C. Susan Howes begins her 2027 SPE presidency with a focus on strengthening the Society’s role as the energy industry’s leading source of technical excellence while advancing professional development and member engagement across its global community.
Guided by the theme “Learn. Share. Connect. Grow.,” she is focused on helping members build rewarding careers while strengthening SPE for the future. In this interview with JPT, she discusses her goals for the Society and the importance of cultivating talent across the energy industry.
PB: As you begin your term as SPE President, what is the overarching theme or vision that will guide your leadership?
SH: My theme as 2027 SPE president is “Learn. Share. Connect. Grow.” Originally developed for the pilot of the NextGen Early Career Lecture Program, it captures the value that SPE provides throughout every stage of a professional career.
Whether members are students, young professionals, or experienced technical leaders, SPE offers opportunities to continuously learn, share knowledge, build meaningful professional relationships, and grow both technically and personally. These four words reflect not only what SPE does best, but also the culture I hope to reinforce during my presidency. “Learn. Share. Connect. Grow.”
PB: What are the top priorities you hope to accomplish during your presidency, and what impact would you like to have on SPE and its members?
SH: My priority is to strengthen SPE’s long-term impact by reinforcing its role as the premier source of technical excellence, professional development, and community for the global energy industry.
At our July 2026 SPE International Board meeting, we began updating SPE’s Strategic Plan around three interconnected objectives:
- Solutions—The Premier Source of Technical Excellence
- People—Develop the Future Workforce
- Energy—Transform our Business Model
These objectives align closely with the priorities I established when I was nominated for president.
First, I want to reinforce SPE’s position as the premier source of technical excellence by continuing to provide trusted technical content and opportunities for knowledge exchange.
Second, we must develop the future workforce. That means improving the transition from student to professional member, increasing member retention, and demonstrating the value of lifelong engagement with SPE. Professional development is no longer optional. SPE membership is essential to a career in a rapidly evolving industry, and SPE is uniquely positioned to support members throughout their careers.
Finally, we must ensure SPE remains a strong and sustainable organization. Membership growth and financial sustainability are closely linked, and both depend on delivering exceptional value to our members.
Throughout my presidency, I will continue engaging with industry leaders, employers, and SPE members to demonstrate how SPE strengthens technical competency, leadership capability, and professional networks. When individuals invest in their own development through SPE, they also strengthen the organizations and communities they serve.
PB: What do you believe SPE does exceptionally well today, and where does it have the greatest room for improvement?
SH: SPE’s greatest strength is its credibility. Around the world, members rely on the Society as a trusted source of technical knowledge, best practices, and lessons learned across the energy industry. That reputation exists because thousands of volunteers generously share their expertise and remain committed to advancing the profession.
Like many organizations, SPE has faced significant challenges over the past decade, including the industry downturn in 2015 and the disruptions caused by the COVID-19 pandemic. Those events accelerated trends in membership decline and placed additional pressure on financial sustainability.
The opportunity now is to build on our strengths while adapting to changing member expectations. We must continue delivering outstanding technical content while creating even greater value through professional development, leadership opportunities, and meaningful connections across our global community.
SPE has demonstrated remarkable resilience throughout its history. By remaining focused on our members and continually evolving to meet their needs, I believe the Society is well positioned for an even stronger future.
PB: What role should SPE play in helping members navigate changing expectations around sustainability, emissions reduction, and energy security?
SH: The future of energy requires thoughtful leadership grounded in sound engineering, technical excellence, and informed dialogue. While sustainability is often discussed in terms of policies and metrics, lasting progress depends on people who are willing to ask difficult questions, challenge assumptions, and collaborate across disciplines to develop practical solutions.
SPE’s role is not to advocate for a particular policy position, but instead to provide members with trusted technical information and a forum for objective, evidence-based discussion. Through our conferences, technical sections, webinars, and publications, we bring together experts with diverse perspectives to address some of the industry’s most important challenges.
