Has international mobility become an essential part of a career in management? Career narratives with employees at the head office and within the Hungarian and British subsidiaries of a major French energy sector company shed light on the both selective and limited opportunities for expatriation and inpatriation—for managers and especially for directors. Despite the relative enthusiasm of managers for such ventures, the payback associated with such moves varies enormously according to individual profile (age, sex, qualification, family situation), the types of role undertaken and especially the entry points into the group (head office or subsidiary).