THE INTELLIGENT GAS LEADERSHIP PROGRAMME
Carry the promise through.
15 Sessions · 25 Minutes Per Day · Three Weeks · Free · For leaders in Nigeria’s gas and industrial energy businesses
Hello — I am Coach Ritchie. I am the AI assistant for this programme. Ritchie Wingo built me, and your work is marked against the rubric he published; anything that falls below the mark to continue, he reviews himself, because that is the point at which a person needs help rather than a score. I am here for the moments in between, when the steering committee meets on Monday and you want to argue a point through with someone first.
Fifteen sessions, twenty-five minutes a day, three weeks. A gas business has to connect physical supply with the promise made to the customer, and its records then have to show what was delivered, what was billed and what was collected. Artificial intelligence can support those decisions when the business has dependable evidence and an accountable route for acting on it. An operating forecast does not create gas that is unavailable, and a recommendation does not restore a compressor or secure an access route. This programme teaches you to define the decision in its own setting, follow it through to an accepted outcome, and fund the response rather than another dashboard.
Every assignment is about your company and one real operating decision that affects a customer promise and currently costs it time, money or service, and every assignment comes back with a written letter: what holds up and why, and where something is thin, exactly where to look. By Session 15 you will hold a signed 90-Day AI Leadership Plan for that decision, with its decision register entry and pilot charter.
Ask me anything as you work and I will help you think it through, but I will not write your plan for you, I do not give investment, legal or engineering advice, and I switch myself off while you sit a quiz or an exam.
There is nothing to buy and no licence key to redeem. You sign in with your Google account so that your work can be marked and returned to you, your progress page follows you between devices, and your certificate can be issued in your own name.
With your Google account. Name, email, the company you work for and your role — that is the whole enrolment.
The promise at the delivery point and the six frameworks. Name your company and the one decision you will carry.
Twenty-five minutes, then one written assignment. It is marked against a published rubric and comes back as a letter.
You assemble and sign your ninety-day plan, sit the final, and your certificate is issued.
Already started? Open my progress page → · Just looking? Read Week 1 →
This programme assumes you are not a data scientist and do not intend to become one. It ends with you able to ask of any AI proposal what decision it changes, who owns the action, what evidence shows it worked — and to choose a simpler method, or stop, when that is the better answer.
Define the promise backwards from the delivery point and the decision in its own setting: what, by when, under which constraints, on whose authority.
Tell forecasting, anomaly detection, optimisation, simulation and a language model apart, and keep their outputs separate in the decision pack.
Across processing, pipelines, LNG, CNG, LPG and industrial supply, invest at the bottleneck rather than upstream of it.
Contracted, delivered, accepted, invoiced and collected kept as separate states, with residuals investigated rather than declared losses.
Measurement, balances, stock and equipment evidence on a stated basis, corrected only with evidence and authority.
Advice kept apart from protection, release and commercial decisions, with controlled change, data boundaries and decision rights made explicit.
A counterfactual, incremental cash flows, a benefit ledger that counts each mechanism once, and an evaluation that is allowed to fail.
A decision register, a pilot charter, shadow decisions and the full response chain, then continue, expand, revise or stop.
| It is written for | It is not written for |
|---|---|
| Executives of Nigerian gas businesses — gas processing, compression and pipelines, LNG, CNG, LPG and gas supply to industrial users | Engineers looking for model-building or coding work — that is a different course |
| Managing directors and executive and non-executive directors who sign the cheque and remain accountable for the result | Anyone looking for investment, legal or engineering advice on a specific asset |
| Heads of operations, engineering and maintenance, commercial, supply and logistics, measurement, finance, HSE, technology and regulatory affairs whose decisions the plan depends on | Anyone wanting a certificate without writing about a real company |
| Leaders of industrial businesses that depend on gas supply and want to read the promise from the customer’s side | Anyone expecting twenty minutes of video and a pass |
This programme does not end in a folder of notes. In Session 1 you name your company and one real operating decision, affecting a customer promise, that currently costs it time, money or service, and every session after that writes one section of a single document — your 90-Day AI Leadership Plan — around it. By Session 15 you assemble and sign it. Written properly, it is the paper you table at your next executive committee or board meeting.
