Hi! I’m Anah, a third-year Psychological and Behavioural Science student at LSE. 

Last summer, I completed a remote internship with Spring ACT, a Swiss-based non-profit that uses technology to combat global social injustices. I specifically worked on capitalising on their UN AI For Good award success by increasing the reach of Chatbot Sophia – an AI-powered chatbot that provides confidential support to domestic violence victim-survivors. What started as a five-week internship has evolved into an ongoing partnership, and I’m now serving as their UK Lead for their AI Impact Ambassador programme. 

Why the LSE Careers Summer Internship Programme?

LSE Careers Summer Internship Programme offers penultimate and final year undergraduate students with limited work experience the opportunity to complete a 140-hour internship with a charity, UK public sector organisation, or a UK SME. 

I’ve always been drawn to careers in the public and third sector, where I could contribute to meaningful social change. Yet finding entry-level formal opportunities in this space, especially paid opportunities, is incredibly challenging. Experience is becoming an increasingly valuable commodity in our competitive job market, but I wanted to find opportunities that aligned with my values whilst building practical skills. 

LSE Careers Summer Internship Programme bridges this gap beautifully by partnering students with mission-driven organisations. Spring ACT’s mission immediately resonated with me – supporting domestic violence survivors through innovative technology felt both urgent and inspiring. As someone keen to explore AI’s potential as a force for good, this was the perfect opportunity to gain real-world exposure to these fields whilst contributing to genuinely impactful work. 

My role and responsibilities

I was given significant responsibility and autonomy to shape my own project, which focused on developing a comprehensive B2B strategy for expanding Sophia’s reach. Over five weeks, my work included: 

• Research and analysis: Building on research skills developed through my degree, I conducted an extensive literature review identifying six key barriers to non-profit technology adoption and performed sector-specific analysis. Applying these methodologies in a real-world context – where my findings would directly inform partnership strategy – was incredibly valuable. 
• AI prompt evaluation and quality assurance: I conducted comprehensive testing of Sophia’s conversational abilities through a behavioural science lens, engaging with the chatbot from multiple user perspectives, as a victim-survivor, parent, child, friend and someone struggling with substance abuse. This systematic evaluation of AI outputs helped identify areas for improvement and ensured the tool was genuinely serving its users’ needs. 
• Strategic database development: I built a comprehensive partnership database tracking 100+ Swiss organisations and designed an A/B testing pilot study for 14 NHS practices in Crawley serving between 6,700 and 15,000 patients each. The pilot compared different outreach methods, in-person visits, phone calls, and emails, to optimise our approach. 
• Business strategy: I developed a tiered B2B partnership strategy with a three-level package structure, creating email templates, outreach materials, and a menu of corporate partnership options. I’m particularly proud that this work led to securing a new partnership with a local GP practice. 

Working remotely with an international team

I’ll admit, I was initially uncertain about a remote internship. Would I miss out on valuable face-to-face interaction? Would it feel isolating? 

Those concerns quickly disappeared. The remote format gave me control over my schedule, allowing me to maintain balance between work and my personal commitments. But more importantly, the team dynamic was exceptional. 

I was genuinely inspired and energised by the team’s intellect and passion. Working with an international team based across different time zones taught me so much about considerate collaboration. Everyone was mindful of each other’s working hours, and the diversity of perspectives enriched every discussion. Spring ACT uses Spot – a virtual office space with customisable avatars and social spaces including gardens, a kitchen, and even a prayer room. This made remote work feel genuinely connected with regular coffee chats over virtual pastries! 

The communication was seamless. I had regular check-ins with my supervisor Ahona, and conversations with other team members helped me think through complex problems, from proposal building blocks to aligning the strategy with their emerging ambassador programme. I always felt supported despite the physical distance. 

Creating continuity beyond the internship

This internship significantly boosted my confidence and gave me invaluable exposure to the intersection of social impact, behavioural science, and technological innovation. It helped clarify my career aspirations towards enabling digital transformation for societal good and provided tangible experience to reference in applications and interviews. 

But what made this experience truly special was what happened after the formal internship ended. I enjoyed my time with Spring ACT so much that I proactively reached out about continuing the work. Unlike traditional corporate internships with established graduate schemes, social impact internships don’t always offer clear pathways for continued involvement – but that doesn’t mean the opportunity has to end. 

I’m now the UK Lead for their AI Impact Ambassador programme, working to increase awareness of Sophia in the UK and implementing some of the recommendations from my summer research. The relationships I built and the work I delivered created opportunities for meaningful continuity that aligns with my final year schedule and career goals.  

I was thrilled to recently meet Rhiana Spring, Spring ACT’s CEO – an award-winning international human rights expert and entrepreneur – in person for the first time when she visited London. She was even more inspiring face-to-face, incredibly generous with her time and advice, and our conversation reinforced my commitment to this work. I cannot speak highly enough of her, and if you’re interested in innovative approaches to social impact, I highly recommend following her on LinkedIn. 

Why I’d recommend this programme

LSE Careers Summer Internship Programme offers something genuinely valuable: the chance to gain substantial, paid experience with organisations doing meaningful work. You’re not just observing – you’re given real responsibility to contribute to projects that matter. 

For students interested in the non-profit sector, opportunities like this are rare and worth pursuing. The work is challenging and you’ll need to be self-motivated, especially remotely, but if you’re willing to take ownership of your project and think creatively, the experience is incredibly rewarding!  

The post Guest blog: My journey from summer intern to UK lead at Spring ACT first appeared on LSE Careers blog.

I had three internship offers to choose from this summer – two of them through the LSE Careers programme (both with the kind of institutional backing that looks good on a CV), and the third from a multinational leader and instantly recognisable name in the utilities sector.

Having considered my options, I chose Studio Zao – a London-based boutique management consultancy that most people haven’t heard of. Why? Because I decided I wanted to spend my summer tackling real problems with real clients from day one, rather than observing and shadowing from the sidelines.

Five weeks later, I had built an LLM model that automated the initial aspects of the bid proposal process (in other words, a bid chatbot).

Here’s how that happened…

The first hour

On my first day at Studio Zao, about an hour after I had arrived, Flora (my manager) handed me a research project for a £70,000 bid for Tamworth Council. I hadn’t even figured out where the bathroom was yet, but there I was, working on a live client project!

Most internships ease you in with training modules and shadowing. Studio Zao trusted me with real work immediately. That set the tone and my expectations for everything that followed throughout my time there.

During the first few weeks, while also dealing with my own projects, I paid close attention to how my expert colleagues operated. I watched Flora, Charlotte, Jamie, and Chris craft bid proposals. They would reflect on patterns from past projects, extract social value commitments from client requirements, and weave them into compelling narratives that demonstrated Studio Zao’s track record.

The process was brilliant. It was also incredibly manual.

These were strategic thinkers spending hours on extracting, matching and brainstorming ideas that could otherwise be automated. This was time they could have spent on actual strategy, client conversations, and the thinking work that consultants are valued (and paid) for.

I started wondering if I could fix that. Not just wondering, actually – I thought I could build something. Milo, one of the consultants, agreed to help me with the technical side.

And so suddenly I had a real project. One that would actually matter if I could pull it off.

The reality of building artificial intelligence

Here’s what I learned quickly: knowing about AI and actually building AI are completely different things.

I’d researched LLMs at LSE, had understood the concepts through my e-business modules whilst working on case studies and strategising for big MNCs, and thought I had a decent grasp of the technical side.

But building a model that produced reliable outputs? That was a different challenge entirely.

The biggest problem was AI hallucinations. The model would generate information that sounded completely plausible but was entirely false. Fixing that required constant testing, changes, and more iteration than I had anticipated.

However, every conversation I had with colleagues made the project stronger. Every piece of feedback meant another round of testing and refining. I spent countless hours running tests, incorporating what I’d learned, and rebuilding sections when they didn’t work.

When my initial approach wasn’t working, Milo walked me through why and helped me rebuild the architecture from scratch. Those conversations were invaluable. He asked questions that made me rethink my fundamental assumptions.

Charlotte helped me step back and reflect on what each iteration was teaching me, not just what it was producing. Flora pushed me to probe deeper instead of settling for results that kind of worked. Jamie showed me what teamwork looks like in practice. Chris demonstrated how to transform an idea into something tangible. Laia helped me figure out how to break down technical work in ways that actually resonated with people.

Towards the end of my last week, I finally got a grasp on things. The timing felt almost cinematic.

The final presentation

During the closing hours of my internship, I presented what I had built.

The model could automate the manual extraction work that used to take hours. It pulled patterns from past bids, matched client requirements, and generated social value narratives, incorporating feedback from our previous successes and failures.

Most importantly, it freed up the team to spend more time on strategy and client-facing work – the things that actually required human thinking. I had taken something I had observed in those first few weeks and turned it into a sustainable tool the firm could actually use.

What actually mattered

I came into this internship thinking I would learn by observing. That I would watch experienced consultants work and absorb their best practices through careful attention.

What actually happened was messier and more valuable.

I learned by trying things with colleagues, getting feedback, and trying again independently. I asked questions that revealed gaps in my understanding, reflected on my work and scrapped approaches that were not working to start over.

The real learnings I gained were not about AI or bid proposals. They were about how growth mindset in the corporate world actually works – when you take on challenging projects that push you into unfamiliar territory, and when you collaborate with more experienced colleagues and have the chance to apply their feedback.

Looking back, the networks and team building I cultivated mattered more than any individual project I worked on:

• The desk concierge who knew everyone and taught me how the office actually functioned.
• The person who I would chat with in the building elevator – they worked for a different company but still helped me to shape my perspective.
• The colleagues who had worked internationally and shared insights that I would not have gained otherwise.

Every conversation added something to my learning curve. Those relationships and the high of my first successful project are what I will carry forward, more than any additions to my CV.