For example, SPE has established technical sections focused on Sustainable Development and Methane Emissions, while our Asset Management Technical Section includes energy economics, policy, market analysis, and the future of energy within its taxonomy. These resources help SPE members stay informed as the energy landscape continues to evolve.
As expectations around sustainability, emissions reduction, and energy security continue to change, SPE will remain a trusted source of technical knowledge and a place where professionals can learn from one another while advancing responsible energy solutions.
PB: Are there opportunities for petroleum engineers that you believe are currently underappreciated or overlooked?
SH: One of the greatest opportunities is to become involved in emerging technical disciplines that are expanding the scope of our profession. The skills developed by petroleum engineers such as systems thinking, subsurface expertise, risk management, and complex problem-solving are increasingly valuable across a broader range of energy technologies.
SPE reflects this progression through its evolving portfolio of technical sections. In addition to our traditional disciplines, SPE members can now engage in areas such as geothermal energy, hydrogen, and critical minerals, with additional technical communities emerging as industry needs advance.
I encourage members to explore these technical sections, not only to expand their technical knowledge but also to connect with experts who are helping shape the future of energy. These communities provide an excellent way to identify new opportunities for career growth while continuing to build on a strong engineering foundation. Access to technical sections is an exclusive privilege for SPE members.
PB: The industry continues to face workforce and talent challenges. How can SPE help attract, develop, and retain the next generation of technical professionals?
SH: Building the future workforce begins long before graduates enter the industry. SPE supports that effort through outreach initiatives such as Energy4me and collaborations with partners like Switch Energy Alliance, which introduce students to the opportunities available in energy.
Across the world, SPE sections further strengthen this pipeline by providing scholarships, mentoring, internships, technical programs, and networking opportunities for students and young professionals. These initiatives help individuals build both competence and confidence as they begin their careers.
Retention is equally important. Today’s professionals are looking for more than technical training; they want community, meaningful connections, and opportunities to develop as leaders and to make an impact. By creating engaging experiences at every career stage, SPE helps members build lasting professional relationships while developing the technical and leadership skills needed for long-term success.
Investing in people is one of the most important investments our industry can make, and SPE is uniquely positioned to support professionals throughout their careers.
PB: What can companies and industry leaders do better to inspire students and early-career professionals to pursue careers in our field?
SH: Attracting the next generation requires a collaborative effort among industry, academia, and professional societies like SPE. Each has a unique role to play in preparing students for successful and rewarding careers.
Industry professionals can have a tremendous impact by engaging with SPE student chapters, sharing real-world case studies, and demonstrating the wide variety of career paths available across the energy sector. These interactions help students connect what they learn in the classroom with the challenges and opportunities they will encounter in practice.
Employers also strengthen the talent pipeline by offering internships, structured early-career development programs, mentoring, and rotational assignments. These experiences accelerate learning while helping new professionals build technical competence, business understanding, and confidence.
Academic institutions play an equally important role by partnering with industry advisory boards to ensure their curricula reflect evolving technical and business needs.
When industry, academia, and SPE work together, we create a stronger pathway from the classroom to professional practice. That collaboration is essential to developing the skilled, adaptable workforce our industry will need in the years ahead.
PB: What skills, technical or otherwise, do you believe will be most valuable for petroleum engineers over the next decade?
SH: As our industry embraces digital technologies and artificial intelligence (AI), the most valuable engineers will be those who combine technical expertise with sound engineering judgment, critical thinking, and strong collaboration skills. AI can significantly improve the speed and quality of data-driven insights, but it cannot replace the human ability to interpret results, evaluate uncertainty, or consider ethical, operational, and long-term business implications.
Through my work as an SPE Distinguished Lecturer on ethical decision-making and with the SPE Leadership Development Committee, I have seen that technical excellence alone is no longer enough. Critical thinking is developed early in a career, while engineering judgment is refined through experience and strengthened by integrating technical, commercial, and organizational perspectives.
