Exploring the science (and the scientists) behind Shell’s lubricants innovation
Meet Dr. Jason R. Brown, one of the experts helping to drive lubricants development for commercial road transport.
For heavy-duty fleet operators, there is a science to getting the job done as efficiently as possible. Routing, fuel usage, loading and unloading, managing driver wellbeing and safety, vehicle maintenance… all these elements (and more) combine to create the conditions for optimal heavy-duty road transport operations.
As fleet operators navigate the energy transition, businesses will need support from the actual scientists to make sure the road to decarbonisation is smooth and does not disrupt the delicate balance of their operations.
Meet the experts driving lubricant innovation for commercial road transport
Dr. Jason R Brown, General Manager for Transport and Industry Lubricants Technology at Shell.
For more than 20 years, and 18 at Shell, Dr. Jason R Brown, General Manager for Transport and Industry Lubricants Technology at Shell, has pushed the boundaries of lubricant innovation. He believes that lubricants – and the people who develop them – can have a significant impact on the future of the commercial road transport (CRT) industry, from operational efficiency to the energy transition.
How does someone become a lubricant expert?
For Dr. Brown, the journey began with a music scholarship before a change of course at college.
“I went to college on a music scholarship to be a music profession major for tuba,” he says. However, because of a technical issue around taking lessons, he decided to change his major to chemistry, a subject he’d always been fascinated by and grown to love in high school thanks to one of his teachers.
There was no looking back. From there, Dr. Brown graduated with honours, became accredited by the American Chemical Society (ACS) and went on to further study. “During my PhD, I was lucky enough to work on an exciting lithium-ion battery project with General Motors,” he says. "Then I worked at Lubrizol and got my first taste of working in lubricants development before transitioning to Shell.”
Now, as a technology development leader, Dr. Brown looks after a wide range of lubricant applications, from heavy-duty engine oils to e-fluids. “In my current role, I’m accountable for all of the product development areas that don't include passenger car, motor oil and motorcycle oil,” says Dr. Brown. “Before that, I was the global technology manager for heavy-duty engine oil. And I think that has been critical to me being a better general manager because I understand what the technology teams are doing.”
Watch our latest interview with Dr. Jason R Brown to discover more about how Shell’s innovative lubricant technologies can help you to operate more efficiently and more competitively.
Driving Lubricants Innovation Forward
Transcript
Transcript
Title: Driving Lubricants Innovation Forward with Dr. Jason R. Brown
Duration: 4:29 mins
Description: In this interview-style video, Dr. Jason R. Brown, General Manager for Transport and Industry Lubricants Technology at Shell, shares his career journey, insights into Shell’s innovation in heavy-duty engine oils, and the company’s role as a global leader in lubricant technology.
[Graphic] Cars driving down a busy road, with a mountain landscape in the background
[In vision] Title screen displaying words “When did your interest in chemistry begin?”
[Music Starts]
VO: My name is Doctor Jason R. Brown and I'm the general manager for Transport and Industry Lubricants Technology here at Shell. So that's a really long title that says I have the accountability for all of the product development areas that don't include passenger car motor oil and motorcycle oil.
[In vision] Four Shell employees working in a lab
VO: I started at Shell in January of 2007, so that would give me about 18 years of time with Shell.
[In vision] Dr Jason R Brown walking down a hallway in Shell’s Headquarters in Houston, Texas with a co-worker
[In vision] Title screen displaying words “When did your interest in chemistry begin?” A chemistry beaker is being lifted in the background.
VO: So, it starts in high school and then I go to college. I don't pick chemistry for a major. All through elementary, middle school, high school – I was a tuba player and I wanted to be a music professional major to play tuba. So I went to college on a music scholarship to be a music profession major for tuba. So I got to college, tried out, made the top band, and then ran into a little bit of a rule around taking lessons.