Why I would recommend a summer internship

I chose Studio Zao because I wanted real responsibility from day one. I wanted to work with people who would challenge me to take on more. I wanted a hands-on internship; solving actual problems, not working on training exercises.

I am happy to now say I worked on strategic challenges with major clients, was trusted with meaningful responsibility immediately, learned from people who were genuinely excellent at what they do, and built something that solved a real problem.

And that Tamworth Council bid I’d worked on during my first hour? We won it. I found out on my last week at Studio Zao. It felt like exactly the kind of successful and proud closing moment it was.

How my summer internship shaped my career vision

This internship confirmed my dream career path: to work in strategy and innovation consulting.

My even bigger takeaway was figuring out the kind of workplace I actually thrive in because you cannot know that until you have experienced it.

I need teams that trust and support you with real work immediately, where taking initiative matters more than seniority, and where your team collaborates with you and gives you feedback to help you improve.

That being said, I am keeping an open mind about different sectors and even working abroad as I start my applications spree this year. I’m excited to see what’s in store for me next!

Want more workplace insights? Explore ‘insider tips’ on the LSE Careers blog.

The post Guest blog: Aishah’s experience of finding the ‘right’ internship first appeared on LSE Careers blog.

As I head into my final year at LSE, I’ve been reflecting on the tools and experiences that have helped me make the most of my time here. 

LinkedIn has been absolutely vital for connecting with people, discovering opportunities and building my confidence. My main qualification for writing this post is that my friends have (lovingly) labelled me a LinkedIn warrior.

I know LinkedIn doesn’t always have the best reputation. It’s often accused of fuelling imposter syndrome and toxic hustle culture. It’s a place where people are always “excited to announce” their latest win and 18-year-old startup founders write endlessly about “thought leadership.” It’s easy to scroll and feel helplessly behind – sometimes before term has even started.

This is a post in defence of LinkedIn that will hopefully offer you some actionable tips for using it positively!

Reframe your mindset

This is the single most important shift. 

Like every other social platform, LinkedIn is a highlight reel. Behind every shiny internship are countless rejections that never make it onto the feed. And remember: everyone’s path is different. Privileges, opportunities and life circumstances are huge factors shaping where people end up.

The big change for me came when I stopped seeing LinkedIn as competition and started seeing it as inspiration. Think of it like a career catalogue. Spot someone in a role you’d love? Scroll back and see how they got there. What steps did they take, what skills did they build and which organisations did they work with? Use that knowledge to shape your own journey, apply to similar opportunities – or even better, reach out and ask them about it.

Instead of proof you’re “behind,” let it be proof of what’s possible.

Keep track of your wins

Get into the habit of updating your LinkedIn whenever you achieve something – big or small. That might mean a new society role, completing a course, getting work experience or even finishing an assignment you’re proud of.

When application season comes around, it’s surprisingly hard to remember everything you’ve done. Having an up-to-date profile acts like a living record of your progress. Trust me, future you will thank you!

Communicate your value

Keeping track is one thing, but describing it well is what makes the difference. Don’t just list job titles or roles, practice summarising what you actually did and the impact you had.

Where possible, quantify that impact (eg, “increased social media engagement by 48%” or “organised an event attended by 100+ students”). Not only does this make your profile stronger, but it also gives you ready-made CV bullet points and interview talking points.

Posting about these experiences (or even just adding the detail to your profile) while they’re fresh in your mind, gives you the best chance to practice concise communication – a skill that employers really value.

It can feel daunting to post at first, but visibility is key to unlocking opportunities. Be confident in sharing what you’ve achieved!

Find opportunities

Once you’ve played around with the platform a bit and LinkedIn understands what you’re interested in, it becomes a goldmine of opportunities.

From internships and graduate roles to events, courses, and volunteering opportunities – the algorithm starts working in your favour.

It’s more than just a network – it’s one of the best job boards out there. And often, it can also point you directly to recruiters, hiring managers, or alumni who’ve already been successful in the role.

Reach out

This is the part that surprised me most: people are often far more generous with their time and advice than you’d expect. Every time I’ve reached out to someone – especially LSE alumni – I’ve been amazed at how willing they are to share their journeys and insights.

People are often very enthusiastic and excited to help out students and reminisce on their days at university. Make it as easy as possible for them to say yes and give you helpful answers!

Final thoughts

LinkedIn doesn’t have to be about showing off. At its best, it’s a space to celebrate accomplishments, support one another, and discover new paths.

If you’re just starting out, treat it as a tool for connection, learning, and building confidence. That’s what it’s really for.

Check out LSE Careers’ webpages about LinkedIn for further information and top tips.

And, if you’d like personalised support, you can book a one-to-one appointment with an LSE Careers consultant, who can walk you through setting up a strong LinkedIn profile and using the platform in a way that works best for you.

The post How to start using LinkedIn as a student first appeared on LSE Careers blog.

After I finished the second year of my International Relations degree last summer, I had the opportunity to take part in LSE’s Internship Fund Scheme (IFS). I joined the innovation team at the London Institute for Contemporary Christianity (LICC) and worked with them throughout the month of July.

What type of organisation did you work for?

LICC is a charity working at the intersection of faith and contemporary culture. Their aim is to demonstrate how Christianity can speak into the everyday lives of modern believers. The organisation also creates resources, runs courses and explores the role of Christianity in society today. Although the world as we know it looks very different from biblical times, their work highlights how biblical teaching can remain relevant when interpreted through a modern lens.

What were your main responsibilities in this role?

During my internship, I had the chance to get involved in a wide range of tasks. I attended Christian festivals in Yorkshire and Shoreham, helping on the organisation’s stall, engaging with visitors and promoting their work. I also helped lead a seminar at one of the events.

When I was in the office, I took on an internal consultancy-style role which involved reviewing materials, communications and the organisation’s social media structure to identify how they could better engage younger audiences. I was also asked to produce a report on the state of Christianity in the UK, which involved researching material from other organisations working in similar areas.

What made you consider the Internship Fund Scheme?

I applied for the IFS because I wanted to explore whether the charity sector might be a future career path. I also hoped to strengthen my skills in research, public speaking and operations. The internship fulfilled these aims, and although I enjoyed the experience, it also helped me realise that the charity sector is not where I want to begin my career. This insight alone was incredibly valuable. I developed a range of soft skills and gained experience I can now discuss in future applications and interviews, making the internship a key part of my career development.

What was your day-to-day experience of working there?

Most of my time was spent in the office or at festivals, although I did work from home for a few days. The team used Microsoft Teams for internal communication, which was useful experience as I hadn’t used the software much before. I attended weekly team meetings and daily morning check-ins, which helped me understand how the organisation worked and what different teams were doing.

The staff were exceptionally welcoming, and I had the chance to meet people from a variety of backgrounds. Several had previously worked in marketing or business, and hearing about their transitions into the charity sector was particularly insightful. The internship allowed me to grow my network and learn from people with diverse experiences.

How did this work experience develop your skillset?

The placement wasn’t without challenges, and I often had to take initiative. For example, I was asked to coordinate the shopping list for one of the festivals, and different team members had conflicting views on how I should approach it. This pushed me to develop skills in diplomacy and managing expectations. Interacting with the public at festivals also helped me learn how to adapt my communication to different audiences and have purposeful conversations.

Overall, I was really satisfied with the internship. I gained practical skills, established a clearer sense of what I want from my future career, and formed experiences that will stay with me.

Some final thoughts…

I would definitely recommend the Internship Fund Scheme to other LSE students. It provides access to opportunities in organisations that might not otherwise be able to offer paid internships, opening doors into sectors where paid experience can be hard to secure. It also gives interns the chance to take initiative and work beyond the structure of traditional corporate programmes. I’m extremely grateful to both LSE and LICC for making this experience possible.

The post Guest blog: Ben’s experience with LSE’s Internship Fund Scheme first appeared on LSE Careers blog.

Neurodivergent students and graduates often face challenges when application processes and workplaces aren’t designed with neurodiversity in mind. These barriers also limit organisations by excluding talented individuals who could otherwise thrive.

Drawing on both lived experience and professional expertise, this panel discussion focused on the systemic barriers neurodivergent people face when entering the workplace, alongside practical strategies for creating inclusive environments.

Reducing barriers to entry through the application process

Employers can make relatively simple changes, including incorporating photos and case studies of neurodivergent employees onto their ‘Careers’ or ‘Work for us’ webpages, which can make a big difference. These changes can help candidates to feel valued regardless of neurotype, as many do not disclose their neurodiversity due to fear of discrimination within competitive roles.

Further barriers include:

• Recruitment processes built around rigid interviews, unclear expectations and inaccessible applications
• Limited neurodiversity training for managers and teams
• Stereotyped assumptions about capability that overlook individual strengths

Creating workplaces where neurodivergent people can thrive

Meaningful inclusion must go beyond individual adjustments and instead be embedded into organisational culture. Strategies include:

• Recognising and celebrating neurodivergent strengths such as analytical thinking, creativity and attention to detail
• Valuing different communication styles and ways of working
• Using inclusive technology and AI thoughtfully to reduce cognitive and environmental barriers
• Building empathy and understanding through training and open dialogue

Top tips for moving forward

Neurodivergent students and graduates can be supported by:

• Inclusive recruitment and onboarding practices designed with neurodivergent candidates in mind
• Employers who actively listen to neurodivergent voices and lived experience and who have a long-term commitment to supporting and retaining neurodivergent talent

Neurodiversity in the workplace goes far beyond individual adjustment. When organisations invest in neuroinclusive practices, they unlock innovation and performance.

