In a bold move that signals the rising global ambition of indigenous Nigerian firms, Shoreline Group, led by energy entrepreneur Kola Karim, has completed the acquisition of producing oil assets in the United States. Announced on the sidelines of the Nigeria International Energy Summit (NIES) 2026 in Abuja, the deal marks a rare instance of a Nigerian independent operator exporting its “homegrown” operational know-how to the American market.
1. Strategic Rationale: “Immediate Barrels” and Predictability
While most indigenous firms focus on the Niger Delta, Karim emphasized that the U.S. entry is about immediate cash flow and operational stability.
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Asset Selection: Shoreline opted for properties that are already producing, avoiding the long-term risk and “exploration upside” wait associated with frontier drilling.
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The U.S. Advantage: Karim highlighted that the U.S. “patch” offers predictable regulatory rules, ready buyers, and deep service capacity—a contrast to the security costs and project delays often encountered in the Nigerian onshore sector.
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Operational Hedge: The acquisition provides a revenue hedge as Nigeria navigates shifting fiscal terms and the ongoing divestment by oil majors.
2. The “Two-Way Transfer” of Discipline
Karim framed the acquisition as a symbiotic exchange between two very different energy environments:
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From Nigeria to the U.S.: Shoreline is bringing the “operational discipline” and resilience learned in the high-stakes, high-cost environment of the Niger Delta.
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From the U.S. to Nigeria: The company plans to bring the “data-heavy culture” and advanced monitoring standards of the U.S. fields back to its Nigerian operations to sharpen reporting and staff training.
3. Scaling Up at Home: The 2026 Target
Despite the international expansion, Shoreline remains focused on its Nigerian base, where it achieved fame through the acquisition of OML 30 in the early 2010s.
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40% Production Push: In Nigeria, Shoreline is targeting a 40%+ production increase in 2026.
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Efficiency First: The focus is on “running assets harder” through routine workovers, facility upgrades, and better metering rather than risky new drilling.
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Niger Delta Model: Karim cited Shoreline’s engagement with local communities in the Delta as a “social contract” model that ensures long-term business peace.
4. A Pan-African and Global Vision
The U.S. acquisition is part of a broader “Portfolio 2030” strategy that extends Shoreline’s footprint into:
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Southern & East Africa: Active expansion plans in Namibia, Angola, Mozambique, and Côte d’Ivoire.
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Integrated Energy: Building a diversified portfolio that spans oil, gas, and power generation.
| Market | Shoreline Strategy (2026) |
| United States | Acquiring producing assets for immediate revenue and technical training. |
| Nigeria | Lifting output by 40% through infrastructure upgrades and disciplined maintenance. |
| Namibia/Angola | Monetizing resources quickly to fund domestic energy access. |
“We cannot live in a unipolar world; we must execute for humanity. Your wealth has no value if others have nothing. Shared prosperity is the path to peace.” — Kola Karim, CEO of Shoreline Group.
