By Ajong Mbapndah L
For a two-year-old company in a challenging, competitive, and demanding sector, Unite Oil and Gas Energy International -UOGI is emerging as a force to reckon with on the African energy landscape. A contract with the national oil company in Congo, prospects of more contracts in about three countries, and a strong participation at the 2024 African Energy are among the indicators of the steady progress of UOGI.
One does not, however, have to look far to understand the growing profile of the company. Yachtze Luchin, its Founder and Executive Director, is a product of energy giants like Noble and Chevron, where his critical leadership and strategic decision-making skills to achieve ambitious goals were honed.
The opportunity to work with and learn from professionals around the world expanded Luchin’s perspective and equipped him with the cultural awareness and leadership skills that have been pivotal in the establishment and running of the UOGI.
“For Africa, the takeaway is clear: attracting partners and investors who are willing to take calculated, informed risks is essential to unlocking the potential of hydrocarbon resources and driving sustainable growth in the energy sector, “says Luchin as he blends his African roots and American upbringing in carving a niche for UOGI.
For those who may not be familiar with Unite Oil & Gas International could you start with an introduction of the company and the services it offers?
Unite Oil & Gas International (UOGI) is a vertically integrated energy company with three divisions addressing the full oil and gas lifecycle. UOGI Consulting provides expert technical services spanning exploration, development, production, and operations. UOGI Services supplies facility packages, pipelines, well equipment and drilling services to enhance project execution. UOGI Development and Production manages and optimizes oil and gas assets, leveraging advanced technologies and data-driven insights to maximize production and resource potential. Together, these divisions empower UOGI to deliver innovative, efficient, and sustainable solutions that create value and drive success for our partners and stakeholders.
How long has the company been in business and why the focus on development and production of what are considered marginal fields in West Africa?
UOGI officially launched in 2022 and secured its first contract six months ago, with a team of highly specialized engineers and geoscientists with extensive expertise in the energy industry. Our focus on marginal fields in West Africa reflects our strategic vision and core values in an untapped and overlooked, yet very important area of development and production.
We target opportunities with proven reserves, avoiding the risks of exploration. We maximize resource recovery through sustainable techniques that extend reservoir life while minimizing costs by repurposing equipment and facilities for onshore and shallow-water projects. This efficient approach enables us to deliver substantial value and market advantages for NOC’s and local partners while supporting the sustainable development of the region’s energy resources.
Can you shed some light on some of the specific projects and countries that you currently have operations in and how 2024 went for the company?
In May 2024, UOGI was honored to secure a pivotal contract with Société Nationale des Pétroles du Congo (SNPC) to provide technical leadership for the development of three fields entirely owned by SNPC. These include Workover Field 1 (WO-1), which had five wells in place—four of which were non-operational—and two exploration fields (E1 and E2). Our objectives were clear: restore production in the non-operational wells and drill two vertical wells on E1 and one on E2.
By integrating seamlessly with SNPC’s technical team and existing contractors, we have achieved remarkable results. The first well of the workover program is now producing over 400% of its planned oil production rate, a milestone reached within just 5.5 months.
Additionally, the first exploration well on E1 is currently being drilled, and preparations are underway to commence drilling the second well within weeks. The first well on E2 is slated for Q1 2025.
This project highlights the transformative power of collaboration and UOGI’s ability to deliver exceptional outcomes. We are thrilled with the progress made thus far and remain committed to maximizing value for SNPC and contributing to the success and development of the Republic of Congo.
What has the experience been like for you doing business in Africa, any success stories and challenges that you could share?
Doing business in Africa has been both deeply personal and rewarding, blending my African roots with my American upbringing. One of my proudest achievements is fostering a collaborative, team-oriented partnership with SNPC, emphasizing that we share the same goals as true partners, not just clients.
A notable challenge has been the language barrier, as Congo is French-speaking and UOGI operates in English. However, SNPC’s professionals’ strong English skills in conjunction with Duolingo, Google Translate, and our French tutor have made this manageable.
We are also immensely proud of the role we are playing in supporting the development of local professionals. These experiences highlight the power of collaboration and shared vision in driving success.
May we know how your experiences with Noble Energy and Chevron prepped you for the emergence and running of Unite Oil & Gas International?