Equally important is the ability to collaborate across disciplines and cultures. The most effective solutions emerge when diverse expertise and viewpoints are brought together to address increasingly complex challenges.
Experiential learning, including action learning projects, business simulations, and leadership opportunities, is one of the best ways to develop these capabilities. These experiences prepare engineers to leverage AI responsibly while maintaining the judgment, adaptability, and leadership our industry will continue to require.
PB: Can you point to a recent innovation or breakthrough that you believe has the potential to transform the industry?
SH: While technological innovation continues to reshape our industry, I believe some of the most transformative innovations involve how we develop people.
Throughout my career, I’ve had the opportunity to help launch several global SPE initiatives that continue to benefit SPE members today, including Young Professionals, the Leadership Development Committee, the Career Advancement Network, and the Asset Management Technical Section.
Today, I’m working with an ad hoc committee to pilot the NextGen Early Career Lecture Program. The goal is to give students and early-career professionals meaningful opportunities to present technical topics while receiving coaching from experienced volunteers. This initiative not only develops communication and leadership skills but also encourages young professionals to become active contributors to industry literature much earlier in their careers.
Investing in the next generation of technical leaders is one of the most important innovations we can make because the future of our industry depends as much on developing people as it does on developing technology.
PB: Having worked with professionals from different regions and backgrounds, what lessons have you learned about the value of SPE’s global community?
SH: One of the greatest strengths of SPE is the diversity of perspectives within its global community. High-performing technical teams succeed when leaders create an environment where every voice is heard and respected.
Diversity extends far beyond geography. It includes differences in technical disciplines, professional experiences, employer cultures, educational backgrounds, generations, languages, genders and personal perspectives. These differences challenge assumptions, improve problem-solving, and foster innovation; but only when leaders have the skills to facilitate constructive dialogue, build consensus, and guide teams toward sound decisions.
One leadership capability that is often underestimated is the ability to influence without authority. By listening actively, integrating diverse viewpoints, and building trust across organizational and cultural boundaries, leaders enable teams to perform at their highest level.
Ultimately, the strongest organizations combine technical excellence with inclusive leadership, creating an environment where innovation and collaboration thrive.
PB: What initially inspired you to become involved with SPE, and what has kept you engaged throughout your career?
SH: My connection with SPE began early. I received an SPE Gulf Coast Section (GCS) scholarship while I was in high school, and my father was an SPE member, making me a second-generation member. I was active in the SPE student chapter at the University of Texas, and after beginning my career with Anadarko in Denver, I regularly attended SPE meetings.
After returning to Houston through an Anadarko transfer, I became involved with the GCS Scholarship Committee. Later, while leading Anadarko’s first asset divestments, I joined the SPE-GCS Business Development study group to learn from experts outside my company about the world of mergers, acquisitions, and divestitures. That experience reinforced the tremendous value of SPE’s technical community and professional network.
Since then, I’ve had the privilege of serving in numerous leadership roles, including Gulf Coast Section Chair, SPE International Board Regional Director, Distinguished Lecturer, Program Chair for the 2024 ATCE, Founding Chair of the Asset Management Technical Section, and member of several global committees.
What has kept me engaged is the opportunity to work alongside talented colleagues who are passionate about advancing our profession and supporting one another through shared purpose and service.
PB: What is one lesson you’ve learned over the course of your career that you wish you had known earlier?
SH: Build a strong technical foundation first. Your credibility begins with technical excellence. But over time, your impact will depend just as much on your ability to broaden your perspective through cross-functional experiences that strengthen your business acumen, leadership, and collaboration skills.
Seek assignments that stretch you beyond your comfort zone. Treat every colleague with respect, build meaningful professional relationships, and invest in a network that extends beyond your organization. Leadership is built through influence, collaboration, and the ability to bring diverse perspectives together to solve complex problems.
