I’m often asked how I navigate sustainability in a sector like oil and gas, and I understand why. The industry I work in isn’t typically seen as a frontrunner in climate action or corporate sustainability. But if we want real progress, it can’t just come from the outside. We need people inside the system, too – people who understand how it works and are willing to challenge it constructively. That’s the space I’ve chosen to work in.
Today, I lead sustainability strategy and cultural transformation at International Petroleum Corporation. My role is about embedding sustainable thinking where it matters most: in decision-making, leadership conversations, and how we define long-term value. I’ve learned that building a career in sustainability isn’t only about frameworks or regulations. It’s just as much about timing, perspective, and building trust.
I’ve come to appreciate the complexity of working across legal, social, and operational systems, especially in a sector where those intersections are everywhere. That’s part of what makes the work difficult, but also essential. You’re not just talking about change; you’re sitting at the table where decisions are made.
If I’ve learned anything, it’s that the roles that stretch you don’t always have “sustainability” in the title. Sometimes, the best way to understand how change happens is to be part of the system of making decisions.
The path that brought me here wasn’t a straight one. I studied international law at the Graduate Institute in Geneva, expecting to work in international organizations or diplomacy. But early on, I took a role in Corporate Social Responsibility or CSR, as it was called then, at an oil and gas company. That move, though unexpected, marked the beginning of my sustainability journey.
After a few years in my role, I felt there were limits to the role and few opportunities to grow. I started exploring new directions: sustainability, which was still quite niche at the time, and risk management, both inside and outside the sector. But nothing seemed to land.
Eventually, I gave myself permission to pause and let go of the pressure I had placed on myself. A few months later, our leadership team announced a spin-off of our non-core assets, and I had the chance to join a new venture. It was a small team, just ten of us at the corporate headquarters, and it felt like working in a startup, but inside oil and gas. That experience opened new doors. I got involved in business development, M&A, and operational integration across different countries. It wasn’t a traditional ESG role, but it gave me exposure to how companies are really built and run.
If I’ve learned anything, it’s that the roles that stretch you don’t always have “sustainability” in the title. Sometimes, the best way to understand how change happens is to be part of the system of making decisions.
Sustainability is a journey, not a job title. You don’t need “ESG” in your title to make a difference. You need curiosity, conviction, and a willingness to work at the heart of decision-making or innovation.
“While it can feel uncomfortable, discomfort is where real growth happens.”
One of the biggest lessons I’ve learned is that the world, and the corporate world in particular, is not black and white. I’ve enjoyed discovering the complexity of industries like oil and gas and realizing that you can drive change from within. That change may happen in smaller ways, but it’s no less important.
When I started, we didn’t even call it “sustainability.” It was CSR, and it wasn’t yet part of the core strategy. But things began to shift in the early 2000s with the launch of the UN Global Compact under Kofi Annan, and later on with the publication of the UN Guiding Principles on Business and Human Rights in 2011 and the Paris Agreement on Climate Change in 2015. These were clear signals that companies had a role to play in addressing global challenges.
Even that feels recent. Many of the expectations and frameworks that shape corporate sustainability today were still being developed when I entered the field. That timing, being part of the space as it evolved, has shaped how I approach this work. I see corporate sustainability not as something fixed, but as something we build over time, in context and with people.
And while it can feel uncomfortable, that discomfort is where real growth happens. You’re constantly balancing ideals with operational realities. But that’s also what makes it meaningful.
A turning point for me came in my late twenties, during a personal crisis that made me reassess what kind of leader I wanted to be. I didn’t want to lead two lives: one at work, another at home. I wanted to bring my full self to what I do.
Of course, over time, you also learn to refine. You gain emotional intelligence and learn how to influence without alienating yourself. I sometimes describe it as managing the “activist mindset”. Passion is essential, but in a corporate setting, you have to know when and how to raise the hard questions so that people stay in the conversation.
That mindset helped shape my decision to pursue an EMBA at IMD. I didn’t go in with a rigid plan, but I knew I needed new tools and a wider lens. The program gave me space to reflect and helped me sharpen how I lead, not only in sustainability but also across broader committees, both within my organization and beyond. I found that my voice carried greater influence at leadership tables and in the strategic forums where I engage. I also developed a more strategic and resonant way of linking sustainability to the broader business agenda, one that speaks directly to the priorities of decision-makers.
When women see someone like them in leadership, it helps shift what feels possible.
Representation matters. I’ve spent most of my career in male-dominated spaces. At times, I was the only woman in the room, and I felt that. But I also saw how important it is to be visible, especially for others who are looking for a way in.
When women see someone like them in leadership, it helps shift what feels possible. It’s not just symbolic, it creates space for others to lead too. That’s something I’ve come to take seriously.
ESG needs people who understand systems, whatever those systems are.
There’s no one path into sustainability. I came from law. Others come from engineering, finance, operations, or communications. This field needs all of it.
If you’re considering a career in ESG, here’s what I’ve learned:
To me, sustainability is more than metrics. It’s about helping companies see further, act sooner, and take responsibility seriously and systematically. The work isn’t always linear. But that’s what makes it worth doing. And there’s space in this field for anyone willing to do the work, especially those ready to stay in the room and keep asking questions.
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