| Week | Sections you write |
|---|---|
| Week 1 Leadership, Gas Economics and Processing | 1. Section 1 — Our company, the one decision we will carry, its decision specification and where its loop breaks. 2. Section 2 — The promise defined backwards, its assumptions owned and the review that follows execution. 3. Section 3 — The binding constraint, the revenue chain's accepted events and the use-case screen. 4. Section 4 — The acceptance condition, the product record and technical accuracy separated from decision value. 5. Section 5 — The warning, its episodes and horizon, and the response it must precede. |
| Week 2 Supply, LNG, Industrial Energy, CNG and LPG | 6. Section 6 — Request, feasibility and allocation separated, the objective explicit and the balance boundary defined. 7. Section 7 — The interfaces, the usable service defined jointly and whose value is being protected. 8. Section 8 — A comparable operating result, a baseline that explains the difference and one claim reconstructed. 9. Section 9 — The complete cycle, capacity counted once, uncertainty separated from eligibility and the release authority. 10. Section 10 — The three ledgers kept distinct, an adjustment treated as a decision and margin separated from funding. |
| Week 3 Integrity, Governance and Scale | 11. Section 11 — The quantity defined, its measurement chain followed and one accepted quantity reconstructed. 12. Section 12 — Consequence and available response, the response chain closed and controlled change for the application. 13. Section 13 — The data contract, the three boundaries, the acceptance terms and the decision rights. 14. Section 14 — The counterfactual, the incremental case, the benefit ledger and a falsifiable evaluation. 15. The signed 90-Day AI Leadership Plan. |
This programme is free, and nothing is upsold to you inside it. When you finish, you receive an ERW CommandGas certificate of completion in your own name — issued on a pass, not on attendance.
| To receive it | What that means |
|---|---|
| Every assignment passed | Sessions 1 to 14, each marked at 70 or above against its published rubric. Work below the mark comes back with what to fix; resubmit and the new mark replaces the old one. |
| The capstone passed | Your signed 90-Day AI Leadership Plan, Session 15, marked at 70 or above. |
| The Final Exam passed | Fifteen questions, three of them rebuilt from your own earlier mistakes, at 70 or above. |
The certificate is emailed to the Google address you signed in with. It certifies completion of an ERW leadership programme; it is not a professional licence, an engineering qualification or a university award.
Only people who have finished the programme can write one — the Session 15 capstone passed and the marked Final passed, both recorded by the server rather than by anyone’s say-so. They are shown exactly as written, never solicited and never edited.
One session a day, twenty-five minutes. Each one teaches part of the doctrine and makes you use it on your own company.
Every session ends in a written assignment — a diagnosis, a value case, a pilot design, a plan section. Four hundred to nine hundred words.
Against the rubric printed under the assignment. A written letter comes back, usually within minutes.
Session 15 assembles fourteen sections into one document, then the final exam — three of whose questions are rebuilt from your own mistakes.
No mystery, and no waiting days for a mark. Here is the whole loop.
One document per session — Word or Google Docs — with the first line reading Session: N. Your own company, your own numbers.
Against that session’s published rubric, criterion by criterion. The same rubric every time, for everybody.
Not a score — a letter naming what holds up, what is asserted without evidence, and exactly where to look to fix it.
Your mark joins your progress page and the corrected section goes into your plan, so Session 15 is assembly rather than writing.
An illustration of the letter format, using Session 3’s real rubric.
| Criterion | Awarded |
|---|---|
| Names the binding constraint with evidence and places the decision correctly in the student's own value chain | 24 / 25 |
| Lists the accepted revenue-chain events and locates the unresolved gap | 19 / 25 |
| Records the activity and permission dependency with owner, source document and condition, or states it is unknown | 20 / 15 |
| Runs all eight screening questions, records any failed hard gate and states a reasoned outcome with an owner | 16 / 35 |
Three weeks. Five sessions a week, twenty-five minutes each, at whatever pace your diary allows. Every session ends in one written assignment about your own company, and every assignment becomes a section of your ninety-day plan.