Meet the panellists

• Joanna Gibbs (Moderator), Founder and CEO at SENsational Tutors Ltd: Joanna is a qualified teacher with over 20 years’ experience supporting children and young adults with SEND. As a neurodivergent leader, she champions personalised, strength-based approaches that help individuals thrive.
• Sean Gilroy, Senior Design Principal, Accessibility and Inclusive Design at BBC: Sean Gilroy is a Senior Design Principal at the BBC and co-created the organisation’s award-winning neurodiversity initiative, CAPE. He also chairs the Neuroinclusive Organisations Network (NiON).
• Jack McFerran, Managing Director at Goldman Sachs: Jack leads the UK Equity Franchise Sales desk at Goldman Sachs and has played a key role in developing internal groups that support both neurodivergent employees and parents of neurodivergent children.
• Frances Akinde, Education Consultant and SEND Expert at Inclusion HT: Frances is a neurodivergent educator, former headteacher and author with more than two decades of experience across the education sector, championing inclusive SEND practice, intersectionality and assistive technology.
• Edmund Lewis, Careers Consultant at the London School of Economics and Political Science: Edmund specialises in supporting disabled and neurodivergent students with the transition from university to employment.

With special thanks to the panellists for their contributions to this discussion.

You can find more upcoming events like this one on our Careers support for disabled students webpage.

The post Identifying barriers to neurodiversity in the workplace first appeared on LSE Careers blog.

As a Black woman with over 20 years of professional experience, I’ve often asked myself: how much of my true self can I bring into the workplace? Can I speak in my natural tone, wear my natural hair proudly, or share perspectives shaped by my culture without judgment?

You may be asking yourselves similar questions as you navigate your career. Many employers pride themselves on encouraging their employees to ‘bring their authentic selves to work’. But what does that actually look like, and how do you do it? 

What do we mean by being authentic at work? 

According to the LSE Business Review’s blog post on ‘re-thinking authenticity at work’, authenticity in the workplace is defined as “the extent to which one believes one may candidly and transparently express a true inner self – behaviourally, verbally, moralistically – in the presence of others without fear of reproach. … Fundamentally, authenticity at work means feeling able to express or operate in accordance with one’s genuine values, beliefs, motivations, culture and personality, among colleagues, managers, clients and other stakeholders equally.”

Why does being authentic at work matter? 

Being authentic in the workplace doesn’t only benefit the individual, but organisations too. This often takes shape in the form of the following:

The realities and challenges of being authentic at work 

While authenticity sounds ideal in theory, the reality is more nuanced—especially for individuals from marginalised or underrepresented backgrounds. 

Many people worry about being judged, misunderstood, or penalised for cultural expression, accents, hairstyles, or values. You may find yourself questioning whether your workplace will truly accept every part of you, or whether sharing certain aspects of your identity could lead to bias or stereotyping.  

Authenticity exists on a spectrum, and it’s okay to adapt 

Being authentic does not mean revealing everything about yourself or showing up the exact same way in every setting. Authenticity is a spectrum, and how much of yourself you share may shift depending on your environment, the people you’re working with, and what feels comfortable and safe for you as an individual. 

There is absolutely nothing wrong with choosing to adapt, hold back, or ‘code-switch’ when needed. For many, this is a form of self‑care, protection, or professional strategy, not a lack of authenticity. 

How can you be more authentic at work?

These are five practical steps you can take to embrace your true self in a professional context:

Embracing authenticity as strength 

Embracing your authentic self is about harnessing your unique strengths and perspectives. Your cultural heritage can be viewed as a source of resilience, creativity, and innovative thinking that can drive positive change within organisations. By staying true to who you are, you contribute to a more inclusive and dynamic workplace culture where diversity is celebrated.   

To conclude, I am reminded of the words of LSE alum Gen Kawasaki during a Race Equity panel event when he reminded the audience that “your authenticity is your superpower”. Reflect on how you can bring this superpower to the workplace, embrace challenges as opportunities to grow and contribute to building workplaces where every individual feels heard, respected, and valued.  

The post Embracing your authentic self in the workplace first appeared on LSE Careers blog.

Growing up with both my parents working in healthcare, I absorbed a particular narrative about careers: find your singular passion and dedicate your life to it. My parents had found theirs in the surgical specialty, and I assumed my path would follow a similar trajectory – a straight line toward one clear destination, one dream job that would define my professional identity until retirement!

But my journey from PhD student to permanent lecturer turned out to be nothing like that linear. Instead, it became a path of discovery, where each experience and role revealed different facets of who I was and who I could become. What I’ve learned is that sometimes the most fulfilling career isn’t the one you plan from the outset, but the one you craft through experimentation and a willingness to be defined by what brings you joy.

When I started my PhD in media communications at LSE, I had very clear ideas about what I wanted – and what I definitely didn’t want. I was terrified of teaching. I thought I would be terrible at it, so I avoided it entirely during my first year, focusing solely on my PhD. That year was lonely and unfulfilling. That isolation was an important lesson. It taught me that I needed variety, interaction, and multiple threads of work to feel motivated. 

Learning by doing

My initial jobs weren’t driven by passion – they were driven by the very practical need for extra income as a PhD student. But those financially motivated choices became transformative. In my second year, I started working as a study advisor at LSE Life, having 30-minute appointments with students from across the School, from undergraduates to master’s students. 

At the time, I didn’t realise what this role was teaching me: that I loved working across disciplinary boundaries, that helping students from different departments navigate their academic journeys energised me in ways my research alone didn’t. 

This resonates strongly with what organisational psychologist Herminia Ibarra calls a “test and learn” approach: we discover who we are by doing, by experimenting with new roles and identities, not by introspection alone.

Confronting my fears

Eventually, I had to confront my fear of teaching. When I finally stepped into the classroom, something unexpected happened. The energy I got from teaching was unlike anything else. Even on difficult days, after a teaching session, I felt like a completely different person. This was something I never thought I would say during the first year of my PhD when I actively avoided any teaching opportunities.

After completing my PhD in 2022, I found myself juggling positions at four different institutions simultaneously. Managing four email addresses and four different student cohorts was genuinely challenging. But that year was fundamental in helping me understand that teaching might matter more to me than I’d ever imagined – not instead of research, but as an equally vital part of my academic identity. 

Building authentic connections

Throughout these different experiences, the relationships I built mattered. When I started at LSE Life, that led to opportunities with the LSE Laidlaw Programme and other student-facing initiatives like LSE Changemakers and LSE Congress. People who saw my work found me for other projects. None of these opportunities came from calculated networking – they emerged from genuine relationships with colleagues I admired and enjoyed working with.

I recently asked Catherine Reynolds (LSE Careers consultant to LSE PhDs and Research Staff), “Is it a bad thing that I always get energised or motivated by the people I work with? That I’m more driven by the work environment than by the task itself?” 

Now I know that it isn’t bad at all. Understanding that meaningful relationships and collaborative environments help me thrive has been crucial in making career decisions. 

The interdisciplinary revelation

Starting from politics and international relations in my undergraduate degree, then moving to media communications, I was unconsciously exploring interdisciplinarity long before I had words for it.

My PhD research studied citizenship at the intersection of sociology, urban studies and media and communications. My role as a Fellow in Interdisciplinary Social Science at LSE100 proved to be the dream position I had been applying to work in since 2018 (and finally was offered an interview and a position in 2023!) – what excited me is that you’re a teacher in a classroom with first-year students from every single department of the School, addressing a societal topic; in this case, Artificial Intelligence from a social science perspective.

This realisation came when I secured my permanent position as a lecturer in interdisciplinary learning at Regent’s University London. I have just left LSE to take up this role, and it feels both surprising and perfectly right.

It was definitely not my intention when I started the PhD to find myself in an interdisciplinary team. But all those different experiences during my doctoral years (the teaching, the advising, the exposure to students from economics, mathematics, law, and beyond) helped me identify this as an area I genuinely wanted to work in.

I’m still in a media and communications scholar by training, but I focus on different types of identity now – climate migrants, victims of gender-based violence – as well as on pedagogy and teaching practices. 

Practical reflections

If I could share anything with current PhD students navigating their own paths, it would be these five points:

• There is no single right path: Try as many things as possible. It’s only through experimentation that you discover who you are – maybe for the next three years, maybe just for this year. 
• Publish strategically: You can have one publication when you graduate, and that’s perfectly fine. Don’t prioritise quantity over quality or sacrifice your wellbeing. Publications should fit within your PhD project and help advance your thinking, not just add to your CV.
• Network authentically, not transactionally: Try to identify and work with people you genuinely align with. The relationships that have mattered most in my career weren’t strategic networking – they were connections built on shared values and mutual respect.
• Apply for jobs even when you don’t meet every criterion: I’ve done this multiple times and ended up getting positions I never thought I would get. 
• Protect your wellbeing: If you find yourself in a stressful environment, remember that the skills you’ve developed during your PhD are transferable. You have options, even when it doesn’t feel like it. 

Many possible selves

Herminia Ibarra describes how we carry within us not one true self but many “possible selves”, versions of who we might become that exist as vague hypothetical ideas until we bring them into focus through action. 

I used to think that not having one clear dream job meant I lacked direction. Now I see it differently. What makes me happy at this specific time in my life is interdisciplinary learning. 

In five years, it might be something else, and that’s fine. The skills, experiences, and self-knowledge I’m building now will transfer, just as my PhD research skills transferred to teaching, and my teaching experiences revealed my love for interdisciplinary work.

If you’re currently doing your PhD, wondering what comes next, I’d encourage you to take on that teaching opportunity even if it terrifies you. Say yes to the side project that sounds interesting even if it doesn’t obviously align with your research. Build relationships with people whose work and values resonate with you!

Your academic identity isn’t something you’ll discover through introspection alone. 

You’ll craft it through action, through trying things out, through paying attention to what energises you and what drains you. Some experiments will fail. Some will reveal unexpected passions. All of them will teach you something about who you are and who you might become.

