SandRidge Energy Q3 2025 Earnings Results & Report

SandRidge Energy EPS Results

• Actual EPS: $0.42
• Consensus EPS: $0.32
• Beat/Miss: Beat by +$0.10
• One Year Ago EPS: N/A
• EPS Beat Rate: 3 of last 8 quarters

SandRidge Energy Revenue Results

• Actual Revenue: $39.82 million
• Expected Revenue: $38.80 million
• Beat/Miss: Beat by +$1.02 million
• YoY Revenue Growth: N/A

SandRidge Energy (NYSE:SD) is an independent oil and natural gas exploration and production company headquartered in Oklahoma City, Oklahoma. The company acquires, develops and operates oil and gas properties, with production that includes crude oil, natural gas and natural gas liquids.

SandRidge’s operations are concentrated in the Mid-Continent region of the United States, particularly in Oklahoma and Kansas. Its activities include drilling, completing and operating wells, as well as managing the associated gathering and production infrastructure used to bring hydrocarbons to market.

Founded in 2006, SandRidge Energy has undergone significant changes in its corporate and asset structure over time. The company filed for Chapter 11 bankruptcy protection in 2016 and subsequently emerged as a reorganized public company. Its business remains focused on developing domestic oil and natural gas resources in the Mid-Continent.

SandRidge Energy Q3 2025 Earnings Call Transcript

Key Takeaways

• Positive Sentiment: Third-quarter production averaged 19 MBOE per day (up ~12% YoY, 49% oil), driving a ~32% revenue increase and a 54% rise in adjusted EBITDA versus Q3 2024, largely from the Cherokee acquisition and development.
• Positive Sentiment: The company ended the quarter with approximately $103 million in cash, no debt, and about $1.6 billion of federal NOLs; the board declared a $0.12/share dividend and the share-repurchase program remains active with ~$68.3 million capacity.
• Positive Sentiment: OneRidge Cherokee results are strong — the first four operated wells averaged a peak 30‑day rate of ~2,000 BOE per day (43% oil) and the first well produced ~275,000 BOE in 170 days; the company plans 8 operated wells this year with reported break-evens down to $35 WTI.
• Neutral Sentiment: Management has hedged roughly 35% of fourth-quarter production (about 55% of gas and 30% of oil) with swaps and collars to secure cash flow and support the drilling program, which limits downside but also caps upside exposure.
• Negative Sentiment: Operating costs rose — LOE was about $6.25 per BOE (vs. $5.82/BOE a year ago) and adjusted G&A increased to $1.23/BOE — and net income fell to ~$16 million ($0.44/share) from $25.5 million ($0.69), signaling margin pressure despite higher EBITDA.

Presentation

[Operator]

Thank you for standing by. My name is Eric, and I will be your conference operator today. At this time, I would like to welcome everyone to the Q3 2025 SandRidge Energy Conference Call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question-and-answer session. If you would like to ask a question during this time, please press star followed by the number one on your telephone keypad. If you would like to withdraw your question, press star one again. I would now like to turn the call over to Scott Prestridge, SVP of Finance and Strategy. Please go ahead.

[Scott Prestridge, SVP of Finance and Strategy at SandRidge Energy]

Thank you and welcome everyone. With me today are Grayson Pranin, our CEO, Jonathan Frates, our CFO, Brandon Brown, our CAO, as well as Dean Parrish, our COO. We would like to remind you that today's call contains forward-looking statements and assumptions, which are subject to risk and uncertainty, and actual results may differ materially from those projected in these forward-looking statements. These statements are not guarantees of future performance, and our actual results may differ materially due to known and unknown risks and uncertainties, as discussed in greater detail in our earnings release and our SEC filings. We may also refer to adjusted EBITDA and adjusted G&A and other non-GAAP financial measures. Reconciliations of these measures can be found on our website. With that, I'll turn the call over to Grayson.

[Grayson Pranin, CEO at SandRidge Energy]

Thank you and good afternoon. I am pleased to report on a positive quarter for the company. Third-quarter production averaged approximately 19 MBOE per day, an increase of approximately 12% on a BOE basis and 49% on oil, translating to a roughly 32% increase in revenue and a 54% increase in adjusted EBITDA relative to the same period last year, benefiting from increased volumes from our prior Cherokee acquisition and development program this year. I'll turn things over to Jonathan for some more details on financial results for the quarter.

