Jared Brady
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“From a young age, I knew I wanted to be an engineer,” says Jared Brady. “Growing up in southern Oklahoma, oil and gas was everywhere—we had a pumping unit on our school playground, and summers were spent working in the oil patch.” Some of his earliest memories are of sitting in his father’s truck, watching his company move drilling rigs. Initially, though, he resisted the petroleum path in favor of a career in aviation. The oil patch would win out, however. “The influential work of my father and brother in the oil industry, along with their guidance, ultimately motivated me to pursue a degree in petroleum engineering.”
Which of your professional achievements are you most proud of?
Leading the industry in refracs for two consecutive years was a monumental accomplishment and something I’m still very proud of today. Additionally, being part of the team that drilled and completed the first carbon capture well in North Texas, along with implementing the first U-shaped wellbores in the Barnett, is also very special to me.
Describe a memorable professional experience.
Just before COVID changed the world, I left my corporate job to build my own production company. I always wanted to start my own oil and gas company and finally decided to take the leap. With a strong background in operations, I was pushed into the role of reservoir engineer, geologist and landman. This was an eye-opening experience. The lessons learned from that period were among the most valuable of my career and helped shape where I am today.
What has been your most challenging project to date, and how did you meet the challenge and accomplish your goal?
When I joined BKV, I was tasked with developing a restimulation program following the company’s initial acquisition in Texas. Starting from scratch, I assembled and led a multidisciplinary team to establish the foundation for our candidate selection process. Additionally, I led the operational team responsible for designing and executing the program. We executed two proof-of-concept designs and, within a year, scaled to an industry-leading restimulation program, executing the highest number of restimulations in the industry for two consecutive years. I credit the success of the program to creating a strong technical and operational foundation, building a high-quality team and getting buy-in from each of the discipline stakeholders.
What qualities do you think are necessary to be a good leader in the oil and gas industry?
Effective leaders in the oil and gas industry have a blend of technical and practical understanding of the business. I admire leaders who embody integrity, empathy, determination, perseverance and a collaborative spirit. I think the best leaders set strategic objectives while empowering their teams to take ownership and drive innovation. By fostering accountability and collaboration, you can inspire success and build cohesive, high-performing teams.
Get to know the rest of the Forty Under 40 class of 2025.
1. I often commute to work by flying my airplane. It cuts my commute in half, and I love flying. If it wasn’t for the oil and gas industry, I would’ve pursued a career in aviation.
2. During COVID, my wife and I sold our house in OKC and moved onto a houseboat at Lake Murray. We raised our first child on that boat and stayed there until our second child was born. We loved every second of it.
3. My wife and I have visited every continent except Antarctica and roughly 40 countries. Trekking in the Volcanoes National Park to see the mountain gorillas is the highlight of our travels.