Professional societies such as SPE provide exceptional opportunities to accelerate your development. Volunteer for leadership roles, contribute to technical publications, and present your work. These experiences strengthen communication skills, expand your professional network, and prepare you for increasing leadership responsibilities.
Most importantly, remember that technical leadership is measured not only by the solutions you deliver, but by the people you develop and the culture you help create. Your legacy will ultimately be defined by both.
PB: If you could leave SPE members with one key message as you begin your presidency, what would it be?
SH: My message is simple: Learn. Share. Connect. Grow.
Those four words capture the enduring value of SPE throughout every stage of your career.
Never stop learning. Our industry continues to evolve, and SPE provides world-class opportunities to expand your knowledge and stay connected to emerging technologies and best practices.
Share what you know. As your experience grows, so does your responsibility to mentor others and transfer knowledge to the next generation. Sharing lessons learned strengthens both individuals and our profession.
Build meaningful connections. The relationships you develop through SPE often become your trusted sources of advice, collaboration, and support throughout your career. Invest in your network and be willing to help others when they need you.
Finally, continue to grow by embracing new challenges. Seek opportunities that stretch your capabilities, ask for guidance from experienced mentors, and remain open to continuous learning.
If we all commit to learning, sharing, connecting, and growing, we will strengthen not only our individual careers but also the future of SPE and our industry.
PB: Susan, thank you for sharing your insights, experiences, and vision for the future of SPE. We appreciate your time and look forward to following your journey as SPE President in 2027.
To our SPE Podcast listeners, thank you for joining us. Beginning in October, Susan will continue the conversation in her monthly JPT columns and podcasts, offering updates on her presidency and her perspective on the issues shaping SPE and the industry. If you enjoyed this episode, be sure to share it with your colleagues. Subscribe so you never miss an episode. You can find more conversations like this, along with the latest technical content and industry news on the SPE and Journal of Petroleum Technology websites.
You can contact the SPE President at President@spe.org.
C. Susan Howes is the president of Subsurface Consultants & Associates LLC, where she leads the firm’s commitment to strengthen decision quality by building, applying, and sustaining the capability behind critical subsurface decisions. She brings extensive leadership experience from her tenure at Anadarko and Chevron, where she held roles of increasing responsibility in reservoir engineering, business development, human resources, organizational capability, and reservoir management.
A dedicated member of SPE since receiving an SPE scholarship in high school, Howes has made significant contributions to the organization. She has served in key leadership positions, including chair of the SPE Gulf Coast Section (2004–2005), Gulf Coast North America Regional Director on the SPE International Board of Directors (2006–2009), Distinguished Lecturer (2019–2020), founding chair of the Management Technical Section (2022–2023), and chair of the 2024 SPE Annual Technical Conference and Exhibition Program Committee. Her outstanding service has been recognized with numerous honors, including the 1997 SPE Young Member Outstanding Service Award, 2005 SPE International Distinguished Service Award, 2016 SPE DeGolyer Distinguished Service Medal, and the 2018 SPE Honorary Member Award.
Beyond her industry contributions, Howes is actively involved in academia, serving on advisory boards for petroleum engineering programs at Montana Tech, Colorado School of Mines, and the University of Texas (UT), where she is also a member of the Geology Foundation Advisory Council and incoming member of the Cockrell School of Engineering Advisory Board.
She holds a BS in petroleum engineering (cum laude) from UT and was named a 2024 Distinguished Alumna of the Hildebrand Department of Petroleum and Geosystems Engineering at UT.
Howes served as president of Chevron’s Women’s Employee Network when Chevron received the Catalyst Award. She held several leadership roles in the Society of Women Engineers (SWE)–Houston Area (HA), including Awards Chair. She was named the SWE-HA recipient of the 2020 Woman of Excellence award from the Federation of Houston Professional Women. Howes served on the Girl Scouts of San Jacinto Council Board of Directors, was a National Council Delegate from 2020 to 2024, and currently serves on the Properties Committee.
