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Gold/Mining/Energy : cone midstream partners -- Ignore unavailable to you. Want to Upgrade?

To: robert b furman who wrote (9)	4/6/2016 11:14:40 AM
From: John Pitera	Read Replies (1) \| Respond to of 17

Thanks, nice to be aboard. It appears we will have plenty of low cost NG for the next several years. I had looked at the monthly charts of both companies. Let's see if CNX pops above it's 200 dma. when it does it should see some volume and price momentum in it.... Have not seen this type of subtle stock accumulation in a while. in the 1990's in 1995-96, we would look for value companies that had sold off and had this type of accumulation and then buy when they went above the 200 dma. give me a mention when CNX closes above it for a day or two if either of you notice. thanks, John

To: robert b furman who wrote (9)	6/2/2016 2:05:51 AM
From: John Pitera	Read Replies (1) \| Respond to of 17

Consol Energy CFO on Driving Change By TATYANA SHUMSKY Jun 1, 2016 11:44 pm ET David Khani joined Consol Energy Inc. as a vice president of finance in 2011, at the peak of the global commodities boom. He took over as finance chief nine months later. The former Wall Street analyst spoke with CFO Journal about repositioning the 150-year-old coal miner as a natural gas producer. On coming from the outside and reshaping the company’s strategy: Mr. Khani spent two decades forecasting resource prices as a research analyst and got a front seat to the way companies in the industry navigated the market’s travails. “I got to watch some of the best-run energy companies and some of the worst-run energy companies,” Mr. Khani said. One observation that formed Mr. Khani’s approach as CFO is that successful companies *were disciplined with their capital spending.* The best companies would broaden their opportunities by inviting staff to propose expansion projects, “but they rationed the capital,” he said. Mr. Khani said he adopted this approach at Consol to prioritize the most profitable projects and ensure the company had a steady pipeline of opportunities. On raising the alarm: Consol, founded in 1864, posted record profits in 2011. But while other colleagues celebrated, Mr. Khani was predicting doom. China’s economy was slowing down while coal supply from Australia was on the rise. Mr. Khani’s analysis indicated an imminent plunge in coal and natural gas prices. “I had to tell everybody the world is going to change very dramatically and we need to cut costs and cut capital,” Mr. Khani said. “They were all sitting having a little party and I was raining on the parade, so to speak.” Managers across the company were reluctant to back shifting the company’s business focus given its successful track record as a coal producer, he said. To get the team on board, Mr. Khani spent time presenting the math behind his reasoning and explained why swift action was necessary. “Data, when presented properly, is probably your best weapon to drive change,” he said. On navigating the commodities bear market: Mr. Khani wanted to make sure Consol could not only survive, but thrive in a low commodity price environment. To achieve this, the company had to become the lower-cost producer. “That was one of our missions,” Mr. Khani said. The company cut costs and overhauled its operations to reduce the amount of capital required to drive output growth. The cost of drilling a new well averaged 48 cents per thousand-cubic feet of natural gas equivalent at the end of 2015, down from $1.15 two years earlier, Mr. Khani said. “We’re tied for the No. 2 spot, and there’s only one producer who has a lower well cost,” he said. http://blogs.wsj.com/cfo/2016/06/01/consol-energy-cfo-on-driving-change/