Co-Founder and CSO of NISS
Alex M. Deeds began his journey in drilling as a teenager with Kettle Drilling, where his father was the CEO, more than 20 years ago. When Kettle Drilling was purchased by Timberline Drilling, Alex left the company to work in marine construction.
While traveling home one day in 2009, he stopped by a mining convention and was offered a position in the National EWP startup. This job was a game-changer for Alex, as he learned from drilling veterans.
Afterward, Alex worked for several major players, including Vanguard Mining and American Drilling Corp., further honing his knowledge of the drilling industry and his leadership skills.
All of this came together when Alex became the Co-Founder of Nasco Industrial Services and Supply (NISS) alongside his close friend Lee Nusser (President & CEO). Nowadays, NISS provides Product Supply, Contract Mining & Construction, and Drilling Services across the US, and Alex is the company’s Chief Strategy Officer.
Grigor Topev: Let’s start with the usual, how did you get involved in the diamond drilling industry? Please share more about the early years of your career.
Alex Deeds: I started about 20 years ago when my father was the CEO of Kettle Drilling. Under his leadership, the company expanded rapidly, and he built a strong, capable team that drove its success. Joining during an exploration boom, and as a teenager from Hayden, Idaho, the opportunity to travel was exciting.
Kettle Drilling was operating up to 24 drills across the US and Mexico. Eventually, I left the company when Timberline Resources acquired it, and later, the drilling division was sold to its management team. Today, the company Timberline Drilling Inc. is much bigger, thriving, and well-respected in the US drilling industry.
Starting in the field for Kettle Drilling gave me a deep appreciation for the hard work involved, shaping my respect for the field crews.
GT: Please share about your further work experience and the companies that you have worked at.
AD: After my initial experience in core drilling, I transitioned to marine construction, including crane-operated vibratory hammer barge work. While traveling home, I stopped at the NW Mining Convention in Spokane, Washington, to reconnect with some old drilling friends, leading to an unexpected opportunity. I was offered a position with a new startup called National EWP. This was a pivotal moment in my career, as I was mentored by the owner and founder and his exceptional team of veterans in rotary and core drilling. Their guidance in executive leadership and field operations was invaluable to my development. That was all perfect timing as I was in the right place at the right time for that opportunity in my career.
Later, I joined forces with some friends at the time who also owned American Drilling Corp. to acquire a heli-supported drilling company. Unfortunately, we signed the deal just before a significant drop in metal prices, which caused fly core drilling work to dry up. We quickly adapted, shifting our focus to their underground drilling and contract mining divisions. Despite the challenges, we managed to launch a division in Canada and experienced notable growth even during the slower periods in mining. These experiences taught me a great deal about resilience and the importance of strategic adaptation in the industry.
GT: Is there a project that turned out to be significant for you due to challenges or the lessons that it brought?
AD: One of our most significant projects was launching our drilling division during the COVID-19 pandemic. The demand was immense, with world-class producers, juniors, and small mines urgently seeking drilling. We responded quickly, scaling the division rapidly by acquiring new and used equipment, hiring at a fast pace, and taking on many projects.
However, in hindsight, this rapid expansion came at a cost. We grew too quickly without fully adhering to the KPI disciplines we pride ourselves on. This led to challenges and some setbacks that impacted our performance.
These experiences, though challenging, provided us with invaluable lessons. We’ve since taken decisive steps that revamped the division, assembling a top-tier team and upgrading and standardizing our equipment. Though we experienced setbacks, we learned to be more disciplined and let our core values and processes help guide our decisions. We are now stronger and better positioned for the future.
GT: What is happening in the US in terms of diamond drilling? Is the demand growing?
AD: Although metal prices are up, exploration budgets remain low. Additionally, we’re seeing a significant influx of international drilling contractors moving into the US market. This increased competition, along with skilled drillers preferring local construction jobs closer to home, makes the market more challenging despite the favorable metal prices.
However, we also have a lot of great companies turning in the US, and the arrival of new firms promotes healthy competition and drives quality. The thriving drilling contractors in the US today are run by outstanding teams, so staying competitive in this market requires companies to stay focused, driving safety, quality, and performance all while continually innovating.
GT: The topic about competition in the US drilling market is very interesting. Would you elaborate a bit more on it, please? Are there any mergers?
