Michael Hatfield


Chief Technical Officer & Senior Vice President, Global Technical Functions

Michael Hatfield is chief technology officer and senior vice president, Global Technical Functions. Hatfield has over 30 years of oil and natural gas experience. Most recently, he served as senior vice president, Global Operations, Wells & Projects. Hatfield’s other leadership positions include president for Alaska, Canada and Europe; president, ConocoPhillips Canada; vice president, Health, Safety and Environment; vice president, Rockies Business Unit; and manager, Strategy and Portfolio Management. Hatfield joined ConocoPhillips in 1989 as an engineer. He has held technical, operations and management roles in the U.S., Norway, Indonesia, Australia and Canada. Hatfield has also managed several strategic initiatives, including leading the upstream transition team for the 2012 spinoff of ConocoPhillips’ downstream operations into Phillips 66. Hatfield serves on the Texas A&M Engineering Advisory Council and on the Society for the Performing Arts (SPA) Board of Directors. Hatfield earned a bachelor’s degree in mechanical engineering from Texas A&M University and a master’s degree in business administration from Massachusetts Institute of Technology.

Sessions With Michael Hatfield

Tuesday, 8 March

  • 11:40am - 12:30pm (CST) / 08/mar/2022 05:40 pm - 08/mar/2022 06:30 pm

    The Oil & Gas Field Reimagined: The impact of technology

    Panel Upstream Oil & Gas

    The energy transition places expectations on oil companies to evolve rapidly, given competing and aligned demands to reduce emissions, enhance production, and find uses for exhausted fields. These forces prompt companies to reimagine portfolios as future assets. What contributions might technology and innovation make toward such advances? The broadening energy value chain leaves little room for isolated oil & gas assets, which must now be considered part of an energy ecosystem including hydrogen; carbon capture, utilization, and storage (CCUS); and LNG. What are the integration and optimization pathways, and where can technology contribute? The future requires more integrated, transparent supply chains driving optimization. What part will technology play in a dynamic and agile supply chain? While upstream has been effective at re-tasking staff to meet new challenges, with technology rapidly evolving and disruptive competition emerging, new skill sets are needed to deliver the reimagined upstream. Will technology collaboration become increasingly important and what does this mean for competitive differentiation?