[Jonathan Frates, CFO at SandRidge Energy]

Thank you, Grayson. Compared to the third quarter of 2024, the company continued to benefit from higher natural gas prices, partially offset by headwinds in WTI. The company continued to grow production, generating revenues of approximately $40 million, which represents a 32% increase compared to the same period last year. Adjusted EBITDA was $27.3 million in the quarter, compared to $17.7 million in the prior year period. We continued to manage the business within cash flow while growing production and utilizing our substantial NOL, which shields us from federal income taxes. At the end of the quarter, cash, including restricted cash, was approximately $103 million, which represents approximately $2.80 per common share outstanding. The company paid $4.4 million in dividends during the quarter, which includes $0.6 million of dividends paid in shares under our dividend reinvestment plan, including special dividends.

[Jonathan Frates, CFO at SandRidge Energy]

SandRidge has now paid $4.48 per share in dividends since the beginning of 2023. On November 4, 2025, the board of directors declared a $0.12 per share dividend payable on November 28, to shareholders of record on November 14, 2025. Shareholders may elect to receive cash or additional shares of common stock through the company's dividend reinvestment plan. Year-to-date, through the end of the quarter, the company repurchased approximately 600,000 shares or $6.4 million worth of common shares. Our share repurchase program remains in place, with $68.3 million remaining authorized. Capital expenditures during the period were roughly $23 million, including drilling and completions and new leasehold acquisitions. The company has no debt outstanding and continues to live within cash flow, funding all capital expenditures and capital returns with cash flows from operations.

[Jonathan Frates, CFO at SandRidge Energy]

Commodity price realizations for the quarter, before considering the impact of hedges, were $65.23 per barrel of oil, $1.71 per Mcf of gas, and $15.61 per barrel of NGLs. This compares to second-quarter realizations of $62.80 per barrel of oil, $1.82 per Mcf of gas, and $16.10 per barrel of NGLs. Our production remains meaningfully hedged through the fourth quarter of the year, with a combination of swaps and collars representing approximately 35% of fourth-quarter production based on guidance. This includes approximately 55% of natural gas production and 30% of oil. These hedges will help secure a portion of our cash flows and support our drilling program through recent commodity price volatility.

[Jonathan Frates, CFO at SandRidge Energy]

Despite growing production, our commitment to cost discipline continues to yield results, with adjusted G&A for the quarter of approximately $2.1 million or $1.23 per BOE, compared to $1.6 million or $1.02 per BOE in the third quarter last year. Net income was approximately $16 million during the quarter, or $0.44 per basic share, and adjusted net income was $15.5 million, or $0.42 per basic share. This compares to $25.5 million, or $0.69 per basic share, and $7.1 million, or $0.19 per basic share, respectively, during the same period last year. Adjusted operating cash flow was $28 million during the quarter. Finally, despite the ramp-up of our capital program, the company generated free cash flow before acquisitions of roughly $6 million during the quarter and $29 million year-to-date.

[Jonathan Frates, CFO at SandRidge Energy]

Before shifting to our outlook, we should note that our earnings release and 10-Q will provide further details on our financial and operational performance during the quarter. Now I'll turn it over to Dean for an update on operations.

[Dean Parrish, COO at SandRidge Energy]

Thank you, Jonathan. Let's start with recent results. During the third quarter, the company successfully completed and brought online three wells from our operated One rig Cherokee drilling program. We are currently completing the fifth and sixth wells in the program and are drilling the seventh. We are pleased with the results of the first four operated wells, which had a per well average peak 30-day production rate of approximately 2,000 BOE per day, made up of 43% oil. The first well in the program has now produced approximately 275,000 BOE in its first 170 days of production, demonstrating strong rates beyond the initial 30 days, which indicates attractive recovery trends. A majority of the remaining wells in our development program this year directly offset these and other proven wells in the area, which have had similar performance.

[Dean Parrish, COO at SandRidge Energy]

These wells and the results in the area give further confidence in reservoir quality and expectations in the area. Moving to our capital program. We plan to drill eight operated Cherokee wells with One rig this year and complete six wells. The remaining two completions are anticipated to carry over to next year. Currently, all but one of our planned wells are proved undeveloped or PUDs, meaning that our planned drilling locations this year will offset producing wells, which translates to higher relative confidence in well performance. Gross well costs vary by depth but are estimated to be between $9 million and $12 million. While we have taken proactive steps to help mitigate the effects of inflation, further changes to tariffs or other factors could influence these costs in the future.

[Dean Parrish, COO at SandRidge Energy]

We intend to spend between $66 million and $85 million in our 2025 capital program, which is made up of $47 million-$63 million in drilling and completions activity and between $19 million and $22 million in capital workovers, production optimization, and selective leasing in the Cherokee play. Our high-graded leasing is focused to further bolster our interest, consolidate our position, and extend development into future years. We intend to fund capital expenditures and other commitments using cash flows from our operations and cash on hand. Our legacy assets remain approximately 99% held by production, which cost-effectively maintains our development option over a reasonable tenor. These non-Cherokee assets have higher relative gas content, but commodity price futures are not yet at preferred levels to resume further developments or more well reactivations at this time.

