agreements, and when each one expires or comes up for re-bid. New wells, an acquisition, a dedication rolling off or a purchaser that is underperforming are all moments to bring in the AEGIS physical marketing team. Get us in early, so that we run the process and the negotiation rather than hearing about the contract after it is signed. These are among the largest opportunities in any book.
• Expansion. Find the up-sell and cross-sell: the hedging client that markets its own production, the marketing client with no hedge program, the client whose acquisition creates new production to hedge, market and account for. Log the opportunity, bring in the Sales Executive and the specialists, and stay in the room through signature. The Sales Executive runs, negotiates and closes the deal; the client stays yours.
• Your clients, your call on timing. Nobody at AEGIS approaches a client in your book about new scope without you in the room. You can decide when a pitch lands against a renewal, not whether it happens.
• One point of contact. Clients are covered where they are headquartered, and served by the Solution teams (Risk Management and Revenue Cycle/Physical Marketing) for the basins where they produce. When a Houston-headquartered client buys assets in the Rockies, you bring in the Rockies team for the diligence, the marketing of the acquired production and the delivery, and you remain the client's single point of contact throughout.
• Being in the market. Represent AEGIS at industry conferences, association meetings and client events in your market. Host and entertain clients and prospects. Be the person that people in your market associate with AEGIS.
• Supporting new business. Support the Sales Executive and New Business Manager on new-logo pursuits: introductions from your network, references from satisfied clients, joint meetings, and your read on fit.
• Voice of the client. Bring back what you hear, including product gaps, pricing pressure and competitor activity, to the Market Leader, Product, and Marketing. Keep the CRM current so anyone at AEGIS can see the state of every account.

Primary metrics

• Net revenue retention (NRR): across your book, including cross-sell MRR (Monthly Recurring Revenue) closed into it.
• Gross revenue retention (GRR): the guardrail. Starting MRR less churn and downgrades, excluding all expansion, so new revenue cannot mask lost clients.
• Client NPS: across your book.

What success looks like

First 90 days

• Met in person with the decision-makers at every significant account in your book.
• An account plan for each top account: health, renewal date, services not yet bought, and the next step.
• A marketing map for each top account: who buys its production, under which contracts, and when each expires or comes up for re-bid.
• A health view of the whole book, green, yellow or red with a reason for each, that the Market Leader and Customer Success agree with.
• A calendar of the region's key industry events for the year, with who from AEGIS attends each.

First 12 months

• Gross and net revenue retention in your book at or above the targets set for the region.
• No surprise churn. Every at-risk account flagged with a plan well ahead of its renewal.
• Physical marketing mandates won with existing clients, sourced from your marketing maps and ahead of contract expirations.
• Expansion revenue from existing clients, with more of the book buying more than one AEGIS service.
• Client NPS in the region improving.
• Introductions and referrals that become new-logo opportunities for the Sales Executive.

Over time

• Clients and the regional industry know you as the person to call at AEGIS.
• A book that grows every year on its own, without depending on new logos to replace lost ones.

Who you are

Required

• You have owned a book of business. Five or more years in account management, relationship management or client coverage with renewal and expansion targets, in energy, commodities, energy finance, or services and software sold to energy companies.
• You know the oil and gas business. Enough to hold your own with an E&P CFO, treasurer or VP of marketing, and to understand how producers hedge, market their production and get paid well enough to see where AEGIS can help. You know how crude, gas and NGLs move from the wellhead to the sales point, and what a gathering, processing or purchase contract does to a producer's netback.
• You are in the market. You are already part of the energy community in your market, or can become part of it quickly. You go to the events, you host the dinner, and you follow up the next morning.
• You find the next thing to sell without being pushy. You listen for the need, bring the right expert, and own the follow-through.
• You run your book with discipline. Account plans, an accurate renewal forecast and a current CRM, without being chased.
• You work across teams. Your clients are served by Risk Management, Revenue Cycle/Physical Marketing, and Customer Success teams that do not report to you. You get results through them.

Preferred

• Background in hedging advisory, commodity trading, energy banking or reserve-based lending, midstream or crude marketing, or energy software
• An existing network among producers and their capital providers in your region
• Based in, or willing to relocate to, your market

What this role is not

• Not a new-logo hunting seat. The New Business Manager opens new-logo deals and the Sales Executive closes them; you support both. Most of your time is with clients we already serve.
• Not the closer on cross-sell. You find it, sponsor it and stay in the room. The Sales Executive runs the deal.
• Not the hedge advisor or the marketer. Hedge recommendations come from the Risk Management team, and marketing advice and negotiation with purchasers from the Revenue Cycle/Physical Marketing team. You own the relationship, spot the opportunity, and make sure the client gets the right expert.
• Not a service desk. Day-to-day service issues belong to Customer Success. You own the outcome for the client and escalate when it is at risk.
• Not a desk job. Expect to spend most of your time with clients and in the market.

Reporting and structure

You report to the Market Leader for your region and work alongside the region's Sales Executive and New Business Manager, and with AEGIS Marketing. You partner with the Risk Management, Revenue Cycle, and Customer Success directors for the basins where your clients produce.

You are measured on net revenue retention across your book, including cross-sell revenue closed into it, with gross revenue retention as a guardrail so new revenue cannot mask lost clients, and on client NPS. Day to day, you are measured on what you control: client meetings held and opportunities advanced.

Regular travel within the region and to industry events is expected. Client entertainment is part of the job, within AEGIS policy.

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