It started in Paris in the early 2000s. I applied to SLB on a whim. I was benchmarking their hiring experience for a project at a different company. A few days later, I was offered a job to lead HR at an SLB facility in the Netherlands, which I declined. The real reason is... I didn't know what Schlumberger was, and I found it unusual to be offered a job abroad by a company I didn't know about!

Little did I know — a few months later, they would call back with Paris on the table. I went in for the interview and noticed that everyone seemed to be from a different corner of the world. It felt like the United Nations, and I loved it, so I took the job!

When I joined as a young HR professional, I was handed responsibilities I hadn't expected and wasn't sure I was ready for. Looking back now, I recognize that experience for what it was: exactly what we promise every fresh-out who joins SLB.

Over the years, I moved across departments, geographies, and domains that were not obvious choices for me when I began my career. From HR to business consulting, country manager, back to HR. Each time, the implicit message was the same: we trust you to figure this out. That's an unusual thing for a large organization to say and mean.

Somewhere along the way, SLB became more than a career. It's where I met my husband; our children grew up alongside that journey, building friendships around the world, and getting to know the colleagues who became part of our extended family.

Most companies develop talent within a single function or discipline. SLB takes a different approach. We build leaders across businesses, geographies, and domains. And that makes all the difference — not only for career growth, but for how people learn to think, solve problems, and lead.

But what truly sets SLB apart is our people. Their drive, energy, and relentless focus on turning ideas into action. Perhaps more than anything: our people never rest on their laurels. In an industry moving as fast as ours, that's how you continue to lead.

In 2019, after 17 years with SLB, I left to pursue a new challenge. During those seven years, I watched SLB from the outside and saw an organization continuing to evolve. More open, more forward-thinking, more deliberate. So when, in 2025, I received another call out of the blue, I didn't hesitate. Returning as Chief People Officer wasn't a calculated move. It was a heart-and-guts decision, and one I'm extremely glad I made.

Now, standing at SLB's centennial, what excites me most isn't what we've pioneered before; it's what we haven't imagined yet. I’m excited to watch SLB do something beyond what we can picture today within our current portfolio or capabilities. To take everything we've built — our people, our tech, our drive for performance — and expand to new horizons.

There's nowhere else I'd rather be for the next chapter.