[Dean Parrish, COO at SandRidge Energy]

Commodity prices firmly over $80 WTI and $4 Henry Hub over a confident tenor and/or reduction in well costs are needed before we would return to exercise the option value of further development or well reactivations. Now shifting to lease operating expenses. LOE and expense workovers for the quarter were approximately $10.9 million, or $6.25 per BOE, compared to $5.82 per BOE in the third quarter last year. We will continue to actively press on operating costs through rigorous bidding processes, leveraging our significant infrastructure, operations center, and other company advantages. With that, I'll turn things back over to Grayson.

[Grayson Pranin, CEO at SandRidge Energy]

Thank you, Dean. As we look forward to developing our high-return Cherokee assets this year and into next, we anticipate growing oil production volumes further. From a timing perspective, we expect to deliver two more wells to sale this year, with another two completions carrying over into next year.

[Grayson Pranin, CEO at SandRidge Energy]

This, combined with further drilling, could see production volumes, specifically oil volumes, increasing meaningfully above 2025 exit rate levels. At current commodity prices, our operated Cherokee wells have robust returns, and break-evens for our planned wells are down to $35 WTI. Given these returns and durability, we plan to continue our OneRidge development plan into next year, with a watchful eye to adjust if needed. Please keep in mind that we do not have any significant leasehold expirations in the near term and have the flexibility to defer these projects if needed for a period of time. We are hopeful that our nearly 24,000 net acres in the Cherokee play will translate to a meaningful multi-year runway as we look beyond 2025. We plan to continue to invest in new leasing and other opportunities that will further bolster our operating position and extend that runway.

[Grayson Pranin, CEO at SandRidge Energy]

I would like to pause here to highlight the optionality we have across our asset base, coupled with the strength of our balance sheet, which sets us up to leverage commodity price cycles. The combination of our oil-weighted Cherokee and gas-weighted legacy assets, as well as a robust net cash position, gives us multifaceted options to maneuver and take advantage of different commodity cycles. Put simply, we have a strong balance sheet and a first-saw kit bag, which makes the company more resilient and better poised to maneuver and adjust no matter the commodity environment. I will now revisit the company's advantages. Our asset base is focused in the Mid-Continent Region, with a PDP well set that provides meaningful cash flow, which does not require any routine flaring of produced gas.

[Grayson Pranin, CEO at SandRidge Energy]

These well-understood assets are almost fully held by production, with a long history of shallowing and diversified production profile and double-digit reserve life. Our incumbent assets include more than 1,000 mi each of owned and operated SWD and electrical infrastructure over our footprint. This substantial owned and integrated infrastructure helps de-risk individual well profitability for a majority of our legacy producing wells under roughly $40 WTI and $2 Henry Hub. Our assets continue to yield free cash flow. The cash generation potential provides several paths to increase shareholder value realization and is benefited by a low G&A burden. SandRidge's value proposition is materially de-risked from a financial perspective by our strength and balance sheet, including net negative leverage, financial flexibility, and advantaged tax position. Further, the company is not subject to MVCs or other significant off-balance sheet financial commitments.

[Grayson Pranin, CEO at SandRidge Energy]

We have bolstered our inventory to provide further organic growth opportunities and incremental oil diversification, with low break-evens in high-graded areas. Finally, it is worth highlighting that we take our ESG commitments seriously and have implemented discipline processes around them. We are particularly proud to announce that our team recently achieved four years without a recordable safety incident. This incredible achievement demonstrates our continued commitment to putting the health and safety of our employees and contractors at the forefront of our business. Not only do we continue to operate our existing assets extremely efficiently, we execute on our Cherokee development in an effective manner, and we do so in a prudent and safe manner. Shifting the strategy, we remain committed to growing the value of our business in a safe, responsible, efficient manner while prudently allocating capital to high-return growth projects.

[Grayson Pranin, CEO at SandRidge Energy]

We will also evaluate merger and acquisition opportunities in a disciplined manner, with consideration of our balance sheet and commitment to our capital return program. This strategy has five points. One, maximize the value of our incumbent Mid-Continent PDP assets by extending and flattening our production profile with high-rated return production optimization projects, as well as continuously pressing on operating and administrative costs. Two, exercise capital stewardship and invest in projects and opportunities that have high risk-adjusted, fully burdened rates of return, while being mindful and prudently targeting reasonable reinvestment rates that sustain our cash flows and prioritize a regular way dividend. An important part of this organic growth strategy is further progressing our Cherokee development and economically growing our production levels while providing further oil diversification. However, we will continue to exercise capital stewardship and maintain flexibility to respond to changes in commodity prices, costs, macroeconomics, and other factors.