And I've never taken lessons before. And if I didn't take lessons, I couldn't be in the first band. So I went to the register and I said, "I think I need to change my major." And the register said, "Well, what do you want it to be?" And I looked back on myself and I said, "Well, I always really liked chemistry," and I haven't looked back since.
[In vision] Title screen displaying words “What is your biggest career moment?” A truck is being washed in the background.
VO: From the time that started with launching the PC 11, which is now the CK4 engine oil portfolio...
[In vision] Man directing a truck into a Shell warehouse
VO: ...that had a tremendous impact
[In vision] Shell Rotella engine oil being poured into a truck engine
VO: ...on both our Rotella and Rimula portfolios
[In vision] Close up of lubricant being poured
VO: ... all the way to the part where it's been about building a relationship with the OEMs
[In vision] OEM manufacturing centre, showing tyres being fitted to trucks
VO: ... and maintaining those relationships over time.
[In vision] A manual worker inspecting the interior of engine
VO: I reference things like having a factory fill program that we ran in 2012 and becoming a supplier for Daimler.
[In vision] Video of the bottom of a truck being driven along a road at speed
VO: We built a fantastic technology relationship...
[In vision] Two trucks from above travelling at high speed in opposite directions along a tree-lined road
VO: ... with Case New Holland, where we launched a portfolio with them in 2019.
[In vision] An animation of the inside of an engine
VO: We've been able to foster just amazing relationships...
[In vision] Shell worker pouring Shell Rimula K10 into an engine
VO: ... with many of the major heavy-duty industry OEMs like Volvo/Mack, Traton, which has the Scania and MAN brands in it, and working with companies like FAW to build relationships with new emerging large OEMs across the globe.
[In vision] Shell Starship parked and driving on tree lined road
[In vision] The interior of Shell Starship showing steering wheel and dashboard
VO: In all this time, it's not just been any one specific development or one relationship...
[In vision] Dr Jason R Brown speaking in an office setting to his colleague Garry Hwang
VO: .. it's managing all of these relationships sort of across the globe.
[In vision] Title screen displaying words “What is your proudest moment at Shell?” with a truck driving on the highway in the background
VO: Probably the first one that comes to mind is this trial that we did called the “Global Fuel Economy Trial.” It was our first fuel economy trial where we actually did it on three separate continents.
[In vision] Truck travelling down an empty highway
VO: In that trial, what we did is we took the top six engine manufacturers' vehicles, and we put them in a fuel economy trial...
[In vision] Close ups of the dashboard of a truck with a laptop on screen and a speedometer recoding speeds of 9.57mph
[In vision] Close up of a man holding a clipboard
VO:... and we tested Shell's lubricants, Shell's heavy-duty engine lubricants,
[In vision] Man installing a piece of meteorological equipment onto a mounting structure
VO: ... to test the fuel economy benefits.
[In vision] Truck driving at speed down a wet road
VO: We then recreated that same trial. We did it in Europe...
[In vision] We see panoramic views of European countryside with a highway that has three large trucks driving down it
VO: We did one in China...
[In vision] Truck driving down an empty tree-lined road
VO: ... and then we did one in the United States.
[In vision] Closeup of the truck driver
VO: And the idea was that every single one of those regions had their own top six engine manufacturers...
[In vision] Vehicles travelling down a busy road in a mountainous landscape
VO:... same engine oils in most of the cases –
[In vision] Dr Jason R Brown talking to colleagues working in a laboratory
VO: but we just took the different trucks. And what's so wonderful, but also unique about that, is the fact that we could now talk to engine manufacturers....
[In vision] Two men walking between trucks holding a clip board
VO: ... in those regions about how Shell engine oils performed...
[In vision] Visual of an engine operating
VO: ... for fuel economy measurements in their own vehicles.
[In vision] Close up of oil being poured into an engine
VO: And we can talk about it in their location.
[In vision] Vehicles driving down a highway with a sun set in the background
VO: I think that's something that you just don't see in the industry. And the types of results we got were so statistically valid and sound...
