(P&GJ) — In her role as president and CEO of SGA Natural Gas Association and president of the Gas Machinery Research Council, long-time energy sector leader Suzanne Ogle brings her passion for energy reliability and natural innovation to a job seemingly made for her.
Suzanne Ogle
Her career spans boardrooms and breakout sessions, where she’s redefined what it means to convene, train and advance a modern energy workforce.
Under her leadership, SGA has evolved into North America’s premier training hub and industry connector — without ever losing sight of its founding purpose: to serve its members and strengthen the industry.
In this interview with P&GJ, Ogle discusses her own membership in SGA, what the Association and its members hope to accomplish and how the organization’s name change came about.
How did you get into the business, and what made you want to make natural gas your career?
Like many people in the energy space, I didn’t set out to work in natural gas, but once I got here, I realized how mission-critical and people-driven it really is. What drew me to SGA was the opportunity to impact the entire natural gas community.
Over the years, I’ve had the privilege of working across the value chain, from supply to delivery to advocacy. So, when the CEO position at SGA opened up, I saw it as the natural evolution of that experience, an opportunity to give back and make an impact for an industry I love.
What kept me here is the character of the people. You won’t find a more committed, humble, and solution-oriented group anywhere. Natural gas isn’t just a fuel, it’s a backbone of reliability, affordability, and resilience in this country, and I’m proud to play a role in shaping its future.
How did you get involved with SGA, and what did you gain most as an association member?
Being from industry, I had previously belonged to assorted associations, like many natural gas professionals do throughout their careers. But when I encountered SGA, something clicked. SGA has a reputation for solving and innovating, not just networking, and that was a natural fit for me as someone who values curiosity and constant learning.
My involvement began with a simple curiosity: I wanted to better understand how our industry learns, grows, and shares knowledge. What I discovered was a community unlike any other, where competitors collaborate, veterans mentor, and innovation is fueled by lived experience.
SGA quickly became a strategic lens through which I saw the industry as a whole, not just operationally, but culturally. I gained insight, yes, but more importantly, I gained alignment. The relationships, the trust, the shared vision for excellence in safety and service, those were invaluable. And that foundation is why I ultimately said yes to leading the organization.
What do you feel members gain most for their participation?
At its core, SGA helps members accelerate performance, through learning, leadership development, collaboration, and community. Members gain access to practical resources that can be deployed immediately in their operations, but also the strategic foresight needed to navigate industry change.
What makes SGA unique is that it’s a national association with members and assets spanning all of North America and covering the entire natural gas value chain. That distinction matters. In today’s environment, where reliability, policy, and performance are interconnected like never before, the ability to collaborate across regions and industry segments isn’t just a nice-to-have, it’s a competitive advantage.
Our members benefit from perspectives outside their immediate geography or role. That diversity of thought sparks better solutions, stronger networks, and faster innovation. We’re structured to help people grow, from front-line supervisors all the way to the C-suite. And we don’t just talk about peer learning, we engineer it.
Our committees, training programs, and events are designed so that everyone walks away smarter, more connected, and more capable of making an impact. That’s not a tagline, it’s the SGA difference.
The Association has undergone a name change recently. Can you tell reasons for doing so?
Absolutely. In 2024, we evolved from “Southern Gas Association” to “SGA Natural Gas Association.” This was not a cosmetic change, it was a strategic decision informed by deep reflection, member input, and our long-term vision.
First and foremost, the brand refresh was a direct result of member feedback and our five-year strategic vision. We’re working alongside our Board to build a future-ready organization, one that strengthens what matters most to members: stronger committees, enhanced training, deeper networking, dynamic conferences, and expanded advocacy.
We also needed to enhance visibility, engagement, and accessibility while staying true to our core values. The refresh is helping us create a more member-focused experience, one that removes barriers to participation and positions the Association as the go-to platform for industry development and collaboration.
Another key driver was the need to overcome the geographical limitations of having “Southern” in our name. While we’re proud of our Southern roots, the reality is that our membership, and our influence, now spans all of North America. Our members operate assets coast to coast and across the full value chain. It was time our name reflected that reality.