LSE Careers is here to support you through and beyond your PhD. LSE PhD students can book confidential career meetings with us – whenever you’re ready to talk about your career.

The post Discovering my academic identity: A test-and-learn journey first appeared on LSE Careers blog.

When I arrived at LSE in 2007 from a remote village in Sicily, I could barely speak English. Last month, when I picked up my alumni card and saw my old photo, I was shocked – that person feels like a lifetime ago. But the journey from that nervous research assistant to leading a 70-person consultancy team taught me lessons about career-building.

If you’re a PhD student wondering what life looks like beyond academia, let me share what 10 years in consultancy taught me – including why I recently resigned to start my own company, and why the hardest lesson from my PhD had nothing to do with research skills.

The long road: Building while learning

Unlike some career paths, mine wasn’t linear or strategic. I came to do a PhD but worked for two years first on a research job with a professor at LSE. This involved everything research-related, helped me improve my English, and gave me enough money to live in London.

During my PhD, whenever any professor needed research help, I said, yes. This wasn’t about money. It exposed me to different professors across different departments. More importantly, several of them were getting consultancy work but didn’t want to do the data-heavy parts, so they passed projects to me.

By the time I finished my PhD, I had teaching positions lined up and I’d built consultancy experience. I’d been exposed to major consultancy firms. Fifteen years later, one of those firms approached me: “We’ve known you for so long through your work.”

I was 40 by then. I thought, “Should I change careers now?” and decided, it’s now or never.

The interview that changed everything

Here’s what maturity taught me: By now I understood consultancy deeply. I’d been doing it independently. I’d been running a self-funded research centre, which meant finding funding from various sources. All those skills developed naturally over years.

When I interviewed at this American company (10,000 employees), I initially thought I’d feel lost in such a large organisation. But two things made the difference:

1. The person who hired me and became my manager – someone I’m still close with today
2. My colleagues and the genuine bonds we formed

This isn’t just networking. It’s about finding people you genuinely connect with. That’s what gets you places, not just having a long contact list.

The leadership challenge

After 10 years with the company, I was leading a team of 70 people with a large revenue target and 250 live projects.

I found the human side incredibly important, and vastly different from PhD work. There’s a truth about leadership: You tend to hear from people when there are problems. Throughout my time managing people, I dealt with bereavements, breakups, people losing housing. You have to play a role in these situations. Don’t underestimate the emotional labour.

The one skill my PhD didn’t teach me

As a team leader of 70 people, I was often trying to do too much myself, the client work, the research, everything. Obviously, I couldn’t.

With 250 live projects, I wanted to check them all, manage them all. It was impossible.

Through my work I discovered I was not great at delegation. The PhD hadn’t taught me that.

Why? Because then I didn’t have anyone to delegate to. The PhD is your own work, your book, your papers, your accomplishment. It was me, myself, and I, working with no one else involved.

You must learn to delegate and to trust. To be trusted, you must take the first step.

This was my biggest adjustment from PhD to corporate life. In research, perfectionism serves you well, you control every detail of your work. In leadership, perfectionism destroys teams. People won’t be happy if you try to direct and dictate everything. They need autonomy, and you can build trust by trusting first.

The PhD teaches valuable skills. For me these included analytical thinking; grasping information others miss; methodological rigor; all extremely valuable in consultancy

Why I moved on

In July, after 10 years, I resigned. It was terrifying. There are things money cannot buy, your passion, and how you want to grow.

I’ve always admired people who work incredibly hard, but here’s the truth: no salary makes you work 20 hours a day. You do the extra mile because you are inspired. When that inspiration disappears, it’s time to move on.

Was I scared? Absolutely. My fallback plan was my network.

The network that caught me

I thought, “I know enough companies. I’ve worked with everyone in this space over 10 years. I’ve been fair, loyal, and transparent.” Within one week, I had multiple offers from previous contacts and colleagues. Within three months, I had my own company and several new contracts.

Just last month, I interviewed for a university position at Brunel and got the job. Who suggested it? A former PhD colleague from 20 years ago, someone I’d shared an office with at the European Institute for five years. We reconnected at a conference, and that genuine connection from two decades ago opened a new door.

Today, I’m writing a European Commission proposal with a former colleague. It’s great we’re working together again. We are a good team, we align on values. And have constructive conversations about methods. Shared values create lasting professional relationships.

The lesson I wish I’d known earlier

What’s good for you today might not be good for you tomorrow, and vice versa.

In 2009, I got my first consultancy offer. I took it. I lasted two weeks. It seemed the role was incompatible with me, and I turned back to academia. It wasn’t the right time for that transition. I wasn’t ready to let go of my PhD work and I wanted more publications. I wasn’t ready to stop teaching. The financial offer had tempted me, but my heart wasn’t in it.

Six years later, when the opportunity came again, I was ready. I’d got what I needed from academia. The timing was right.

Advice for PhD students: What actually matters

1. Say yes to build your network early

During your PhD, when professors ask for research help, say yes. Even if you’re busy. Even if it’s not directly related to your thesis. Each project exposes you to different people, different departments, different opportunities. That’s how doors open.

2. Build genuine connections, not just contacts

Don’t just collect business cards or LinkedIn connections. Build real relationships based on shared values. Those are the people who’ll reach out 20 years later with opportunities, who’ll work with you again when you start your own venture.

3. Learn to trust and delegate

This will be hard. PhDs make us perfectionists and control-oriented. But if you move into leadership, whether academic or corporate, you must learn that trusting others is how you earn their trust. Start practising now with collaborative projects.

4. Know your non-negotiables

Money is important, but it’s not everything. Know what values you won’t compromise. Know what kind of leadership inspires you. When those things disappear from a role, have the courage to walk away, even if it’s scary.

5. Timing is everything (and you can’t always control it)

Don’t force career transitions just because others are doing them or because an opportunity appears. If your gut says, “Not yet,” listen. The right opportunity will come back around when you’re ready.

6. Keep knocking on doors

I came from a remote Sicilian village, barely speaking English. I got many “no’s,” many closed doors. For every rejection, someone eventually said yes because I was passionate, genuinely interested, and persistent. The worst they can say is no. Then you knock on the next door.

The PhD actually prepares you well for

Your PhD isn’t an endorsement of just one career path, it’s training that opens multiple doors. It gives you:

• Analytical skills that consultancies desperately need
• The ability to grasp complex information quickly
• Methodological rigour that sets you apart
• The resilience from managing a multi-year independent project

What it might not give you:

• Delegation skills
• Trust-building experience
• Corporate communication styles
• Team management practice

 The good news is you can learn those. The analytical foundation and intellectual resilience from your PhD is much harder to teach. It also gives you a powerful network. Often, you re-connect with someone you worked with years ago, someone you helped without expecting anything in return, someone who remembers your values.

That’s not just networking. That’s building a career on genuine human connections. And that, more than any analytical skill or methodological training, is what will sustain you for decades.

The PhD journey is challenging, but it’s also the foundation for unexpected opportunities. Stay open, build genuine relationships, learn to trust others, and don’t be afraid to walk away when you’re ready. Your career progression matters.

LSE Careers is here to support you through and beyond your PhD. LSE PhD students can book confidential career meetings with us – whenever you’re ready to talk about your career.

The post Leadership lessons from academia to consultancy: Why trust matters first appeared on LSE Careers blog.

The LSE community is very fortunate to have so many willing alumni participants able to reflect on and communicate their experiences for the benefit of those coming after them. Recently, Dr Leonardo Falabella, Dr Afroditi Koulaxi, Dr Simona Milio and Dr Mei Ling Young spoke about the careers they’re crafting beyond their PhD; two into academic careers and two into the commercial sector.

In this blog, I summarise some of the key points they made and encourage you to read more in the specific blog posts they are writing, which will be posted here on the LSE Careers blog.

Unexpectedness

The speakers’ careers took unexpected turns, involving learning through experience and illustrating the need to plan, but also to be flexible and adaptable. 

‘Reflection in action’ helped the speakers to identify their strengths and shape the direction they wanted to go in, sometimes involving those unexpected turns – I should also say that they are all excited by their current roles and happy in their work. 

How did this happen? It wasn’t by chance – luck is not an accident in career development. You can read more in our speakers’ upcoming blog posts about the specific actions they took to make things happen.

Other people

Building meaningful relationships with colleagues beyond mere networking and teamworking was another key theme and this often involves trust.

The speakers thrived most in places with strong trusting, authentic relationships between colleagues. For Simona this also meant learning to enjoy delegating to other people, a type of teamwork skill the PhD doesn’t teach. For Afroditi, genuine friendships and working out who she liked working with matters a lot.

The importance of the relational nature of work and what matters in work is not unusual but has different nuances for different people.

Time and space

The timelines and chronology are interesting too.

Sometimes the speakers noted they were simply not ready to make a move they had imagined or intended. They waited. The phrase ‘not yet’ is relevant to career progression.

Geography of career was also important, knowing where in the world you really want to be, now and in the future, influenced the choices made by our speakers.

Combining relationships, time, and space including  geo-political and other environmental factors including the spatial, ontic and temporal nature of career are concepts to consider.

Learning

The panellists agreed that their PhD had prepared them well for their next steps, only they didn’t always realise that at the time.

The range of experiences gained through and during their PhDs had significant influences. Reflecting on skills and gaps helped them to understand themselves and their professional identity post PhD.

This is about more than skills – it’s about values, interests and expertise too. The social learning of career deserves reflection and is brought to life in the ‘test and learn’ approach to career referred to by Afroditi in her blog post.

Roles

Being honest with yourself about who you want to be post-PhD can help shape what comes next.

Your ‘worker’ role matters but we all gain satisfaction from the multiple roles we embody. For example, we might also be family members, friends, community members and have other roles. Roles also have stages and phases which are shaped by the transitions between them.