[In vision] Vehicles travelling down a moderately busy highway at sunset
VO: ... we were able to deliver as much as 3% fuel economy in some of those engines.
[In vision] Two trucks driving side by side in a dessert landscape
[In vision] Title screen displaying words “What excites you most about Shell” with the back of a truck cab in the background
VO: One of the most common things that Shell gets celebrated for by our OEMs is our ability to be a global-scale player, both in how big Shell is, even in the lubricant space, but also how keen...
[In vision] Close up of Dr Jason R Brown holding a piston
VO: ... we are to understand the application that our customers need, exactly where they need it.
[In vision] Close up of a man steering a truck
[In vision] Ariel view of a truck turning off a roundabout onto a road
[In vision] Title screen displaying words “What makes Shell a leader in the lubricant’s industry?” with the Bangalore office building in the background
VO: There are four aspects, I think, in summary, that make Shell a leader in the lubricant space. And it comes down to: Having a portfolio of products that our competitors find difficult to match.
[In vision] Close up of Shell Rimula on a shelf and in a store setting
VO: Being the choice supplier for our customers. Being bold and willing to step out and develop new products...
[In vision] Dr Jason R Brown in the lab speaking to a colleague while holding equipment VO
[In vision] Scientists working in a lab
VO: ...that the industry is going to need. Being willing to be a partner in the industry.
I think it's these four aspects of what we do at Shell that help us be the industry leader – and will continue to help us be the industry leader moving forward.
[Music ends]
[Graphic] Shell Pecten
[Shell mnemonic]
Working together to drive innovation
Regardless of his own experience and expertise, Dr. Brown is eager to emphasise that he is far from alone in his lubricants development work – and that innovation at Shell is a team sport.
“The truth is there’s no way I could do my job if I didn’t have so many talented technology managers working with me,” he says. “I've had the pleasure of working with some of the best minds in the industry – people I’ve known for a long time and who have decades of experience behind them.”
The expertise and passion that Dr. Brown and his team bring to solving customer challenges every day ensures the products and services that they develop for Shell meet or exceed the latest industry standards – along with the additional requirements of leading original equipment manufacturers (OEMs). This depth of experience does not just drive innovation internally – it directly benefits customers. With an experienced team and a leader who understands the chemistry and work that goes into creating lubricants, the products delivered are not only technologically advanced but also truly aligned with the real-world needs of Shell’s customers.
Adapting to changing heavy-duty road transport needs
The teams that Dr. Brown works with are essential to the ongoing evolution of Shell’s lubricants portfolio. Without their innovation, it would be more difficult for transport customers to adapt to changing industry needs and standards.
Dr. Brown illustrates this with a project from his own time as a Global Technology Manager. “I helped launch our CK-4 engine oil portfolio, which is a range of high-temperature, high-shear lubricants,” he says. “They had a tremendous impact on the Shell Rotella and Shell Rimula products, which provide greater protection for newer, more fuel-efficient diesel engines.”
The CK-4 product range is a helpful example of the depth of Shell’s portfolio, which is an important element for Dr. Brown. “The best thing that you can do for a customer is to be able to offer them the products that address all of their needs,” he says.
“Most importantly, if a customer has built trust around one specific part of your portfolio, you need the ability to extend that trust to all the products in the portfolio,” he explains. “It means customers can address the problems they have with equipment holistically, rather than focusing on just one part of the system.”
Building trust in the latest lubricants technologies
As Dr. Brown highlights, trust is crucial. Heavy-duty fleets need to know that the lubricants they use will deliver on performance – especially when they are looking to implement a new solution or product.
This is why product testing is so important, and why one of Dr. Brown’s proudest memories of working in lubricants technology is a global trial that he conducted at Shell.
“It was our first fuel economy trial that we carried out on three separate continents,” he says. “We took vehicles from the top six engine manufacturers in each region and tested the fuel economy benefits of Shell’s lubricants on them.”