So, we preserved the equity of the “SGA” brand while clarifying who we serve and what we stand for. This evolution ensures that we remain relevant, representative, and relentlessly focused on delivering value to the natural gas industry, today and well into the future.
What are the top priorities for SGA this year, and how have they shifted in recent years?
This year, our priorities are firmly rooted in execution, but they’re also anchored in vision. We’re focused on delivering tangible value to members today, while building the future-ready association our industry needs tomorrow.
At the highest level, we’re advancing three strategic imperatives:
Strengthen SGA’s position as the premier convener and training hub for the natural gas industry, enhancing our offerings to meet evolving workforce, technology, and regulatory demands.
Further personalize and elevate the member journey, offering experiential learning, cross-generational training pathways, and development opportunities that meet the workforce demands of today and tomorrow.
Ensure revenue durability by aligning our business model with member expectations and high-performance deliverables
These priorities are shaped by the work of our Board’s five strategic task forces, who’ve taken a hard look at where we are, and where we need to go. Initiatives currently underway include:
Sharpening our strategic pillars to reflect the realities of a transforming energy landscape.
Evolving our conference portfolio to create more dynamic, immersive, and outcome-driven events.
Reimagining committee effectiveness to deepen engagement and drive usable outputs.
We’re modernizing our training portfolio to meet evolving workforce demands, expanding our All-Access platform, offering tailored training for member companies, and delivering hands-on, applied learning that drives real-world results.
Strengthening our internal team and delivery model to support innovation, speed, and scalability.
In recent years, we’ve deliberately shifted from being a transactional association to a transformational one. That means we’re no longer just offering training and events, we’re building capability. We’re not just convening people; we’re curating networks that lead to solutions. And we’re not just reacting to the industry; we’re helping shape it.
The throughline across all our priorities is performance with purpose. We want every member interaction with SGA to move the needle, whether that’s helping someone solve a field-level issue, advance their career, or connect with peers tackling the same challenges in a different region or sector. This is where our strategy meets service, and where our members see the difference.
How are SGA and its members working to improve pipeline and job safety?
At SGA, safety is not just a priority, it’s a principle that guides how we train, collaborate, and lead. We take a comprehensive, industry-wide approach that equips our members to build stronger safety cultures, share what works, and continuously raise the bar.
SGA and its members are actively improving safety through a variety of impactful programs and initiatives:
Annual Safety Benchmark Survey: This flagship survey allows operators to measure the performance of their safety programs against peers across North America. By providing a clear picture of trends and opportunities, it supports continuous improvement at both the company and industry levels.
Emergency Responder Training Benchmarking Survey: Distributed annually, this survey collects and shares best practices in emergency responder training, strengthening preparedness, response protocols, and cross-company coordination.
All-Access Safety Training: Every employee of a member company that has an All-Access training subscription has unrestricted access to SGA’s safety training. These instructor led courses cover essential topics designed to enhance safety outcomes across all job functions, from field operations to leadership.
Mutual Aid Program: the National Mutual Aid Agreement provides a critical framework for collaboration across operators during crisis events. It’s a prime example of how our members move beyond competition to serve the public and each other during emergencies.
PSMS Tactical Guides: These resources (developed in conjunction with NGA and PPic) help members operationalize API RP 1173. Rather than offering theory alone, these guides break down Pipeline Safety Management Systems into actionable tools that can be applied at the field level. They’re designed by industry, for industry, grounded in real scenarios and structured for measurable impact.
Texas Pipeline Awareness Alliance (TPAA): This SGA-led initiative brings operators together to collaborate on 811 awareness and damage prevention across Texas. By pooling resources and aligning messages, TPAA maximizes visibility, impact, and cost-efficiency, ultimately reducing risk across the region.
Recognition & Awards Programs: SGA proudly shines a spotlight on safety excellence through several award programs that both celebrate achievement and elevate learning:
The Safety & Health Recognition honors companies that are setting new standards in employee and customer well-being.
