• CERAWEEK 2025 | March 10-14, 2025
  • CERAWEEK
  • March 10 - 14, 2025

Leonardo Moreira de P. Junqueira

Repsol

Executive Director of Portfolio & Performance Exploration and Production

Leonardo Moreira de P. Junqueira, Executive Director of Portfolio and Performance, Exploration and Production, Repsol Group, has served in different positions and responsibilities within the Repsol Group during the last 19 years, with eight years of international experience in Europe, North America, and South America. Mr. Moreira has more than 10 years’ experience in finance leading positions, including Chief Financial Officer/Deputy Chief Financial Officer during an IPO and a private placement process, with responsibilities related to investor relations and post-implementation, and previously, as Financial Controller of a $1.5 billion Canadian project (funded through two finance projects), reporting directly to the local General Manager. Before assuming his current role at Repsol, Mr. Moreira managed the Repsol affiliate in Brazil as Chief Executive Officer, leading the business turnaround project from 2016 to 2018. Currently, he is E&P Portfolio & Performance Executive Manager, with responsibilities including accountability for the E&P Supply Chain and the Digital program, and reporting directly to the E&P General Manager. Mr. Moreira holds a BSc from Universidade Federal do Rio de Janeiro, a master’s degree from Pontificia Universidade Católica do Rio de Janeiro, and an MBA from IESE, Universidad de Navarra.

Sessions With Leonardo Moreira de P. Junqueira

Tuesday, 10 March

  • 11:30am - 12:30pm (CST) / -

    Technology: Shifting the upstream cost frontier
    Upstream Oil & Gas Innovation & Technology

    Technology and innovation continue to be the saving grace for oil and gas companies as they seek to assure shareholders of their ability to improve efficiency and embrace the opportunities emerging from growing data resources, advances in computing power, sensors, advanced analytics, and AI. Although strides have been made to reduce structural costs in both conventional upstream and unconventional projects, costs continue to grow. How will costs impact the viability of projects? How many innovations have truly reduced costs? How much more can innovation reduce project and operating costs? What interplay is needed among digital technologies, traditional E&P technologies, and changes in operational and organizational models to realize further gains?