Seven papers, marked the moment you submit, every question returned with the reasoning behind it. Three pop quizzes of five questions, three practice exams of fifteen, and a fifteen-question final. You are never left to guess when to sit one: the session that opens a paper says so, prints the paper beside its assignment, and flags itself on the session tab — and your progress page always names the paper due now. Closed book, no notes, and Coach Ritchie switches himself off while you sit one. Pass mark 70 — and you may resit the practice papers as often as you like.
5 questions · after Session 3
15 questions · after Session 5, closing Week 1
5 questions · after Session 8
15 questions · after Session 10, closing Week 2
5 questions · after Session 13
15 questions · after Session 14, before the final
15 questions · in Session 15
Fourteen sections written one per session, assembled and signed in Session 15: the one decision you carry and where its loop breaks, the promise defined backwards from the delivery point, the binding constraint and the revenue chain, product acceptance and the warning that must precede a response, nominations, interfaces and the customer’s usable service, energy claims, delivery cycles and the three ledgers, the measurement chain, integrity and controlled change, the data contract and procurement terms, and the investment case with its benefit ledger — then the decision register, the pilot charter and the ninety days stage by stage.
The Intelligent Gas — An Operating Doctrine for AI in Nigerian Gas and Industrial Energy. A compact executive book: a reader’s toolkit of six author frameworks and twenty-one chapters covering gas processing, compression, pipelines, LNG, CNG, LPG and supply to industrial users. Part One sets out leadership and gas economics; Parts Two to Four work through processing and supply, LNG and industrial energy, and CNG and LPG; Part Five examines measurement, integrity, safety and information controls; Part Six turns the application into an investment and a managed implementation.
These 15 sessions teach the doctrine and make you use it. The book carries what twenty-five minutes cannot: every chapter in full with its worked examples and sources, the reusable records and completed illustrative cases in its appendices, and a source index with full references.
Nothing in this programme depends on buying it. Every session, paper and certificate is free whether you own the book or not.
The whole programme on one printable page — the six frameworks, the decision specification, the ninety days stage by stage and the pilot charter. Keep it beside you from Week 1.
The document every assignment is written in — opens in Word or Google Docs, with the first line already correct.
Read the first session before you sign in, and decide for yourself whether the rest is worth three weeks.
Your marks, your letters, your plan sections and your paper results, in one place.
| Question | Answer |
|---|---|
| Is it really free? | Yes. No card, no key, no paid tier. The certificate is free too. The book is available separately for anyone who wants the full chapters, worked examples and sources, and nothing in the programme depends on it. |
| How much time, honestly? | Twenty-five minutes of reading and thirty to sixty minutes of writing per session. Call it six to eight hours over three weeks, and rather more if you do the capstone properly. |
| Do I need a technical background? | No. The technical sessions teach you what to ask, not how to build. You need a real company, a real decision, and the willingness to look at both honestly. |
| Is this specific to gas? | Yes. It is written for Nigerian gas businesses — gas processing, compression and pipelines, LNG, CNG, LPG and gas supply to industrial users — and for the industrial users who depend on them. The book is clear that these activities share a sector but not their operating problems, so every session sets a case in the physical supply — the gas and its quality, the plant, the compressor, the pipeline, the truck, the cylinder — beside the same decision at the customer promise: the contract, the nomination or order, delivery acceptance, the invoice, collection and the board. |
| Is this investment or legal advice? | No. It is an operating doctrine for leaders. Standards, statutes and regulator facts are taught only as the book states and sources them, and the book’s worked examples use assumed figures, not market prices or engineering limits. |
| Can my leadership team do it together? | Yes, and it works better that way — but each person signs in and submits their own work, because the plan is only useful if it is argued over. |
| What if I miss a week? | Nothing happens. There are no cohort dates and no deadlines. Your progress waits for you. |
| Who marks it? | It is marked against R. Wingo’s published rubric, criterion by criterion, the same way every time. Anything that comes out below the mark to continue, he reviews himself before it reaches you. Coach Ritchie helps you think; he does not mark and he does not write your plan. |