[Grayson Pranin, CEO at SandRidge Energy]

Three. Maintain optionality to execute on value-accretive merger and acquisition opportunities that could bring synergies, leverage the company's core competencies, complement its portfolio of assets, further utilize its approximately $1.6 billion of federal net operating losses, or otherwise yield attractive returns for its shareholders. Four. As we generate cash, we will continue to work with our board to assess paths and maximize shareholder value to include investment and strategic opportunities, advancement of our return of capital program, and other uses. Our regular way quarterly dividend is an important aspect of our capital return program, which we plan to prioritize in capital allocation along with opportunistic share repurchases. The final staple is to uphold our ESG responsibilities. Now shifting over to administrative expenses, I'll turn things over to Brandon.

[Brandon Brown, Chief Accounting Officer at SandRidge Energy]

Thank you, Grayson. As we approach the conclusion of our prepared remarks, I will point out our third quarter adjusted G&A of $2.1 million. Our $1.23 per BOE continues to compare favorably to our peers. The continued efficiency of our organization reflects our core value. To remain cost disciplined as well as prior initiatives which have tailored our organization to be fit for purpose. We will maintain our efficiency and low-cost operation mindset and continue to balance the weighting of field versus corporate personnel to reflect where we create value. Outsourcing necessary but perfunctory and less core functions such as operations accounting, land administration, IT, tax, and HR has allowed us to operate with total personnel of just over 100 people while retaining key technical skill sets that have both the experience and institutional knowledge of our business.

[Brandon Brown, Chief Accounting Officer at SandRidge Energy]

In summary, at the end of the third quarter, the company had over $100 million in cash and cash equivalents, which represents approximately $2.80 per share of our common stock outstanding, an inventory of high-rated return, low break-even projects, low overhead, top-tier adjusted G&A, no debt, negative leverage. A flattening-based PDP production profile, double-digit reserve life, and approximately $1.6 billion of federal NOLs. This concludes our prepared remarks. Thank you for your time today. We will now open the call to questions.

[Operator]

Ladies and gentlemen, as a reminder, if you'd like to ask a question, please press star followed by the number one on your telephone keypad. We will pause for just a moment to compile the Q&A roster. Your first question comes from the line of David Kerdell with Blue Pond. Please go ahead.

[Operator]

Congratulations on a great quarter and what looks like a fantastic purchase in the Cherokee. Can you talk a little bit more about M&A activity in the Cherokee, opportunities for you guys, M&A opportunities overall, and maybe discuss a little bit more about how a year later after having bought these assets, how you can evaluate the success of that purchase?

[Grayson Pranin, CEO at SandRidge Energy]

Sure, David. It's great to hear from you and a great series of questions. I'm going to try to tack from the top. If I miss something, please let me know. I think M&A opportunities in the Cherokee exist, although it's a very competitive landscape, so we continue to keep our eyes wide open. I think those opportunities are right now predominantly leasehold or acreage related, because a lot of the PDP is new and building, so there's not that sustained level of PDP-based cash flow like you'll get in more aged assets. That could change over time as further development occurs in the play. I think within the overall Mid-Continent, the M&A landscape is healthy. There's been a number of deals announced within Mid-Continent overall within the last several weeks.

[Grayson Pranin, CEO at SandRidge Energy]

We continue to look at a lot of these and look for opportunities that could have synergies, whether that's in the Cherokee play or within our legacy assets. Or areas that we could acquire low-cost know-how where there's incremental margin that can be added through our own skill sets and through our structure, right? Because we have this 24-hour, seven-day-a-week man-operation center that allows us to operate very cost-effectively. From a back-office perspective, we can add assets very efficiently without really increasing G&A materially. As we look towards last year's acquisition, I think we continue to see that as very favorable. Not only did it add accretive cash flow, but the operation side of the house has been able to add meaningful margin by reducing costs. On some of the PDP wells, finding opportunities that make that production curve up and to the right through low-cost.

[Grayson Pranin, CEO at SandRidge Energy]

Workovers and other activity there. I think you can see the results of that. David, you pointed out. For themselves, just look at the growth not only from the acquisition, but what we've been able to do from a development perspective year-over-year with EBITDA. Near a 54% increase. I think we're very pleased. Hopefully, that answers your questions. I'm happy to follow on as needed.

[Grayson Pranin, CEO at SandRidge Energy]

No, that was great. Much appreciated.

[Grayson Pranin, CEO at SandRidge Energy]

Thank you, David.

Participants

Executives

• Jonathan Frates, CFO
• Scott Prestridge, SVP of Finance and Strategy
• Brandon Brown, Chief Accounting Officer
• Dean Parrish, COO

Analysts

• Grayson Pranin, CEO at SandRidge Energy
• Analyst