The Emergency Management Award recognizes innovation, collaboration, and outstanding programs that promote resilience and preparedness.
The Meritorious Action Recognition celebrates individuals who demonstrate heroic actions to save lives, shining a light on the everyday courage within our industry.
These awards aren’t just ceremonial, they’re learning opportunities. Each recognized program or individual shares their approach, creating a ripple effect of inspiration and adoption across our member network.
In 2025, we’ll continue this tradition at two key events:
The Safety Symposium in June in Milwaukee, where we’ll recognize Meritorious Nominees and foster deep conversations around emerging risks, leadership culture, and field-level excellence.
The SGA Operations Conference in July in Austin, where we’ll honor award recipients live and share their practices with attendees from across the value chain.
In short, SGA is the engine behind a coordinated, member-driven movement to make safety smarter, more collaborative, and more impactful. Whether it’s through benchmarking, mutual aid, training access, or recognition, we’re ensuring that every member has the tools, data, and inspiration to protect people, pipelines, and communities.
When you talk to members, what do they say are their most pressing needs?
Our members are navigating a trifecta of challenges:
Workforce constraints, including retirements and the need to upskill new talent fast.
Regulatory pressure and public scrutiny, especially around emissions, reliability, and climate positioning.
System complexity, where aging infrastructure meets growing demand and digital transformation.
They’re looking for practical tools, peer insight, and a trusted community to help them move faster and smarter. They don’t need fluff, they need clarity, connection, and execution support. That’s where SGA delivers.
Is it difficult to meet the demands of such a diversified membership?
Of course. When your membership includes investor-owned utilities, municipals, pipelines, midstream operators, and suppliers, you’re balancing a wide range of priorities and pain points. But that diversity is our strength. We’re intentional about creating programming that meets people where they are, while also building bridges across the value chain.
Our structure, committees, sections, and training pathways, allows for both specialization and integration. It’s not always easy, but it’s always worth it. Because when we get it right, we don’t just serve the industry, we shape it.
What are some of the environmental issues that SGA is involved with, and are these mostly related to compression and reducing emissions?
Yes, many of the environmental initiatives are related to compression and emissions, but they go beyond that. The Gas Machinery Research Council (GMRC) is an entity of SGA that focuses on compression. Their recent research includes advancing methane reduction, NSPS OOOOb/c compliance, hydrogen blending, and even achieving “zero waste emissions charge” thresholds. These efforts help operators meet regulatory demands and stay competitive.
From engine retrofits to data-driven leak detection and underground storage integrity, our focus is on practical, science-based solutions that support cleaner, more resilient operations. Environmental leadership in our industry isn’t about slogans, it’s about systems that perform better and emissions that get lower.
How is SGA addressing issues related to the aging workforce?
We’re taking a three-pronged approach:
Accelerated development: Programs like our ANGE (Accredited Natural Gas Executive) and our Emerging Leaders Series are designed to prepare next-gen talent faster.
Knowledge transfer: Our committees and peer forums create space for wisdom-sharing between veterans and newer employees.
Recruitment support: We help companies attract young professionals by framing energy as a purpose-driven, impact-oriented career, not just a job.
We also partner with educational institutions and workforce coalitions to support long-term pipeline development. For instance, our ANGE program is a partnership with the University of Oklahoma Ronnie K. Irani Center for Energy Solutions. We believe the future of natural gas depends on our ability to hand off the torch well, and we’re investing heavily in that transition.
What would you most like to see accomplished during your time as the organization’s head?
If I had to distill it, I’d say this: I want SGA to be known as the central nervous system of the natural gas industry, where knowledge flows, leaders grow, and the industry unites around shared purpose.
That means modern systems. A world-class member experience. A leadership pipeline that reflects the diversity and dynamism of our industry. And most importantly, a culture where people feel empowered to show up, speak up, and step up.
We’re not just running an association, we’re shaping the future of how natural gas leads in a changing world. And that’s a future I’m proud to be building with our members.
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