Founded in Oklahoma, Incyte Energy Solutions is a technology consulting firm leveraging engineers all over the country. Incyte provides customizable solutions through evaluation, analysis, and adaptable systems implementation. Predominantly catering to the energy market, Incyte has experience in several industries. Incyte engineering encompasses innovation and agile solutions resulting from their engineers’ 200+ years of combined experience. Beyond the energy sector, Incyte has optimized business operations in the aerospace, advertising, manufacturing, and publishing industries. Specializing in technology consulting, Incyte has also assisted companies on both sides of the M&A process through technological integration.
Misapplied software applications cost the country billions of dollars annually. Incyte’s objective is to minimize its clients' digital inefficiencies to stop that financial hemorrhage. Incyte supports clients in their goal to obtain continuous ROI by overcoming technological obstacles that would otherwise impede advancement.
Trey is the founder and CEO of Incyte Energy Solutions, a technology consulting firm in Oklahoma City. He oversees the consulting, sales, and engineering teams to develop technology solutions for the energy businesses that power Oklahoma. With over 20 years of industry experience, he is an avid proponent of the open-source community. Fostering a culture of innovation at Incyte, he is dedicated to transforming the oil and gas sector through cutting-edge technology integration. Trey founded Incyte to equip Oklahoma with the modern tools necessary to succeed in the global energy market.
Elise Gutekunst
Director Product Development
Elise is dedicated to developing a positive user experience for all of Incyte's products. She is vital for quality assurance initiatives in Incyte's consulting efforts, ensuring clients' technology solutions are productive while not sacrificing aesthetics. From web design to digital marketing, Elise's graphic design talents are integral to producing dynamic, effective, and beneficial results.
Jonathan Jordan
VP Business Development
Jonathan deploys his skills as a strategist and forward-thinker in his role as VP of Business Development at Incyte. From oil field techs to software engineers, Jonathan knows that results come from a team that is energized by the fervent pursuit of a shared goal. In his role at Incyte, he facilitates compromise, encourages collaboration, and is integral to the development of all action plans. Working at the intersection of the energy sector and software development, he uses his ebullient personality and finely-honed interpersonal skills to propel Incyte's initiatives forward.
Ben Soutendijk
Head Developer
From Austin and a graduate of Hunter College out of NYC, Ben is a full stack web developer that became crucial to Incyte’s success. Pivotal in the improvement of our clients’ user experiences, Ben is vital to boosting their technological efficiency. In building the tools that automate and improve manual human processes, Ben seeks to elevate processes from barely working to their optimal functionality. As a frontend engineer at Incyte, he enjoys a challenge and uses the majority of his time to build a reusable, scalable UI in React or Vue.
You must engrave deeply in your mind and never forget: your emotional commitment to what you are doing will be translated into your work. If you go at your work with half a heart, it will show in the lackluster results and in the laggard way in which you reach the end.
-Robert Greene
Motivation is the breeze that spurs the leaves, whereas dedication is the trunk that holds firm to the ground. Incyte engineers have dedicated themselves to the mastery of their field. This dedication is what allows us to find value, insight, and solutions that would otherwise be lost to the ebbs and flows of motivation itself.
Born of a Pentagon study, OODA can be applied to all areas of business. When viewed with the perspective that business competition is a type of “maneuver conflict” in the market at large, OODA dictates your direction by clarifying which stage of the process you’re in. By following the OODA principles, Incyte guides clients through explicit steps to ensure project success. The simultaneous and recurring nature of this cycle provides opportunity to reassess, take advantage of new opportunities while still accomplishing the client’s primary goals.
Engineering effort is a scarce commodity not to be squandered. Whatever you undertake, don’t put more into it than it requires of you. Build it enough to work, but stop there. Use your energy to focus efforts, not repeat them.
Measure what is measurable. Make measurable what is not.
-Galileo
Base your decisions and subsequent actions on objective data from research. Hunches, superstitions, and intuition are not quantifiable, but the insight gleaned from them may be. Translate that into a metric that can be measured so you can detect change - whether that’s improvement or not. Without quantifiable metrics, how will you even know change has occurred?
Strive towards being a multiplicative of value rather than an addition of it. Better to exponentially compound something than to merely add to it. To add to something as a method of improvement nullifies the effort entirely. Instead, contribute time and energy towards gaining multiplicities of value from pre-existing work.
