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part in enabling some of the solutions going forward . As such , we created our strategy to continue being able to provide ongoing support for the legacy petroleum business , which is still very robust , but at the same time , to invest our cash flow into energy transition projects . We were very intentional about how we would allocate business development resources to pursue cleaner , greener projects for the future and have focused our energy on that .”
Indeed , this intention permeates every aspect of the company ’ s culture and evolution . “ As the new management of IMTT ,” Carlin continues , “ in terms of organizational culture , we had to highlight that this was an important shift and focus on the future as opposed to what has historically been done . The company is more geared and open now to new products and boasts a greater ability to attack this growing market .”
Community leaders
Looking ahead , Carlin shares his thoughts on the future of IMTT . “ As we are a vendor , and not a market maker , we ’ re not on the front line in terms of generating new technologies . Our organization is set up to support the producers , traders and consumers of this world and help them realize their goals and this is what we do best . In five years , I hope that we will continue to experience growth in terms of our renewable footprint , including renewable diesel and de-carbonized ammonia projects , and that there ’ ll be more discussion around other renewable solutions .
“ We ’ ve gone from roughly 65 percent of our revenue coming from legacy petroleum , and now , as we exit 2023 , the share of legacy petroleum is less than 45 percent and 62