My experiences at Noble Energy and Chevron were invaluable in shaping the foundation for Unite Oil & Gas International. At Noble Energy, I served as the Cyprus Asset Manager, overseeing a $4 billion gas development project—a role critical to the economic development of Cyprus and its contribution to GDP. At Chevron, as the Senior Decision Analyst Advisor for Equatorial Guinea Operations, I played a pivotal role in driving technical, commercial, and financial outcomes that significantly impacted the country’s economy.
Both roles required me to lead and collaborate with multi-disciplinary teams, balancing technical precision with strategic decision-making to achieve ambitious goals. What stands out as the most enriching aspect of these roles, however, was the opportunity to work with and learn from professionals around the world. This global exposure not only expanded my perspective but also equipped me with the cultural awareness and leadership skills necessary to successfully establish and run UOGI in diverse and complex markets.
You were in Cape Town, South Africa for the African Energy Week, how was the experience for you and how did it help with the mission and vision you have for Unite Oil & Gas International?
As reflected in our name, Unite Oil & Gas International is committed to “uniting” with the African continent. NJ Ayuk and the African Energy Chamber team have done an outstanding job with African Energy Week (AEW), creating a platform that is both impactful and innovative. AEW serves as a phenomenal conduit, enabling new entrants like UOGI to connect with a wide spectrum of African countries that are either established hydrocarbon producers or aspire to develop their resources.
Having such a centralized forum where nations and companies within the oil and gas sector converge is truly invaluable. It provides opportunities to forge relationships, share ideas, and collaborate in ways that align perfectly with our mission of fostering partnerships across Africa. This platform will undoubtedly continue to play a pivotal role in our growth and outreach across the continent.
How will you describe the business climate in countries that you currently operate in, any recommendations to facilitate things for companies like yours?
UOGI currently operates in the Republic of Congo, where the business climate is open and receptive, especially to companies that bring innovative solutions and demonstrate an investor-friendly approach.
The key to thriving here is collaboration—aligning with local priorities, understanding the market, and delivering value through partnerships. For companies entering similar markets, my advice is to focus on building trust, contributing meaningfully to the country’s goals, and being flexible in navigating local business dynamics. It’s this mindset that ensures mutual success and long-term growth.
You were born and raised in Texas, the oil capital of the world, what are some of the lessons that Africa can learn from the thriving environment there?
An important lesson for a thriving energy environment like Africa includes understanding the power of strategic partnerships in risk diversification. The oil and gas industry is inherently risky, but Texas has thrived by fostering collaboration among companies to share those risks and build broad portfolios.
These partnerships provide multiple opportunities to commercialize resources, increasing the likelihood of success. For Africa, the takeaway is clear: attracting partners and investors who are willing to take calculated, informed risks is essential to unlocking the potential of hydrocarbon resources and driving sustainable growth in the energy sector.
For USA firms that are still nervous about investing in Africa, what message do you have for them based on your experiences with the continent?
To U.S. companies hesitant about investing in Africa, my message is simple: the fundamentals of doing business—location, value potential, risk assessment, cultural understanding, and political stability—are universal and apply just as much in Africa as anywhere else. When approached thoughtfully and strategically, Africa offers exceptional opportunities that are both competitive and rewarding on a global scale. My experience has shown that with proper due diligence and a commitment to building strong local partnerships, businesses can unlock significant potential and achieve remarkable success on the continent.
What do you think Africa stands to gain from President Trumps enthusiasm for the oil and gas industry?
President Trump’s pro-drilling mindset aligns with Africa’s push to eliminate energy poverty by 2030. His enthusiasm for oil and gas development could inspire American companies to expand their investments beyond U.S. borders and into Africa. Such investments would not only unlock Africa’s vast energy potential but also drive economic growth, create jobs, and bring reliable energy to millions. By fostering partnerships and promoting sustainable development, this approach could play a transformative role in Africa’s energy future.
As we wrap up this interview, any big announcements from Unite Oil & Gas International on its projects and activities for 2025?
At African Energy Week, we announced the formation of Bomoko Oil and Gas, a joint venture with the Congolese firm ARIES Energies, to acquire oil and gas assets in Congo, with plans to close multiple acquisitions by Q3 2025. Additionally, UOGI Consulting anticipates securing two new agreements with African nations to replicate the successful SNPC partnership model. These developments reflect our commitment to uniting with African countries through collaboration and sustainable energy growth. We’re excited about these initiatives and look forward to what 2025 holds for UOGI and our partners.
*Culled from December Edition of PAV Magazine