In terms of career development, when listening to a career story I find myself thinking about:

1. What was going on – how did you make it happen? (Agency)
2. Who else was involved – how did they support or constrain you? (Social nature of work and community influence)
3. When was this happening – managing the timeline (Chronology and pace)
4. Where – the geography and politics influencing decisions (Personal and socio-economic influences)
5. Why – what’s the meaning of all this? Your motivations? (Purpose, narrative, making sense of it all)

Here, I’ve shared some of the thinking I use to understand career and theorise using key concepts. Crafting a career means moving out of the thinking phase and into the doing and reflecting phase; you do not want to stay stuck for too long in the liminal stage between PhD and the next thing.

Our speakers described lots of actions for you to test out, so read the blog posts as they’re published and be inspired!

You can also book a one-to-one meeting with LSE Careers to talk through your career plans or concerns and check out all the careers events coming up (including our next PhD alumni panel).

The post Beyond the PhD: Key alumni insights to power your next steps first appeared on LSE Careers blog.

What does ESG mean today?

ESG represents a global movement toward responsible, transparent and sustainable business. It focuses on how organisations protect the planet, support people and lead with integrity. ESG Career’s mission is to help professionals find roles that contribute to this transition.

How has the ESG job market changed?

In recent years, ESG roles have shifted from reputation-driven initiatives to strategic, compliance-led functions. A combination of investor expectations, climate risks and regulatory frameworks — such as the Corporate Sustainability Reporting Directive and Task Force on Climate-related Financial Disclosures — has significantly increased demand for skilled ESG professionals.

Two major trends

1. From reporting to implementation: Organisations have moved beyond preparing their first ESG reports. They now require professionals who can implement change, such as decarbonising supply chains, improving human rights due diligence and designing products for circularity.
2. From centralised to embedded roles: ESG responsibilities are increasingly spread across core business functions. This shift has created hybrid roles such as ESG Controllers in finance, Sustainable Sourcing Managers in procurement and Climate Risk Analysts in risk management.

Which sectors are driving demand?

The greatest demand comes from industries with large environmental and social footprints and complex global supply chains. Key sectors include:

• Construction, mining and industrials: hiring for carbon reduction and responsible sourcing.
• Fashion and consumer goods: strengthening supply chain transparency and social compliance.
• Agribusiness: focusing on water stewardship and regenerative practices.
• Data centres and energy technologies: managing high energy consumption and supporting energy-balancing solutions.

What distinguishes ESG roles from traditional sustainability jobs?

Traditional sustainability roles have often focused on brand reputation and philanthropy. Today, ESG roles require a more technical approach, using regulatory frameworks and financial analysis to assess risk and ensure compliance. As a result, the skill set has shifted from communication-led to data-led work, and ESG responsibilities are embedded within finance, legal and risk teams.

What are the best entry-level roles for students?

The right entry-level role depends on whether graduates prefer early specialisation or want broad foundational experience.

1. Direct specialisation

Graduate schemes or certifications in sustainable finance, carbon accounting or environmental impact provide deep technical expertise and are ideal for those who already have a clear focus.

2. Building flexible fundamentals

Roles such as ESG Data Coordinator or Junior Sustainability Analyst offer strong grounding in reporting frameworks and quantitative analysis. These roles are suitable for students who want breadth before choosing a niche.

What skills are most valued in ESG roles?

Alongside strong communication and project management, modern ESG roles prioritise technical competencies such as:

• data analytics, including Excel and visualisation tools such as Power BI or Tableau
• coding skills like Python or SQL for analysing large datasets
• working knowledge of major reporting standards, including GRI, SASB and TCFD

How can students show genuine commitment to sustainability?

Students can demonstrate real commitment by developing a portfolio of practical projects. Examples include creating dashboards using publicly available sustainability data or analysing trends in a company’s carbon emissions. These projects show the ability to turn raw data into meaningful insights.

What advice would you give to students unsure about their ESG specialism?

Students should begin by developing transferable technical skills, such as understanding the Greenhouse Gas Protocol and learning core data analysis tools. Starting in an ESG or sustainability consultancy can also provide broad exposure, allowing students to experiment with different project types and identify interests organically.

What does the ESG Career platform offer?

ESG Career provides a curated list of roles sourced directly from company career pages, enabling you to avoid outdated postings. The platform is free to use, requires no sign-up and provides ESG-specific filters to support targeted job searches.

If you’re interested in exploring ESG jobs, check out LSE Careers’ Discover | Sustainability programme hub for upcoming events and opportunities.

The post Exploring the growth of ESG careers and how students can stand out first appeared on LSE Careers blog.

Regulators play an essential role in the UK economy, overseeing industries to ensure fairness, transparency, and compliance. Whether your interests lie in finance, healthcare, technology, or environmental sustainability, there’s likely a regulatory body aligned with your values and goals.

Why work for a regulator?

Regulatory careers are intellectually stimulating and socially impactful. Working in this sector allows you to:

• Drive public good: Regulators protect consumers, promote competition, and safeguard the integrity of essential services.

• Engage with policy: Many regulators operate at the intersection of government, industry, and the public, offering a front-row seat to how policy decisions shape the UK’s social and economic landscape.

• Build transferable skills: Roles in regulation develop expertise in data analysis, stakeholder engagement, communication, and critical thinking – all of which are valued across sectors.

Key regulators in the UK

Depending on your specific area of interest, you might explore roles with:

• Financial Conduct Authority (FCA): Regulates financial markets and firms to ensure they operate fairly for consumers and businesses.

• Competition and Markets Authority (CMA): Promotes competition and prevents anti-competitive behaviour.

• Office for National Statistics (ONS): Produces the data that underpins government decision-making and public policy.

• Ofcom: Regulates communications, broadcasting, and online safety, ensuring fair competition and consumer protection.

• Environment Agency: Focuses on environmental protection, sustainability, and climate resilience.

Smaller and sector-specific regulators

Alongside the well-known, often larger, cross-sector regulators, there are many smaller or more specialised bodies offering equally rewarding career opportunities. These organisations focus on specific industries or professional standards, combining close engagement with technical expertise.

• Ofgem (Office of Gas and Electricity Markets): Regulates the UK’s energy sector, promoting sustainability, fair pricing, and a transition to net zero.

• Care Quality Commission (CQC): Ensures health and social care services provide safe, effective, and compassionate care.

• Information Commissioner’s Office (ICO): Oversees data protection and information rights, helping organisations handle personal data responsibly.

• Office for Students (OfS): Regulates higher education providers to ensure quality, fairness, and value for money for students.

• The Pensions Regulator: Protects workplace pensions and promotes good governance within pension schemes.

Working in a smaller or specialist regulator often means broader exposure to varied projects, close collaboration with senior colleagues, and clearer visibility of the impact of your work.

What kinds of roles are available?

Regulators offer a broad range of opportunities suited to different skills and interests, including:

• Policy Analysts: Develop and evaluate regulations to respond to emerging challenges.

• Economists: Examine market dynamics and assess the economic impact of regulatory decisions.

• Data Scientists: Work with large datasets to generate insights that inform policy and enforcement.

• Legal Advisors: Interpret laws and ensure organisations comply with relevant regulations.

Pathways into regulatory careers

LSE students are particularly well-suited to regulation roles thanks to their analytical training and international outlook. You can explore entry routes such as:

• Graduate schemes: Many regulators, including the FCA and CMA, run structured graduate programmes combining professional training and practical experience.

• Internships: Summer internships offer valuable insight into the work of regulators and a chance to build professional networks.

• Specialist roles: Some regulators recruit directly into technical or policy-focused roles, often seeking candidates with backgrounds in economics, law, or data analysis.

Top insights from LSE alumni

LSE alumni are making an impact across the regulatory landscape, using their academic expertise and critical thinking to address real-world challenges:

Pursuing an MPA at LSE gave me the analytical confidence and global policy perspective to navigate complex regulatory environments.

“I work at the intersection of policy, regulation, and innovation, helping shape the UK’s low-carbon future through frameworks that protect consumers while encouraging investment. My advice to students: don’t underestimate the value of empathy in regulation; understanding how rules affect people is as important as designing them.”

—Ifra Shah, Senior Policy Lead at Ofgem (MSc Public Administration, 2022)

My MSc in Political Theory at LSE trained me to read quickly and thoroughly, think and write carefully about this reading, and maintain a sense of humour when faced with dense material or deadline pressure, all of which have proved indispensable.

“In my current role at Ofcom, I work on enforcing compliance duties concerning online safety as well as network security and resilience. Much of my job involves analysing potential compliance breaches, drafting (internal and stakeholder-facing) materials pertaining to them in line with regulations, and communicating the rationale for any recommendations made.

“For anyone considering a career in regulatory compliance and enforcement, I would say this: if you would enjoy hunkering down with a complex piece of legislation or Codes of Practice to understand how it could be applied to a fast-developing industry (without feeling the burning need to run it through an LLM), you would likely feel right at home.”

—Pritika Datta, Online Safety Enforcement Advisor at Ofcom (MSc Political Theory, 2023)

If you’d like to learn more about regulatory careers directly from LSE alumni, consider reaching out for conversations or informational interviews; effective networking can offer insights that aren’t available through job descriptions alone. You can explore our guide to networking on the LSE Careers website to help you get started.

Standing out in applications

If you’re interested in finding ways to strengthen your application, consider the following:

• Highlight relevant coursework or projects, such as policy analysis, market research, regulatory case studies, or quantitative analysis.

• Demonstrate a clear understanding of the regulator’s remit, priorities, and the key challenges facing their sector. Showing commercial and policy awareness is essential.

• Showcase transferable skills such as analytical reasoning, communication, problem-solving, and stakeholder engagement, backing these up with specific examples.

• Tailor your CV and cover letter for each application, ensuring you directly address the competencies listed in the job description (for example, executing ideas, delivering analysis, or building relationships). Use concise, relevant examples to show how you meet these criteria.