AD: The US drilling market is highly competitive but marked by mutual respect among companies rather than rivalry. I haven’t seen many mergers in the US drilling market, but there’s been the usual labor competition ‘poaching’. There’s also been a noticeable amount of career movement from executives on down.
GT: Are there significant differences between the states where you operate? How do you accommodate for that?
AD: While we generally find that our clients maintain consistent operations across state lines, we do adapt to specific challenges as needed. For example, states like New Mexico and Arizona have stricter driller licensing requirements, which we accommodate accordingly. However, the fundamental differences often come down to the unique challenges of each project’s terrain. Our processes are designed to be flexible, helping to reduce operational hurdles. In regions like Alaska, where challenges can be unique compared to Arizona or California, collaboration with clients and local communities is critical to ensuring smooth and efficient operations.
GT: What is the overall attitude from the local communities and governments towards drilling and mining in the states where you operate? Has it changed in the past years? If so, why?
AD: In recent years, there has been a noticeable shift toward prioritizing environmental responsibility and sustainability, which we fully support. This change is driven by increased public awareness and regulatory expectations, leading us to adapt and engage more closely with stakeholders. While these priorities are important, we also recognize that mines need to get bigger and deeper, and we embrace the challenge of balancing growth with responsible practices.
GT: Which US region seems particularly promising to you in terms of potential for discovery and projects?
AD: Nevada stands out as particularly promising due to its rich mineral deposits and favorable mining environment. Additionally, states like Arizona, Wyoming, and Idaho are gaining attention for their potential in critical minerals, making them key areas for future exploration and projects. NISS has established some great collaborations with some amazing clients in these areas that help driving our growth model in those regions.
GT: How did you decide to co-found your current company – NISS?
AD: The decision to co-found NISS wasn’t something I actively pursued—it truly found me. From the very beginning, my partner Lee Nusser (President & CEO of NISS) has been both a close friend and a trusted colleague throughout most of my career. His experience and vision, along with the exceptional expertise of our other partners, were the key factors that attracted me to this venture.
What really motivated us was the strong encouragement from some of the top world-class mining operators who practically pushed us to strike out on our own. We had long discussed how the mining industry didn’t operate like other industrial sectors, where combining contractor services with a supply division is the norm. Industries like Oil and Gas, Construction, and Energy have been led by companies that integrate multiple services, and we saw a unique opportunity to bring that model to mining. Our shared vision, supported by our clients, made NISS a reality.
GT: How big is NISS nowadays?
AD: NISS’s primary divisions include Product Supply, Contract Mining & Construction, and Drilling Services. Our Supply Division supports sites worldwide with a comprehensive range of products tailored to the mining industry, while our Contract Mining & Construction and Drilling Services divisions provide expert, integrated solutions for various mining needs.
The majority of our operations—roughly 75%—are in the US, with facilities strategically located in key mining jurisdictions like Montana, Idaho, Nevada, and Arizona. We also operate globally, with active projects in South America and Europe and we have plans for further expansion.
GT: What current projects is the company involved in?
AD: Currently, about 70% of our work is with the world’s leading gold and industrial metal producers, while the remaining 30% involves projects with emerging exploration and operating miners.
GT: Can you discuss a particularly challenging contract negotiation and how you secured a favorable outcome?
AD: NISS faced a challenging contract negotiation when a client requested us to complete an extensive drilling program involving more than eight drills. While we were very interested in performing the drilling ourselves, the rapid ramp-up posed significant risks. Instead of pushing for a drilling contract that risked not serving everyone well, we proposed a different approach: the mine could take the drilling in-house, which we believed was in their best interest for this specific project.
NISS took on the role of sourcing the drills, tooling, and support equipment, and worked alongside their in-house team and third-party drillers to ensure a smooth operation. This approach allowed the mine to maintain control while benefiting from our drilling expertise and resources, resulting in a win-win for all involved.
GT: Is there anything that NISS is planning to use as an advantage over the other American drilling companies?
AD: NISS’s Drilling Services Division operates with a ‘Special Forces’ mentality—a model that offers distinct advantages in today’s competitive drilling landscape. Unlike larger, publicly traded drilling contractors that often struggle with bureaucracy and slower decision-making processes, our leaner, highly skilled drilling team allows us to be exceptionally nimble and responsive to client needs.
GT: Do you see the advantages of gyros over magnetic survey instruments? In your opinion, does every project require a gyro?
