It was 1999, and not even a year had passed since I became section manager—what you would consider a “normal” progression from execution to leadership. My center manager, Meyer Bengio, called me into his office and broke the news: “Eric,” he said, “you’re going technical again.”

His reasons may have been simple, but his decision was profound. According to Meyer Bengio, good managers were easy to come by, but strong technical people who truly understood our industry were rare.

At first, I thought, what did I do wrong? Am I being demoted? But in hindsight, it was a defining moment in my career.

You see, there are many reasons why SLB has reached its 100th year with both business and brand intact. We bring innovation, integrity, perseverance—all the qualities deemed worthy of an industry leader. Of a tech leader. Of a global leader.

But none of this would be possible without one seemingly small yet oh-so-big piece of the puzzle: how SLB approaches technical careers.

Meyer’s remarks nearly 30 years ago reassured me that I was part of an organization that genuinely values how technical people grow their knowledge and abilities over time. And it reminded me that, at my core, I’m a technologist. I give my best—my “150%,” if you will—when solving technical problems.

I’ve spent every decade since leaning into the technical support system we have internally and am proud to now call myself an SLB Fellow, which is (what I believe) one of the highest distinctions for a technical expert in the energy industry.

In the same way that Meyer Bengio and several others (here’s lookin’ at you, James Brady, Stephen Whitley, and Shashi Menon) became my friends and constructive skeptics, I’m now happily helping colleagues and customers solve difficult problems in even more difficult situations. Because I know what it means to have someone you trust push your thinking and your growth.

I’m the “go and fix it” guy. And while it’s not an official title, I cherish it as if it were. For it reflects what we do at SLB: we deploy our experience and expertise wherever it’s needed, wherever we’re called.

To be part of an organization and industry that solves problems for the benefit of people all over the world is an honor that’s nearly impossible to put into words. Our world will always need energy—will always need us to innovate better, perform stronger, and react quicker. And I’m thrilled to play a role in sustainable resource development that will form the bedrock of future societies for generations to come.

SLB has always put me in a position to uphold three core principles: passion, a love of technology, and constantly pushing boundaries. Here’s to going out and fixing it for another century!