- Programme studied and graduation year: MSc Human Resources & Organisations, 2018
- LinkedIn profile
This alum’s career journey has taken her across continents and into the heart of global organisational transformation. In this blog, she reflects on adapting to life abroad, building a career at the intersection of GenAI and people strategy, and the lessons learned from saying yes to challenges before feeling ready.
What are your current areas of focus, professionally or otherwise?
I'm a Director in BCG's People & Organization practice, based in Silicon Valley. My work sits at the intersection of GenAI and people strategy, organisation design and HR transformation. I spend most of my time helping organisations figure out how to transform themselves in a world that's changing faster than most operating models were built for and how to bring their people along for the ride. I also lead a global team of Organisation Design and Operating Model specialists so my days involve both advising clients directly and helping build the expertise that serves them.
Tell us about your career journey since graduating from LSE?
My career journey since graduating has been anything but geographically linear. After graduating from LSE in 2018, I joined Boston Consulting Group in London. The journey has since carried me across New York, and now Silicon Valley, each client, each context, each business challenge teaching me something the previous one couldn't.
What skills have you learnt along the way?
The skill I've come to value most are:
- Adaptability - whether stepping into an unfamiliar market, leading through ambiguity, or pivoting when the path changed, staying agile has been the throughline of everything I've done.
- Social awareness - working across geographies also sharpened something less obvious, the ability to read a room.
- Building trust quickly and lead teams across cultures and contexts.
Has your career worked out the way you envisioned?
Not at all and I'm genuinely grateful for that. My LSE thesis on Artificial Intelligence for Strategic Talent Resourcing felt niche at the time - today, GenAI and people strategy sits at the centre of almost every client conversation I have. The roles that shaped me most weren't the ones I had mapped out in my final year, they were the ones I said yes to before I felt ready.
What were the most valuable lessons you took away from studying at LSE?
The most valuable lesson LSE gave me was the importance of experimenting. Being thrown into a new country, a rigorous programme, and a room full of brilliant, driven people from every corner of the world forces you to stretch in ways you don't anticipate. LSE taught me to be comfortable not having all the answers, to back myself in unfamiliar territory, and to find opportunity in discomfort. That lesson has followed me to every city and every client since.
What’s the greatest challenge you’ve had to overcome?
Navigating life abroad and doing it more than once. When I first moved to London for LSE, I was managing everything at once: finding my footing in a new country, keeping up with the pace of the programme, breaking into a competitive job market, and building a network from scratch. And then I did it again. And again. Each move brought the same challenge in a new form: proving yourself all over again, in a new context, with a new set of rules.
This was relentless. But it taught me the most grounding lesson I carry: don't let failure get to your heart, and don't let success get to your head, both will visit you often. The goal is to stay steady throughout both.
If you had one piece of advice you could give your younger self, what would it be?
Two things. First: The magic happens outside the comfort zone. Get comfortable being uncomfortable. Don’t spend a lot of time waiting to feel ready for the next role, the next move, the next challenge. That feeling rarely arrives before the opportunity does, say yes first. Figure it out after.
And secondly: invest in your relationships, relentlessly. Your network is your greatest asset, and the people you meet along the way e.g. classmates, colleagues, clients etc. Meeting professors will help open doors, shape your thinking, and show up for you in ways you can't predict. Nurture those connections before you need them, you'll be glad you did.
Share with us your fondest memory of the Department of Management.
It's impossible to pick just one because some of my fondest memories are of endless hours in the LSE library with my dissertation partner and study buddies - the kind of marathon sessions that are exhausting in the moment but become the stories you tell for years.
As President of my hall, I also loved bringing people together, organising Halloween parties, Sunday breakfasts, creating a community out of one of the most diverse groups of people I've ever been around.
I'll never forget singing Christmas songs in Dr. Jonathan Booth's class, a joyful reminder that learning doesn't always have to be serious. I was constantly in awe of Dr. Connson Locke's depth of experience. She had a way of bringing the real world into the room that made everything feel immediately relevant. The Department gave me rigour, and the whole LSE experience gave me community and I cherish both of them, so much.
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