Most business owners struggle with control.

They make it too broad.

They use rented tools, rented talent, and borrowed reach.

They use other people’s pipes, rigs, and timing.

They chase ten markets and master none.

They make it too fragmented.

They give away the spread.

Not Rod Lewis.

He learned the business in the field, and then owned the whole chain.

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He is the founder, president, and CEO of Lewis Energy Group. It’s a vertically integrated clean energy company located in San Antonio, Texas. It’s a private company. It specializes in natural gas exploration, drilling, and well completion.

Rodney Lewis was born in 1954 in St. Louis, Missouri. His mother’s family was from Laredo, Texas. His father was a pilot for the US Air Force. That’s why the family never lived in any one place for more than a year. Rod returned to Laredo every summer vacation to work on his grandparent’s ranch.

He graduated from high school in Laredo in 1972. So he continued to study Marine Biology in college there. But he wasn’t good at it. Criminal Justice was more interesting because he wanted to work for the FBI. His first job was working at the District Attorney’s office. But that wasn’t the right fit for his natural talent.

And then life happened. He got married and started a family. So he got a job as a gauger in Webb and La Salle Counties, Texas, in 1978. He had no experience in the oil and gas industry.

In the early 1980s, he discovered a neglected well. No one was servicing it. This was his opportunity. He made an offer to the neglected well’s owner. The owner would sell it for $13,000. Rod used all his savings and a loan from his father-in-law to buy his first natural gas well.

That field education shaped the way he approached risk:

Find assets others had written off, then extract value by operating them better.

From there, he expanded into drilling, pipelines, and equipment. He built what became Lewis Energy Group.

Lewis built Lewis Energy around one rule: control the value chain. He didn’t rely on outside contractors. He bought and controlled pipelines, rigs, field equipment, and service crews. As well as water handling, midstream, and marketing. By the 2000s, Lewis Energy could move gas from wellhead to market with its own operating machine.

Lewis was an early driller in the Eagle Ford Shale, years before it became one of America’s hottest energy plays. When the shale boom arrived, he positioned himself on a large South Texas acreage base. In 2010, BP reportedly paid about $160 million for a 50% stake in 80,000 acres in Webb County.

It was 2004. Lewis Energy became the first American company to operate oil and gas wells in Mexico in decades.

LNG Energy Group is a company associated with Rod Lewis. In 2024, it signed agreements with PDVSA. This agreement allows LNG to operate mature onshore oil fields in Venezuela. These are oil fields that were producing about 3,000 barrels per day. The main objective of this deal is rehabilitation and production growth.

On January 3, 2026, the United States carried out a military operation in Venezuela. Which resulted in the capture of Nicolás Maduro and Cilia Flores. This situation could prove advantageous for LNG Energy Group.

Lewis’s broader strategy was consistent:

Go deep where he knew the ground, buy or lock up the right assets. Vertically integrate the operations needed to control costs. Enter markets where his operating experience gave him an edge.

Rod Lewis got rich by doing the opposite of what most investors do. He did not spread out. He went deep. He stayed in South Texas, learned one patch of ground better than anyone else.

He bought wells others ignored, and then owned the rigs, pipes, crews, and marketing around them. He built control. That is what gave him leverage.

This is the lesson: own more of the machine than the next man.

That is the other half of the lesson. Concentrate first. Then integrate.

I like you,

– Sean Allen Fenn

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