• Do your research to understand the organisation’s purpose, current projects, and upcoming regulatory developments. This will help you write stronger applications and perform more confidently during interviews.

You can also enhance the quality of your applications by engaging with LSE Careers resources early in the process. Attending an Applications Essentials workshop or booking a focused one-to-one or practice interview appointment can give you practical feedback on your draft materials and help you present your strongest evidence.

Using AI effectively in your career exploration and applications

When used thoughtfully, AI tools can support your preparation for roles with regulators. They shouldn’t replace your own judgement or analytical thinking, but they can help you work more efficiently. These are just examples of how AI might be used; it’s essential to always start with your own ideas and insights before using AI to assist you. You might use AI to:

• Research sectors and organisations: Summarise consultation papers, regulatory decisions, or industry reports to build your commercial awareness more quickly.

• Break down job descriptions: Identify key competencies and get support with tailoring your own unique experiences to regulatory roles.

• Draft and refine application materials: Create a first draft of a CV bullet point or cover letter paragraph, ensuring the prompts are well thought out and include your specific experience and authentic voice.

Regulators value accuracy, independence of thought, and transparency. Always check facts, avoid generic language, and ensure your final application reflects your understanding of the organisation and the role. You can also check out our AI FAQ’s for more key information.  

How LSE Careers can support you

The LSE Careers team can help you explore and prepare for roles in this sector through:

• Career strategy and sector research: Explore our sector guides and online resources on how to research careers and how to find work.

• Workshops and events: Attend sessions featuring alumni and professionals working in regulation. Visit our Discover | Public sector and policy webpage for upcoming opportunities.

• Application guidance: Get tailored feedback on your CV and cover letter to highlight your strengths effectively. Check out our Applications Essentials workshops or book a focused one-to-one appointment.

• Interview practice: Prepare for competency-based and scenario-style interviews common in regulatory recruitment at a practice interview appointment.

Careers with regulators allow you to influence policy, foster transparency, and promote sustainability. With your LSE education and our careers support, you’re well-positioned to make a meaningful impact in this dynamic and vital sector.

The post Graduate careers with UK regulators: Roles, pathways, and insider advice first appeared on LSE Careers blog.

Here, our very own LGBTQ+ student society at LSE offers practical advice and guidance for tackling these challenges.

Navigating the application process

Even during the initial stages of recruitment, things can feel complicated. Something as simple as choosing whether to use a chosen name or legal name on your CV can create emotional pressure, especially when personal documents don’t match. Many trans students worry about how this will be perceived, or whether it may lead to uncomfortable questions during the recruitment process.

Tips for students:

• Use the name that feels safest and most comfortable for you; if needed, prepare a brief and simple explanation for any discrepancies in documents.
• Before applying, check whether the organisation clearly communicates its EDI policies or LGBTQ+ inclusion commitments.

Preparing for potential interview challenges

Interviews introduce their own challenges. Concerns about being misgendered, judged on appearance, or questioned about their identity can heighten anxiety. Even when interviewers mean well, a single misstep can shift the tone and leave a candidate questioning whether they will be respected and supported in the workplace.

Tips for students:

• Practice handling identity-related questions calmy and confidently, even if they are unlikely to arise.
• Pay attention to how interviewers use your name and pronouns, as this can offer insights about the organisation’s culture.

Researching the workplace culture

Beyond the formal recruitment process, many trans students engage in extensive research before accepting a role. Beyond reading job descriptions, they often look for signs of meaningful inclusion, active LGBTQ+ networks, visible diversity commitments, and evidence that inclusion extends beyond Pride Month. This extra research is often essential for trans students to feel safe and valued at their potential place of work.

Tips for students:

• Look for information from multiple sources, staff networks, employee reviews, LinkedIn posts, and company reports.
• If possible, talk to current employees to understand whether inclusion is part of their firm’s everyday culture and not just marketing.

Applying your strengths in the workplace

Although these challenges are real, they also nurture valuable strengths. Trans students frequently develop resilience, adaptability, self-advocacy, and nuanced interpersonal awareness – qualities that are increasingly sought after in the workplace. Navigating complex environments often builds strong communication skills and emotional intelligence.

In summary…

Preparing to enter the workplace can be stressful, but trans students bring powerful strengths shaped by their experiences. By researching employers carefully, asking the right questions, and trusting their instincts, trans students can find environments where they feel respected and able to thrive.

Building a career is not just about skills, it’s also about finding the right environment where you can be your full self.

You can learn more about careers support for students identifying as LGBTQ+ on the LSE Careers website, or book an appointment with a careers consultant to discuss your next steps.

The post A workplace guide for trans students: Everything you need to know first appeared on LSE Careers blog.

Welcome to part six of ‘From academia to consultancy’, a six-part blog series by LSE alum, Dr Simona Milio, designed to help researchers pivot into the dynamic world of consulting – a field often popular with LSE graduates, and the space Simona has been working in since 2015.

Thriving in your first consulting role

You’ve made the transition. The offer is signed. The onboarding is underway. You’re officially a consultant.

But success in consulting isn’t just about getting in. It’s about growing, adapting, and delivering value from day one.

Your first few months will shape how colleagues perceive you, how clients trust you, and how you chart your long-term path. This post is your guide to thriving, not just surviving, in your new role.

Orientation: Learn the landscape – fast

Consulting firms move quickly. You’ll be expected to contribute early, often in unfamiliar sectors or contexts. The best way to keep pace?

• Observe and absorb: Pay attention to how teams communicate, how decisions are made, and how clients are managed.
• Ask smart questions: Clarify expectations, understand the “why” behind tasks, and show curiosity without slowing momentum.
• Document your learning: Keep a personal log of frameworks, acronyms, and feedback. It’ll accelerate your onboarding and deepen your confidence.

Your PhD has trained you to learn deeply – now apply that skill with speed and agility.

Client engagement: Build trust early

Clients don’t expect perfection, but they do expect clarity, responsiveness, and professionalism.

• Be proactive: Share updates before they’re requested. Flag risks early. Offer solutions, not just problems.
• Tailor your communication: Translate technical insights into business language. Avoid academic jargon.
• Own your work: Even as a junior consultant, take full responsibility for your deliverables. Reliability builds credibility.

Think of every client interaction as a moment to reinforce trust and demonstrate value.

Managing intensity: Balance is a skill

Consulting can be demanding. There are tight deadlines, shifting priorities, and high expectations. But burnout isn’t a badge of honor.

• Set boundaries: Learn to manage your time, say no when needed, and prioritise ruthlessly.
• Protect your energy: Build routines that help you to recover. This could include exercise, reflection, or creative outlets.
• Lean on your network: Find mentors, peer allies, and safe spaces to share challenges and insights.

Balance isn’t passive. It’s a strategic choice that sustains performance.

Career trajectory: Think beyond the project

Your first role is a launchpad. Start shaping your path early.

• Seek feedback regularly: Don’t wait for formal reviews. Ask what you’re doing well and where you can grow.
• Explore internal opportunities: Get involved in thought leadership, innovation labs, or cross-functional initiatives.
• Track your impact: Keep a record of contributions, client praise, and lessons learned. It’s your evidence base for future promotions or pivots.

Consulting rewards initiative. The more you invest in your growth, the more doors will open. 

In summary…

Thriving in consulting is about mindset, momentum, and meaning.

You’re not just executing tasks. You’re also shaping outcomes, building relationships, and developing your professional identity. Your PhD has prepared you to think deeply. Now, consultancy invites you to think broadly and act decisively.

LSE Careers is here to support your ongoing development. Keep in touch through events and appointments and let us know how you’re getting on.

This blog post by Dr Simona Milio is part of a six-part series called ‘From academia to consultancy’. For more information about consultancy careers, you might like to check out LSE Careers’ Discover | Consultancy careers programme.

The post From academia to consultancy: Thriving in your first role first appeared on LSE Careers blog.

Welcome to part five of ‘From academia to consultancy’, a six-part blog series by LSE alum, Dr Simona Milio, designed to help researchers pivot into the dynamic world of consulting – a field often popular with LSE graduates, and the space Simona has been working in since 2015.

Navigating the application and interview process

You’ve built your consulting toolkit, refined your story, and identified your target firms. Now comes the moment of truth: applying and interviewing. For PhDs, this phase can feel unfamiliar and is less formal than academic hiring, but far more structured and competitive. The key is preparation, positioning, and presence.

Applications: Quality over quantity

Consulting firms value precision. A tailored application to five firms beats a generic one sent to fifty. Focus on:

• Targeted resumes: Highlight impact, not just activity. Use business language and quantify results.
• Concise cover letters: One page max. Show you understand the firm’s mission and how your background adds value.
• Referral leverage: If you’ve networked well, ask contacts for internal referrals. These often fast-track your application.

Tip: Track your applications in a spreadsheet: firm name, role, deadline, referral status, and follow-up notes.

Timeline: Know the rhythm

Consulting recruitment follows cycles. Strategy firms often recruit in waves (especially for graduate roles), while boutique and public sector consultancies hire year-round.

• Autumn: Peak season for graduate and PhD programmes.
• Spring/Summer: Good time for lateral hires and boutique firms.
• Rolling: Internal consulting roles and NGOs may post openings anytime.

Tip: Set calendar reminders for key deadlines and interview prep windows.

Interviews: Two worlds collide

Consulting interviews typically include:

1. Behavioural interviews: These assess fit, communication, and leadership.

•   Example question: “Tell me about a time you led a project under pressure.”
• Example question: “Describe a situation where you had to influence without authority.”
• Use the STAR method (Situation, Task, Action, Result) to structure answers. Keep them concise, outcome-focused, and relevant to consulting.

