Looking back on my eventful career, I can now see how certain choices led to major changes and growth in my life. I can also see that while SLB didn’t set my path for me, the company entrusted me with opportunities to forge a path myself. Those crossroads led to incredible experiences, lessons, and most of all, to the brilliant people I met who have supported and shaped me along the way.

Early in my career, I received two compelling job offers simultaneously: one from a major consulting firm with a well‑defined role, and another from SLB with a less clearly defined path. While the consulting offer made more sense on paper, I was already familiar with SLB from my university days, and the sense of adventure it represented intrigued me. Trusting my instincts and my desire to seek new horizons, I chose SLB’s offer.

I can’t begin to explain how much this choice changed the trajectory of my life. I wanted new horizons—and I certainly found them.

Three years later, I was offered a project management role in Angola. Again, the move seemed illogical: a far-flung location and an unfamiliar role. “Just grab it,” my father said. I trusted him, together with my instinct, and the adventure continued.

I grew immensely through these experiences. I strengthened my ability to keep a level head in high‑stakes situations and developed a deeper appreciation for things we sometimes take for granted. It was also in Angola that I met my husband, beginning the beautiful journey of building a family of five.

Nearly 20 years and many horizons later, SLB offered me the opportunity to return home as managing director for Argentina, Bolivia, and Chile. It was the honor of a lifetime to help my own country achieve its energy and production targets. And more importantly, it placed me in a position to make a meaningful impact on so many lives.

It’s been eight countries and 15 roles across different businesses, as of today. But even through a whirlwind of changes and moves, I always felt a sense of belonging in every new office. I truly believe that SLB’s culture of support is what has empowered me (like so many of my colleagues) to take risks that lead to such discovery and growth. That, along with the brilliant leaders—Stephanie Cox, Sophie Zurquiyah, Hatem Soliman, and many others—that have guided me along the way.

At 100 years, SLB continues to thrive because it supports its people in forging their own paths to purpose and impact. And as we seek new experiences, there are always others beside us striving toward a shared vision.

What’s on the horizon for SLB in its next century? Something I can’t wait to discover, together.