AD: Gyros offer clear advantages over magnetic survey instruments, especially in environments where magnetic interference is an issue. They provide more accurate and reliable data, crucial for precise drilling. In my opinion, a gyro is often the best option. Unlike non-magnetic tools, which require exiting the rod string and pose a risk of being lost, a gyro stays within the rods, eliminating this risk.
GT: How do you stay updated with the latest technologies and advancements in diamond drilling, and how do you integrate them into your operations? For you, which is the best, most game-changing innovation to drilling?
AD: With NISS working in one way or another through product supply, underground construction, air quality, or drilling with the majority of the world’s top producers and mining contractors, we have the unique advantage of accessing cutting-edge technologies and innovations firsthand from some truly amazing companies. This exposure allows us to stay ahead of the curve by regularly integrating the latest advancements into our operations.
For me, the most game-changing innovation has been the integration of AI-driven technologies. We’re seeing it firsthand transforming operations globally by optimizing decision-making, predicting maintenance needs, and enhancing overall efficiency.
GT: As a professional, how would you describe your management style?
AD: It’s a work in progress with attention to continuous improvement—definitely not perfect but aiming to get a little better each day. I try my best to empower the team while staying open to learning and growing myself. I want to guide with vision and humility. But this is easier said than done.
GT: What is your approach to training your teams?
AD: NISS’s approach to training involves engaging the entire team, from site foremen to senior leadership, in understanding our projects’ financial and operational status. We emphasize hands-on training, where everyone sees firsthand how every nut, bolt, and minute on the drill or onsite impacts the overall success. This transparency and involvement have led to remarkable growth in our team members as they gain a deep appreciation for how their efforts directly contribute to our goals.
GT: We’ve often heard stories of the clashes between drillers and geologists; I presume you don’t necessarily favor either side which puts you in a unique position amongst our interviewees. How can we reduce the friction between the two sides?
AD: I’m confident you could fact-check the math, but in my experience, 99.9% of the friction between drillers and geologists often stems from ego, particularly among less experienced or ‘green’ professionals. In contrast, seasoned and successful drillers and geologists usually share a deep respect for each other’s expertise. The key to reducing this friction lies in aligning both teams around shared goals.
At NISS, we strongly emphasize creating a culture where collaboration and mutual respect are paramount. By focusing on shared objectives and fostering open communication, we ensure that both drillers and geologists work together seamlessly. When everyone understands that they’re working toward the same end goal, it helps to minimize ego-driven conflicts and leads to more cohesive and successful projects.
GT: How do you foresee the future of diamond drilling evolving, and what steps are you taking to prepare for these changes?
AD: The future of diamond drilling is at a crossroads, driven by the need to reach deeper targets with minimal environmental impact, all the while the industry faces a shrinking skilled workforce and a smaller labor pool. This reality is shaping the strategies of leading companies in the industry, and NISS is no exception.
To stay ahead, NISS is deeply committed to innovation. Automation and data-driven solutions are vital to addressing tomorrow’s challenges. Our focus is on developing and integrating robotics for automated rod handling, which enhances safety and efficiency. We’re also prioritizing data collection and analysis advancements to support automated drilling processes. This not only optimizes operations but also provides real-time insights that are crucial for making informed decisions in the field.
Moreover, as the labor market tightens, we’re simplifying drill operations to reduce the training time for new drillers. This is critical in ensuring that we can onboard the next generation of professionals quickly and effectively. Fortunately, we’re finding that the latest wave of drillers is eager to adopt new technology and is motivated by opportunities for career growth—this aligns perfectly with our goals.
In the next several years, NISS aims to lead the industry by continuing to push the boundaries of what’s possible in drilling. Our strategy is not just about keeping pace with change but driving it, ensuring that we remain at the forefront of the industry while maintaining our commitment to environmental stewardship and operational excellence.
GT: Thank you for taking the time to answer our questions! Lastly, let’s step outside the drilling world. What are your hobbies? What do you like to do to relax?
AD: Outside of the drilling world, my life is very much centered around my family. We raise livestock, and my kids proudly show them across the Western US. When not tending to the animals, we spend time outdoors—skiing, dirt biking, and enjoying Idaho. Our schedule is so active and fulfilling that we don’t even have cable TV at home. It’s a lifestyle that keeps us connected to the land we love.