A man who works with his hands is a laborer; a man who works with his hands and his brain is a craftsman; but a man with his hands and his brain and his heart is an artist.
-Louis Nizer
If you’re going to do something, make something, or be a part of something, put your whole self into it. Your work, your intellect, and your passion should be evident in anything you do. Product, service, company - its quality can only be determined by the measures of its weakest part. This is apparent in well-documented modules, open-sourcing our tools, and devoting your time and energy to discussing and thinking about things you’ve made. Once you lapse into complacency and begin to think of your work as a task to be accomplished, you’ve already separated yourself from it so much that you’ve diminished your potential contributions to it.
Discover your obstacles and study them until you know them so well they’ve ceased to occupy your mind. The ambiguity is what we find most threatening, the idea of not knowing what threatens us. Once you know something inside and out, you’ve eliminated the obscurity and undermined its ability to damage you. Data, study, and experience will dictate the level of sway your competition has over you. When you’re able to predict their next move and plan yours accordingly, nothing can come as a surprise and you’ve nullified any opponent.
If you know something is broken or could be better, don’t just accept it as a natural state and work on everything else. Issues like this can escalate or result in even more dramatic disruptions. The more you ignore something that needs your attention, the worse it’s going to get and the more power it has over you. Fix flawed designs, correct bad calls, and improve suboptimal conditions when you notice them instead of when it’s gotten out of control.
That which is common to the greatest number gets the least amount of care. Men pay most attention to what is their own: they care less for what is common.
-Aristotle
Communal access to a resource, especially when it doesn’t have a cost, can lead to its abuse. For instance, there is no cost we pay the universe to live on this planet. That has led to our feeling of entitlement, ownership, and subsequent damage of it. Acting with our personal needs first and the communal needs second can lead to a total disregard of the latter. The same can be said of our effort, intellect, and energy. When it costs nothing to contribute, we can give all of it until we notice it’s all gone.
Time is free, but it’s priceless. You can’t own it, but you can use it. You can’t keep it, but you can spend it. Once you’ve lost it, you can never get it back.
-Harvey MacKay
Be protective of your own time and understand the value others attribute to their own. Do not think of time in terms of waste or usefulness - simply in terms of results. Accept that your time is yours to use or yours to keep and the way you spend it reflects your intention to achieve goals. When planning meetings, conference calls, or even email chains, consider the priceless nature of your time and theirs. Be protective of it, not rapacious.
Every piece of knowledge and every process must have a single, unambiguous, authoritative representation within a system. Repetition runs the risk of watering down value and others taking it for granted. Old adages are as true now as they were when they were first uttered, but their repetition has garnered them eyerolls and the role of “trite cliche” in the annals of time.
If the implementation is hard to explain, it’s a bad idea for your intended purpose. A joke that is too clever but goes over people’s heads nullifies its humor. A design that relies on inherent cleverness and the ability of others to perceive and appreciate that cleverness is the epitome of ego. Favor composition of simple systems over complex monoliths. You’ll find they are more equipped to endure the scrutiny and application of others.
Minor differences can cause major setbacks. Be clear about what you value and ensure that all your decisions are acting in service of that value or not compromising it. Killing your culture can happen slowly over time, in such small increments that it’s barely discernible. When hesitating over a change or considering ceding ground in a compromise, question whether it’s because it acts against your culture or undermines it. Give that question the deference it deserves and allow the answer to guide your next moves. Hold yourself to a high standard, hold your team to the same standard.
Don’t gather requirements, dig for them. They rarely lie on the surface. They lie buried deep beneath layers of assumptions, misconceptions, and politics. To think like a user, work with a user. It’s important to discover why a requirement is a requirement and unpack those implied assumptions. When you analyze the motivation behind a requirement, you are removing limitations that inhibit your requirements. Ask questions until you know the truth.
Asking for input on work that is almost done to the creator cobbles both them and the reviewer. Don’t use peer support as validation and confirmation. Instead, get your peer’s input earlier in the process so the creator is less resistant to change and advice. The further along they are, the more attached they will be to their work and will think all the prior work is a sunk cost. Earlier invitations to collaborate will be more beneficial to both the creator and the reviewer.
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