“In the oil and gas industry, there are often multiple unknowns that can significantly impact operations. These gaps in understanding frequently lead to a reliance on what we call “opinioneering,” where decisions are made based on subjective assumptions rather than data-driven insights”, says Jack Willis, founder of one&zero. “Our mission is to reduce this uncertainty by modelling those unknowns as accurately as possible, using tools we’ve specifically designed for this purpose.”
But how did it all start?
“I began with an engineering degree in my hometown of Liverpool, where I developed a fascination with problem-solving. But like many fresh graduates, life took me in a different direction. My first job was in mobile phone sales in London, where I learned to listen and understand a customer’s problem or requirement – something that has remained central to my career as well as one&zero’s philosophy ever since its creation,” Jack continues.
“Everything changed when I joined SLB. Coming from a city where football rules, oil and gas was hardly on anyone’s radar. Therefore, stepping into the industry felt like entering a completely new universe. I was offered the choice between the red pill and the blue pill, and I took the blue one, diving in headfirst. From training in Paris to assignments in Venezuela, Aberdeen, Trinidad, Brazil, Romania, and Thailand, I was thrown into the deep end, and it was sink or swim. But I loved it.”
My first job was in mobile phone sales in London, where I learned to listen and understand a customer’s problem or requirement — something that’s remained central to my career as well as one&zero’s philosophy ever since
But there came a moment when he started to think about the remaining part of his career. “My time at SLB was invaluable,” Jack says, “but I often felt like a small cog in a very large machine. I craved the freedom to innovate, to create something with real impact, and to take ownership of my ideas.”
Consolidating knowledge
“One thing that became clear to me over the years was that while the industry thrives on specialist knowledge, no single person — or even organisation — has all the answers. Expertise was often fragmented, and processes tightly controlled, leading to inefficiencies and missed opportunities. This insight sparked the idea for what became one&zero – consolidating the best knowledge in the industry and making it accessible to clients to drive results.”
Like any start-up, the early days were tough. Funding was tight, and scaling the business took time. “We had to prove our value to cautious clients whilst we reinvested every penny back into refining our systems and processes,” Jack says.
“At its heart, we’re about democratising expertise. The oil and gas industry is full of brilliant minds and innovative solutions, but too often, that knowledge is locked away in silos. Our goal is to break down those barriers, making knowledge accessible to operators so they can work more efficiently and effectively. Many people think of one&zero as a QA / QC company, but it goes much deeper than that.
We started by building a comprehensive database of tools, processes, and quality control checks. The real value comes from combining that information with the expertise of seasoned consultants who can turn it into actionable insights.”
“For example,” Jack continues, “we recently helped a client improve their ITT and contracting processes for wireline operations. Many individuals within operators might only work on one or two wireline contracts in their career, but we handle them every few weeks. That regular exposure gives us a unique perspective and understanding of the nuances that others might overlook. By identifying critical clauses and specifications that could have had significant cost and efficiency implications, we ensured their contracts aligned with their operational goals so there were no surprises later down the line.”
“This forward-thinking approach is central to how we support our clients throughout the entire life cycle of their wireline, MLWD and interventions operations, from initial planning to post-job analysis. For instance, in a recent project, we worked closely with a client to enhance their data acquisition strategy. By combining our industry expertise with our database of tools, processes, and best practices, we ensured their operational objectives were properly aligned with the right vendor services, contractual terms, and risk mitigation measures.”
ADDRESSING INCONSISTENCIES
“A couple of years ago,” explains Jack, “we were called in by ConocoPhillips to enhance the efficiency and reliability of their wireline operations on the Norwegian Continental Shelf (NCS). Vendor service quality was at an all-time low on the NCS, and there were concerns over data acquisition performance in a region known for its complex operational challenges. ConocoPhillips sought a partner capable of not only identifying potential bottlenecks but also implementing solutions to ensure seamless operations.”
“The collaboration began with an initial audit of the wireline vendor whereby critical elements such as equipment reliability, personnel competency, and adherence to robust maintenance protocols were assessed. This evaluation highlighted areas for improvement, particularly surrounding job planning and equipment preparation oversight, to align with ConocoPhillip’s operational objectives.”
“Based on the findings, a bespoke quality management plan was developed to bridge gaps and optimize processes, as well as enhancing equipment preparation to promote reliability in the harsh offshore environment.”
“Throughout the campaign, we provided on-site QA / QC support, ensuring that operations met the highest levels of service. The collaboration also strengthened relationships between ConocoPhillips and their wireline vendor, with improved transparency and process alignment. The project not only delivered improved operational workflows, but also set a new benchmark for the vendor’s wireline operations on the NCS at the time.”
Lessons learned and the way forward
The business has been on the go for almost 15 years now and will celebrate its next anniversary in April 2025. “One of the biggest lessons I’ve learned over the years”, says Jack, “is to let go of ideas or services that aren’t delivering. If something isn’t working, don’t cling to it; adapt, evolve, and focus on what truly makes an impact.”
The next thing the team are working on in the company’s journey is to scale the business from having a North Sea focus to becoming a global player. “Our primary goal is to replicate the success we’ve had on the UKCS on a global scale. In that light, we are now targeting key markets such as the Gulf of Mexico and the Middle East. I’m particularly excited about our franchise model, which will bring entrepreneurial leaders into the fold, empowering them to run their own business units under the one&zero banner,” says Jack. “We are on the lookout for future leaders who no longer want to be that cog in the machine, taking control of their own future, and help identify issues before they arise.”
