Year-end reflections: digital, service, and customer expectations
This was my first full year in a new role at Baker Hughes and, like many of you, I am still surprised by how quickly it passed. 2025 was fast, full, and often demanding; but it also brought a level of clarity that only comes from spending time with customers and teams in the field. For all the conversations we have had about digital transformation, AI, and technology trends, the most meaningful lessons came from something simpler: listening.
What I heard again and again is that customers want the same few things. They do not want complexity. They want outcomes they can rely on and partners they can trust. Those customer expectations are shaping our work in powerful ways.
Customers want outcomes, not complexity
Across industries and regions, customers are remarkably aligned. They are not focused on the internal mechanisms of how we deliver results. Whether the solution comes from advanced analytics, AI, or a straightforward workflow is not the point. They care about reliability, consistency, and confidence that we will stand behind the outcome.
This is where our identity as a service-first organization matters. Software vendors provide tools, but we provide results. That distinction shapes how customers see us and how we must continue showing up for them. Our digital capabilities strengthen our value, but the trust we build through service is what makes the difference.
The shift from B2C to B2B expectations
Another clear trend this year is how personal experiences are influencing professional expectations. We all live in a world where everything is trackable, easy to access, and intuitive. If a delivery service stopped showing the status of a package, most of us would feel uneasy. That expectation for immediacy and simplicity now carries into the industrial world.
Customers increasingly expect the same transparency and ease of interaction from their service partners that they experience every day as consumers. Digital is no longer something that enhances the experience; it is part of the baseline. Operators want clear visibility, real-time access, and simplified decision making. This shift will continue to shape how we design, deliver, and support our solutions.
A few aha moments from this year
Digital is an enabler, not the whole story
The most meaningful conversations this year reminded me that customers rarely think in terms of “digital” and “non-digital.” They think about their problems holistically. They expect us to show up with an integrated view of maintenance, operations, and digital tools—not as separate offerings. This reinforces our need to deliver as one team.
There is more untapped potential than people assume
I often hear that service businesses have limited room to grow, but this year proved otherwise. Digital transformation is opening new paths for value creation across the aftermarket. When we combine our OEM knowledge, operational expertise, and digital capabilities, the opportunity expands rather than contracts.
Customer experience is emotional as much as technical
Even in a highly technical industry, people want to feel understood. They want a partner who simplifies their work, not one who adds new layers of complexity. Trust and experience influence decision making as much as the algorithm behind an insight. This mindset will shape how we prioritize customer experience in the years ahead.
Why customer experience matters more than ever
Technology alone does not create adoption. Great analytics are not enough if the experience around them feels confusing or fragmented. What drives adoption is trust. It is the sense that someone is working alongside you, not simply handing you a tool.
Customer experience also starts long before any contract is signed. It begins with what customers hear about us, the clarity of our value proposition, and the confidence that we will deliver. That requires strong alignment across sales, service, operations, and digital. When we operate as one team, it shows in the experience customers receive.
Looking ahead to the Annual Meeting
As we approach the Annual Meeting, my focus is on listening. We will have the opportunity to deepen our conversations with customers about what they need next, how digital can simplify operations, and how we can make outcomes more measurable and more reliable.
The energy landscape continues to evolve and, with it, the expectations placed on service providers. This creates challenges, but also an extraordinary opportunity to shape how digital and service come together in the next chapter of our industry.
Closing reflection
2025 reinforced the essentials. Digital transformation continues, but not always at the same pace. Expectations for simplicity and measurable value are rising quickly. And the companies that will lead are those that combine technology with trust, outcomes, and a great experience.
I am grateful to our customers for their openness, to our partners for their collaboration, and to our teams for the work they do every day. I look forward to continuing this journey together in the new year.