2. Case interviews: These simulate real consulting problems. You’ll be asked to analyse a scenario, structure your thinking, and walk through your solution.

• Example case: “A client’s profits have declined, how would you investigate the cause?”
• You’re not expected to know everything. What matters is your logic, structure, and communication.
• Tip: Practice aloud. Case interviews are performative, thinking clearly is only half the battle. You must sound clear too.

Common pitfalls to avoid

• Over-explaining: Academic habits die hard. In consulting, brevity is brilliance.
• Ignoring the client lens: Always tie your answers back to client impact.
• Skipping mock interviews: Practice is non-negotiable. Simulate the pressure before the real thing.

Final thought: It’s a two-way street

Remember, interviews aren’t just about proving yourself; they’re about assessing fit. Ask thoughtful questions. Observe team dynamics. Consulting is intense; culture matters.

In summary…

The application and interview process is your chance to showcase not just your intellect, but your adaptability, clarity, and client-readiness. With preparation and poise, you’ll move from candidate to consultant, and from potential to impact.

LSE Careers can help with all this. You can explore many resources to support your application and interview process.

Next week’s post will focus on thriving in your first consulting role. Let’s talk about what happens after the offer.

This blog post by Dr Simona Milio is part of a six-part series called ‘From academia to consultancy’. For more information about consultancy careers, you might like to check out LSE Careers’ Discover | Consultancy careers programme.

The post From academia to consultancy: Navigating the application and interview process first appeared on LSE Careers blog.

Starting a new job can feel like stepping into an unfamiliar city – exciting, but daunting. For LGBTQI+ professionals, there’s an extra layer to navigate: “Will I find people like me here? Will I be accepted for who I am?” Finding your community at work isn’t just about social comfort; it’s about belonging, authenticity, and thriving in your career.

At PwC UK, I’ve learned that community doesn’t just happen – it’s built, nurtured, and celebrated. When I joined, I wasn’t sure how visible to be. But the moment I attended my first Shine event (Shine is PwC’s LGBTQI+ employee network), everything changed. I met colleagues across grades and business areas who shared experiences, swapped stories, and offered support that felt genuine. That sense of connection gave me the confidence to bring my full self to work – and to lead the Shine UK network today.

“Hannah has not only built a stronger community for LGBTQI+ colleagues but has also shown how networks like Shine drive real change and support inclusion by representing the views, experiences and feelings that all colleagues feel, that impact how they are within and outside the workplace. Hannah’s contribution to the firm is a powerful reminder of the value of inclusive leadership and the difference it makes to our culture.” – Riteesh Mishra, Inclusion and Culture team

Riteesh’s words are a reminder that community isn’t just about connection – it’s about impact. By showing up for ourselves and others, we shape a culture where everyone can thrive.

Working in a Big Four firm as a queer individual means being part of an environment that’s still evolving, but it’s also an opportunity to shape that evolution. Finding your community is the first step; helping others build theirs is how we keep moving forward.

Tip one: Be visible, in whatever way feels right for you

Visibility doesn’t have to mean loud advocacy – it can be as simple as adding your pronouns to your email signature, joining a network call, or supporting Pride initiatives. Small signals of allyship and authenticity create ripples that make workplaces more inclusive.

Tip two: Seek out your community

Large firms can feel impersonal, but networks are the heartbeat of belonging. Join employee resource groups, mentoring schemes or intersectional initiatives that align with your values. You’ll find not only friendships but professional allies who will champion your growth.

Tip three: Use your voice

Whether you’re sharing your story, shaping policy, or challenging bias in a meeting, your perspective matters. Big organisations move when people at every level speak up, and collectively, we create change.

Tip four: Remember that authenticity is powerful

You don’t have to fit a mould to succeed in corporate life. The strength of the LGBTQI+ community lies in our diversity of identity, thought and experience. Embracing that is how we innovate, connect, and lead.

Visit the LSE Careers website to find out more about careers support for LGBTQ+ students at LSE.

The post Finding your community at work: Building LGBTQI+ belonging in a Big Four firm first appeared on LSE Careers blog.

Welcome to part four of ‘From academia to consultancy’, a six-part blog series by LSE alum, Dr Simona Milio, designed to help researchers pivot into the dynamic world of consulting – a field often popular with LSE graduates, and the space Simona has been working in since 2015.

Building your consulting toolkit

Making the leap from academia to consulting isn’t just about changing your mindset – it’s about mastering the tools that transform your expertise into business impact.

As a PhD, you already bring analytical depth, intellectual rigor, and the ability to solve complex problems. The challenge now is learning how to package those strengths, so they resonate with clients and recruiters who think in terms of value, results, and strategy.

This blog takes you through the essentials of how to present yourself, prepare for interviews, and build a toolkit that sets you apart.

Reframe your resume: From researcher to problem-solver

Academic CVs showcase depth. Consulting resumes highlight results.

The shift is subtle but powerful. In academia, you’re recognised for depth of knowledge; in consulting, you’re valued for applying that knowledge to solve real-world challenges. 

Start by reframing your expertise around outcomes rather than topics:

• Lead with impact: Use action verbs and quantify achievements. “Led a €200K EU-funded research project” speaks louder than “Conducted research.”
• Translate your thesis: Frame it as a strategic initiative. For example, “Designed and delivered a multi-year policy evaluation on cross-border labor mobility.”
• Tailor for each firm: Align your language with the firm’s focus, whether it’s strategy, public sector, or innovation.

Your resume isn’t just a summary; it’s your first pitch.

Case interview prep: Structure is your superpower

Case interviews are the consulting world’s version of intellectual sparring. You’ll be asked to solve hypothetical business problems in real time. What matters most isn’t the “right” answer, it’s how you think.

• Use frameworks: Learn MECE (Mutually Exclusive, Collectively Exhaustive), profitability trees, and market sizing techniques.
• Practice aloud: Clarity and confidence matter. Simulate real interviews with peers or platforms like PrepLounge (or join an LSE Careers event!).
• Think in hypotheses: Structure your approach before diving into analysis. Consultants value logic over intuition.

Treat case prep like fieldwork – observe, test, refine.

Behavioural interviews: Tell stories that stick

Consulting firms want to know how you lead, collaborate, and adapt. Behavioral interviews are your chance to show emotional intelligence and strategic thinking.

• Use the STAR method: Structure your answers around Situation, Task, Action, Result.
• Focus on outcomes: Don’t just describe what you did, highlight the impact.
• Prepare five to seven stories: Draw from academic, volunteer, or leadership experiences that show versatility.

Your stories are your brand. Make them memorable.

Build a consulting toolkit that sets you apart

Your consulting toolkit should go beyond theory. Combine your academic strengths with practical consulting tools:

• Frameworks: SWOT, Porter’s Five Forces, and value chain analysis help you structure problems quickly.
• Communication tools: Learn to build clear, visually engaging slide decks that tell a story from problem to solution.
• Data fluency: Strengthen your skills in Excel, Power BI, or Tableau to analyse and present data in decision-ready formats.

And don’t underestimate soft skills. Active listening, client empathy, and storytelling are as critical as analytics. Consulting success depends on influence as much as insight.

In summary…

Your consulting toolkit is more than preparation, it’s positioning. With the right structure, stories, and strategy, you’ll move from academic excellence to consulting readiness.

Transitioning from academia to consulting is about translation, turning intellectual depth into actionable value. With the right mindset, preparation, and toolkit, you can bridge that gap and position yourself not just as a thinker, but as a trusted advisor who drives real-world impact.

You’re not starting from scratch; you’re starting from strength.

In my next post: how to navigate the application and interview process with clarity and confidence.

This blog post by Dr Simona Milio is part of a six-part series called ‘From academia to consultancy’. For more information about consultancy careers, you might like to check out LSE Careers’ Discover | Consultancy careers programme.

The post From academia to consultancy: Building your consulting toolkit first appeared on LSE Careers blog.

Welcome to part three of ‘From academia to consultancy’, a six-part blog series by LSE alum, Dr Simona Milio, designed to help researchers pivot into the dynamic world of consulting – a field often popular with LSE graduates, and the space Simona has been working in since 2015.

PhD skills for consulting success

You’ve got the analytical horsepower, the research depth, and the intellectual stamina. But consulting demands more than academic excellence: it’s a fast-paced, client-driven world where agility, clarity, and collaboration reign. The good news? Many of the skills you need are already in your toolkit. The rest can be sharpened with intention.

 Communication: From precision to persuasion

In academia, clarity and nuance are prized. In consulting, clarity still matters – but so does brevity and impact. You’ll need to distill complex ideas into digestible insights for clients who may not share your technical background. Think of it as moving from “proof” to “persuasion.” Whether it’s writing executive summaries, presenting findings, or leading workshops, your ability to tailor your message to different audiences is critical.

Tip: Practice explaining your thesis to a non-expert in under two minutes. If they understand and stay engaged, you’re on the right track.

 Collaboration: From solo to team sport

PhD work is often solitary. Consulting is anything but. You’ll work in diverse teams, sometimes across countries and disciplines under tight deadlines. That means navigating group dynamics, sharing ownership, and adapting to different working styles.

The best consultants aren’t just smart. They’re empathetic, curious, and generous with their knowledge. They listen actively, build trust quickly, and know when to lead versus support.

Tip: Reflect on past collaborations. What worked? What didn’t? Use those insights to shape your consulting persona.

 Commercial awareness: Seeing the bigger picture

Consulting isn’t just about solving problems – it’s about solving the right problems in ways that deliver value. That means understanding the client’s business model, market pressures, and strategic goals.

You don’t need an MBA to develop commercial awareness. Start by reading business news, listening to industry podcasts, and analysing case studies. Learn to ask: “What’s the impact?” and “What does success look like for the client?”

Tip: Pick a company you admire and try mapping out its key challenges. What would you recommend if you were their consultant?