This took place across Europe, China and the US, with the trial delivering more in-depth results than had previously been seen. “What's so unique about the trial is that it meant we were able to talk to engine manufacturers about how Shell’s engine oils performed in their own vehicles – and we could talk about it in their specific location and using the relevant trucks,” says Dr. Brown. “It’s something that you just don't see in the industry. In my experience this is a unique approach to fuel economy trials and we were able to deliver as much as 3% fuel economy in some of those engines.”
Testing lubricants products is vital in delivering the best outcomes for customers and their fleets. Powering their vehicle performance with lubricants designed by experts who are passionate, innovative and progressive will help them operate more efficiently and adapt to a changing industry.
Driving innovation through industry collaboration
Thorough product testing is not the only way that Dr. Brown and his teams are able to build trust in Shell’s lubricant products. The development process itself plays an important role in establishing trust, including working with organisations across the industry to better understand shifting customer needs.
“I think we have something at Shell that's unique compared to many of our competitors – a role we call Product Application Specialist,” says Dr. Brown. “These are people whose job it is to foster relationships with OEMs, large customers, and even industry bodies so we can create a conduit for sharing information in both directions.”
He also explains how this can shape the wider industry’s response to challenges while strengthening Shell’s technology leadership.
“In 2027, we’ll see a new American Petroleum Institute (API) category introduced for heavy-duty engine oils,” he says. “This new category – proposed category 12, or ‘PC-12’ – will be the basis for developing the next generation of these oils. One of our Product Application Specialists, Karin Haumann, is the chair of the team creating this new category. Her involvement in this industry change is just one example of how Shell teams are helping to lead innovation.”
It also shows that Shell is right there helping to unlock the next phase of innovation in lubricant technology. As Dr. Brown says, “we’re not a company that sits back and accepts change; we’re out there helping to move the industry forward.”
Supporting heavy-duty decarbonisation with high-performance products
Another way in which Dr. Brown and his teams are helping to shape the future of transport is by working with customers to deliver on the energy transition.
“Lubricants play a tremendously impactful role in decarbonisation in several ways,” says Dr. Brown. “For example, low-viscosity lubricants can – under the right conditions – help you to get better fuel economy. And that will ultimately help to reduce your CO2 emissions.”
A common concern among customers about low-viscosity lubricants is their ability to maintain critical attributes like wear protection. It is why Shell works with OEMs to design products that deliver protection and improved fuel economy. And viscosity is not the only factor that matters. Higher-quality lubricants can provide other benefits, such as helping to reduce the impact of particulate matter.
“Particulate matter can be bad for after-treatment devices, but a higher-quality lubricant can offer greater protection,” Dr. Brown explains. “And it doesn’t stop there. Nitrous oxide (or NOx) is a type of tailpipe emission that you can reduce by using a high-performance lubricant.”
Yet, decarbonisation is about more than simply reducing fuel usage in internal combustion engines. It is also about supporting the wider energy transition.
“We’re developing the lubricants that help customers make the most of their decarbonisation solutions,” says Dr. Brown. “For example, our e-fluids portfolio is designed to protect electric vehicles (EVs). But that’s not the only area. We’re talking about lubricants for things like data centres – where liquid cooling can replace air cooling. They’re all examples of how lubricants can contribute to a comprehensive decarbonisation strategy.”
Delivering a successful energy transition for transport
As fleets work to become more efficient, Dr. Brown wants his work to have a positive effect on the future. “We want to be impactful in the energy transition,” he says. “We're advocates. We want to work within the industry, helping to move the conversation forward with a focus on our customers’ needs.”
Again, for Dr. Brown, it all comes back to trust. “To be part of the conversation, you need to gain the trust of your customers – and you don’t get that trust if you’re not delivering consistent performance,” he explains. “Our consistent performance is built on the fact that we speak constantly to customers, OEMs and industry bodies. So, as decarbonisation becomes a bigger part of the conversation, we’re in a stronger position to help the industry deliver a successful energy transition.”
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