I had been in the company for less than a year when it happened.
I was the most junior member of our wireline crew on an offshore rig—and the most senior voice had already spoken.

Everyone expected agreement.
Instead, I paused . . . and said no. We cannot do that.
I followed with the technical explanation: why the assumed approach wasn’t right, and how we could potentially do it more safely.

Not because I was brave.
Not because I was experienced.
But because I had been taught—early and clearly—that doing the right thing matters, and that integrity in how we operate is just as important as success.

That gumption didn’t come from years of experience or leadership
It came from the leaders around me.

From the very beginning, my leaders didn’t just support my decisions; they taught me how to make them. They showed me that leadership is not about pleasing others, but about choosing what is right, especially when it’s uncomfortable.

Take that moment on the rig. After I made the decision to push back, the senior vice president at the time did the unexpected and firmly supported my recommendation—despite the additional resources it required, the disagreement that caused, and having to say no to the rig leader. It completely changed the course of my career.

His trust sent a message I carry to this day: if you act with integrity, you will never stand alone at SLB.

Moments like that are why I’ve always said that SLB and I are a good fit. What I do aligns with who I am.

There were others that believed in me further down the line, but my first leaders were the ones to elevate me at times when I was still questioning my own capabilities. They gave me opportunities to step into leadership roles before I felt ready and guided me through difficult moments and inevitable mistakes. They didn’t shield me from the consequences but rather helped me learn from them. Those experiences never appeared on my résumé, but they shaped how I lead far more than any title or position ever could.

SLB made this journey possible by trusting me early, exposing me to complexity, and always holding me to high standards. It taught me that leadership is not defined by university titles, seniority, or position—but by living our values every day, exercising sound judgment, learning from our mistakes, delivering results, and taking responsibility for helping others see and reach their full potential.

As our company celebrates 100 years, I feel compelled to express how proud I am to work here. I’m proud to work for an organization and in an industry that can solve real problems that matter—to power lives, economies, and progress.

It’s wonderful to see us still leading responsibly, innovating boldly, and developing people with intention.