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

Antonio Pietri

AspenTech

President & Chief Executive Officer

Antonio Pietri is President and Chief Executive Officer (CEO) of AspenTech, and also serves on the company’s Board of Directors. Prior to his appointment to President and CEO, Pietri served as Executive Vice President, Worldwide Field Operations, where he led global Sales, Sales Operations, Professional Services, and Customer Support & Training. He previously served as Senior Vice President and Managing Director, Regional Operations, Asia Pacific, based in Singapore and Beijing, China. Pietri joined AspenTech through the company’s acquisition of Setpoint, Inc. in 1996. At Setpoint, Pietri held a range of sales, services implementation, and consulting roles, where he oversaw integration of AspenTech solutions at European refinery and process manufacturing sites. In 2002, he relocated to Singapore as Vice President, Business Consulting, and was subsequently promoted to Managing Director of the Asia Pacific region. He began his career at ABB Simcon as an applications engineer focused on advanced control and multi-variable controllers for refining. Pietri serves on the Chemical Engineering Advisory Board at the University of Tulsa. He was the 2017 selection for the MIT Warren K. Lewis Lectureship in Chemical Engineering, and is a frequent speaker at industry events. He holds an MBA from the University of Houston and a BS in Chemical Engineering from the University of Tulsa.

Sessions With Antonio Pietri

Monday, 9 March

  • 03:20pm - 04:05pm (CST) / -

    Plenary - Digital Transformation: Driving sustainable operations
    Clean Tech Innovation & Technology

    The energy industry faces more complex challenges than ever, some of them existential. Technological advancements plus business drivers and models, make up the foundation of a massive digital transformation, with industry applying a tremendous amount of resources to it. At a time of increased complexity, profitability pressures, and a constrained carbon future, this digital transformation will be crucial to business growth and profit but must also be sustainable. How is digital transformation measured and where is the industry along this path? Where are the big successes coming from? Do they stand on their own or are they part of a larger, integrated, sustainable ecosystem? How does a successful digital strategy come together for an energy company and are the gains sustainable? 

Tuesday, 10 March

  • 07:30am - 08:20am (CST) / -

    Pathways to Energy Efficiency in Oil & Gas
    Innovation & Technology

    Energy efficiency lies at the intersection of growing industry cost pressures and a focus on reducing the carbon-intensity of oil and gas operations. As a major cost component, even small improvements can have big impacts on project economics. In most assets, fuel consumption is the largest single contributor to greenhouse gas emissions. Yet, with energy efficiency only recently gaining attention as a major operational objective, oil and gas companies are still grappling with how best to achieve targeted improvements. In what areas are companies realizing the most significant early gains? Where does the next wave of opportunities lie? To what extent should companies look toward collaborative technology development partnerships and investments in start-up energy technology companies to deliver innovative solutions?

  • 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?