About Derrick May
Derrick May heads Optimum Energy Partners, an independent oil and gas firm located in Dallas, TX, and New York, NY. Derrick has over 17 years of experience and he guides the company in acquiring, developing, and producing strategic oil and natural gas properties. At Optimum Energy Partners, the focus is on eco-friendly development, integrity, and sustainable value creation. He offers comprehensive analysis, successful partnerships in the relevant industries, and exceptional service.
Tell us about your professional journey. What drew you to the energy sector and ultimately led you to start Optimum Energy Partners?
I began my entry into the business domain early in life. My father started a company in 1998; I spent my summers working for it while in high school and picked up insider knowledge of the business. I went on to attend college and then pursued a master’s degree. Afterwards, I acquired experience in the fields of finance, such as investment banking and private equity. Gradually, I understood how the financial and operational sides of a business were linked and saw that there was a more streamlined way of doing things. I decided to do something about it: partnering with a couple of like-minded individuals, we laid the foundations for Optimum Energy Partners.
What does a typical day look like for you as the leader of Optimum Energy Partners?
Each day, I allocate roughly a third of my time to prospecting, i.e., looking for new projects and determining whether we should undertake them. Another 20 to 25 percent of the day is spent on dealing with immediate problems or attending meetings. The rest is spent working on and with our team; I make sure that we have the correct structure and that everything is in order.
Each day presents its own set of challenges. We’re primarily focused on oil and gas, but we do a little bit of work in wind and solar. Nothing in our business is ever etched in cement. It can change in the blink of an eye, whether it’s something holding up at the well site, commodity price swings, or shifts in the market. There is rarely a stress-free day, but it keeps me on my toes.
What is one trend that particularly excites you right now within the energy and sustainability landscape?
One trend that most interests me is the move toward U.S. energy independence. We used to depend heavily on oil and gas imports for years, which provided other nations with leverage over us. Now, by generating and managing our own energy resources, we bring control back to ourselves. It reduces external pressure and makes us a stronger player internationally.
How have you set yourself apart in a competitive industry, and what would you say are the core principles that have fueled your success?
We ensure our partners are not only familiar with the process but also completely informed and confident every step of the way. Investing in an oil well is not something you do every day. We walk through the entire process with them so they know exactly what to expect.
Within the company, we’ve created something different from the usual company culture. Ours is more open and people-oriented. We have team events, encourage a casual environment, and have an open-door policy. Our HR director cultivates this culture and makes everyone feel valued and part of the team. This positive internal culture fuels our success. It also allows us to nurture long-term relationships with our employees and partners.
Reflecting on your path as a business leader, how have your experiences shaped the person and professional you are today?
The last couple of years have truly tested me. I’ve faced some erroneous allegations that forced me to take a step back and lean on my team, my wife, and my family. Through those, I’ve become more introspective as a person.
I’ve also learned to be more mindful of what I do. I don’t think in terms of leading by screaming the loudest; I lead by example. I’ve been softer, more empathetic, and more aware of where other individuals are emotionally, especially in tough conversations.
As a leader, my top priority is to maintain the company’s profitability and keep it on course. But I also recognize that my subordinates’ personal goals may not be the same as mine. Understanding that has made me a more compassionate leader. This has influenced how I address both day-to-day decisions as well as the more difficult ones.
Other than the business side of things, what’s one piece of advice you’d give to your younger self?
Be present. I was so intent on what was coming next, such as what goal to pursue, what issue to resolve, what move to make. I wish I had spent more time unwinding, enjoying the wins, soaking up the lessons, and even savoring the struggles as they happened. That’s the advice I’d give my younger self.
Is there a quotation that resonates with you personally?
There is a Ronald Reagan quote that really speaks to me: “There is no limit to the amount of good you can do if you don’t care who gets the credit.” This quote captures in essence my leadership and team style. It’s not about getting credit, but about doing quality work with the right people.
In your journey so far, what is something you are grateful for?
I’m grateful for the people I’ve met and for the relationships I’ve built along the way. I’ve had the privilege of meeting and working with some truly amazing individuals. Those individuals have broadened my perspective and introduced me to cutting-edge ideas. They’ve shown me how to become something more than I could ever have imagined on my own, and pushed me toward it. Those relationships helped me grow in ways I never could have imagined.
What are your sources of happiness and inspiration, both professionally and personally?
Professionally, I get a great deal of happiness from seeing our team reach the goals they’ve set out to achieve. At the start of the year, everyone lays out what success looks like to them. To see that development is one of the most rewarding aspects of what I do.
Personally, my family is my biggest inspiration. I do my best to make decisions that not only provide for them, but also represent the kind of role model that I want to be. It’s being successful on the right terms, with purpose and integrity. I want them to look back on what we achieved and be proud of how we achieved it.
Outside of work, what passion or interests do you enjoy pursuing?
I am highly passionate about sports. Before becoming a parent, I used to play something most nights like hockey, tennis, softball, whatever. I get energy from the camaraderie, team spirit, and thrill of competition. It is such an awesome way of keeping my mind fresh and being close to that kind of drive that I always have.
Conclusion
Derrick May‘s leadership philosophy in the energy industry is based on practicality and perspective. He values clear communication, building a positive team culture, and ethical decision-making. These are qualities based on a long-term vision that centers around trust and accountability. He establishes true leadership through character, his knowledge of the industry, and care for the team of individuals who help to make the vision a reality.
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