 Mindset shift: From depth to breadth

Academia rewards depth, consulting rewards breadth and adaptability.

In consulting, you’ll often be dropped into unfamiliar sectors and expected to ramp up quickly. That means being comfortable with ambiguity, asking smart questions, and learning on the fly.

Your research skills give you an edge here. You know how to structure inquiry, validate sources, and synthesise findings. Now, apply that to business contexts.

Tip: Practise “structured curiosity” when faced with a new topic. Break it into components (market, stakeholders, risks, opportunities) and explore each systematically.

In summary

The transition to consulting isn’t about abandoning your academic identity – it’s about evolving it. 

Communication, collaboration, commercial awareness, and adaptability are the pillars of consulting success. You already have the foundation. Now it’s time to build upward.

In my next post: how to assemble your consulting toolkit, from resumes to case interviews. Let’s get tactical.

This blog post by Dr Simona Milio is part one of a six-part series called ‘From academia to consultancy’. For more information about consultancy careers, you might like to check out LSE Careers’ Discover | Consultancy careers programme.

The post From academia to consultancy: PhD skills for consulting success first appeared on LSE Careers blog.

Welcome to part two of ‘From academia to consultancy’, a six-part blog series by LSE alum, Dr Simona Milio, designed to help researchers pivot into the dynamic world of consulting – a field often popular with LSE graduates, and the space Simona has been working in since 2015.

Mapping the transition: First steps after the PhD

So, you’ve decided to explore consulting. You’re curious, maybe even excited but also unsure where to begin. The transition from academia to consultancy isn’t a leap into the unknown; it’s a strategic pivot. And like any good researcher, you start with a map.

 Step one: Know your ‘why’

Before diving into job boards or polishing your CV, pause and reflect…

Why consultancy? Is it the intellectual challenge, the fast-paced environment, the chance to drive real-world impact?

Clarifying your motivation will shape your direction and help you articulate it to future employers. Try journaling or talking it through with a mentor. Your ‘why’ becomes your compass. It also helps you stay grounded when the process feels overwhelming or unfamiliar.

 Step two: Understand the landscape

Consulting isn’t monolithic.

There are strategy giants like McKinsey and BCG, boutique firms specialising in sectors like health or sustainability, and internal consulting roles within corporations or public institutions. Explore firm websites, read employee testimonials, and attend webinars to get a feel for each culture. Don’t overlook regional firms or niche players – they often offer more hands-on experience and faster growth opportunities.

 Step three: Start networking early

Networking isn’t just about job hunting, it’s about learning. Reach out to PhDs who’ve made the transition. Ask about their journey, challenges, and advice. LinkedIn is your ally here. Craft a short, respectful message that shows genuine interest. You’ll be surprised how many respond with generosity. Consider joining alumni groups or attending industry meetups to build authentic connections.

 Step four: Test the waters

If you’re still in academia, look for opportunities to build relevant experience by joining interdisciplinary research projects with policy or industry partners, volunteering for consulting-style roles (eg, strategic planning committees, grant evaluations), applying for PhD-to-consulting bridge programs like McKinsey Insight or BCG’s Bridge to Consulting. These experiences build confidence and credibility. They also help you discover what kind of consulting work energises you most.

 Step five: Reframe your story

You’re not “leaving” academia, you’re evolving. Start crafting a narrative that connects your research journey to consulting skills. Think: problem-solving, stakeholder engagement, data analysis, and strategic thinking. Instead of “I studied migration policy,” say “I led a multi-year analysis of cross-border labour trends, engaging with policymakers and synthesising complex data into actionable insights.”

It’s all about translation. Your academic rigor is an asset, make sure it’s visible and relatable.

In summary…

Transitioning from a PhD to consulting isn’t about abandoning your academic identity, it’s about amplifying it in new arenas. By understanding your motivations, exploring the consulting landscape, building connections, and translating your skills, you’re laying the groundwork for a purposeful shift. The journey may feel unfamiliar, but it’s also rich with possibility.

Stay curious, stay intentional, and trust that your expertise has value far beyond the ivory tower. The first steps are just the beginning, and soon you’ll find yourself not just transitioning but thriving.

In next week’s post: the essential skills that set successful consultants apart. Let’s sharpen your toolkit.

This blog post by Dr Simona Milio is part one of a six-part series called ‘From academia to consultancy’. For more information about consultancy careers, you might like to check out LSE Careers’ Discover | Consultancy careers programme.

The post From academia to consultancy: Mapping your first steps after the PhD first appeared on LSE Careers blog.

LSE alums don’t need to be told about demand and supply. In this blog I’ll be focussing on a specific product: you. In navigating the job market, it pays to consider – with a cool head – what modern employers are looking for and how your skills and expertise stack up against that.

Understanding your skills

What is a PhD, really? Well, the degree itself represents two things:

First, the thesis is a contribution to frontier research, which for most of us is small.

Secondly, and for many more importantly, the degree is the recognition that you have the skills necessary to operate on that research frontier.  

For an academic career, both are relevant. Outside academia… let’s just say it’s less than ‘both.’

It’s helpful to consider those research skills in three buckets:

• At the narrowest, you have thesis-specific skills, in my case the economics of family size decisions. This is where you’re a world expert (for now…) 
• Zooming out, you’ll also have acquired a strong competence in field skills (eg, applied microeconomics). You’ll have a broad understanding of your discipline and experience with a wide range of its methods. 
• Finally, you’ll likely have some excellent general skills, built through the process of doing research. This would include analytical reasoning and information synthesis, but likely also drafting, presentation, and possibly project management. 

To foreshadow my conclusion somewhat, the mistake I see time and again among PhDs navigating the early career job market is to focus on their thesis-specific skills, when it is the broader two categories that represent their true comparative advantage.

Turning to employers

The graduate job market is extremely competitive, and Generative AI has made it even more so. 

I’ll start with the bad news: your thesis is irrelevant to non-academic employment. While engineers and bioscientists sometimes find their work marketable, that is unusual in the social sciences. Ignoring academia, the number of jobs where thesis-specific expertise is helpful is tiny, for any thesis. Moreover, even for those jobs, other candidates from the same field will make for stiff competition.

The good news is that there are many employers who value field skills. Central banks, for instance, employ many PhDs in both research and policy roles.

The best news is that the general skills a research degree gives you are highly valued by employers of many sorts. 

That said, employers also want juniors to show attributes such as teamwork, stakeholder management, and manageability. These are not commonly given strong emphasis in PhD programmes. And even among employers who need field or strong analytical skills, master’s and experienced bachelor’s candidates who can demonstrate a wider range of abilities will usually be preferable to those with PhDs who can’t. 

Actions and consequences

In any marketing, negotiation, or stakeholder management situation, the best tactic is to think from the other perspective. So, start with what employers want. (And make sure to check what you want against that reality.)

• For finishing PhD students: As I write, it’s a pretty tough market. The best offence, in this case, is defence: get a job that either offers a clear use of your analytical skills, or one that rounds out your team and stakeholder skills. Both is good. If the role offers progression – even better. Fortunately, there’s a clear source for these opportunities: any grad programme. Your pitch will be carried by your excellent analytical skills; heavily emphasise the soft skills they presume you’ll lack, and in most cases play the field skills only as a bonus. 
• For midway PhD students: Start planning now, with the emphasis on the delta between the experience you’ve banked and what your favoured employers want. With time to run before you’re marketing yourself, this is the time to get things on your CV that demonstrate how collaborative and adaptable you are. Similarly, you will not be replaced by AI – you are its master, as your next thesis chapter is about to show. When are the first deadlines for internships? (Hint: sooner than you thought.)
• For prospective PhD students: Going in, you have even more road. This is the time to consider what you really want out of your career. Part of that is evaluating what a PhD will and won’t give you. ‘Plan beats no plan,’ said Timothy Geithner. The plan will evolve, sure. But even a general direction gives you something to base your investment decisions on. 
  

A lot of new PhDs focus on their dream job, often one which is closely connected to their thesis. Outside academia those jobs exist, sometimes, but are always hard to get.

On the other hand, many experienced PhDs can attest to the incredibly rewarding careers their doctorates opened up for them. It’s smarter to build towards a dream career than get hung up on a single job. Grounded expectations are essential.

In such a competitive recruitment environment, blue-chip graduate programmes stand out. There’s a lot to be said about a well-run programme of rotations, being shown the ropes for an effective and well-established institution or business, taught the necessary skills – often with qualifications paid for, a robust process for feedback and, usually, progression planned in. (You’ll also be able to take your think-tanking classmates for dinner…)

Might it feel like a step down? Yes. But the skills you have already acquired stack the deck in your favour when it comes to getting that job and succeeding at it. Your wider strategic skills will distinguish you down the line. And success there is a strong currency in both government and NGOs. 

Looking back, I see my PhD less as a qualification, and more a foundation. It was really in combination with my first job – a typical undergrad analyst role – that it all came together. It’s hard to imagine my career path without starting from my PhD. But it certainly wasn’t the only investment I made.

If you’d like help considering what this means for you, LSE PhD students and recent PhD alumni can book a confidential careers discussion with Catherine, LSE’s PhD-specialist careers consultant.

The post PhD alumni reflections: How ‘academic’ is research? first appeared on LSE Careers blog.

Welcome to part one of ‘From academia to consultancy’, a six-part blog series by LSE alum, Dr Simona Milio, designed to help researchers pivot into the dynamic world of consulting – a field often popular with LSE graduates, and the space Simona has been working in since 2015.

Whether you’re driven by impact, variety, or the thrill of solving real-world problems, this series will equip you with the insights, tools, and confidence to make the leap. Each post tackles a key stage of the transition from understanding your unique value as a PhD to thriving in your first consulting role. Let’s try turning your academic superpowers into consulting success.

Why PhDs make great consultants

For years, you’ve been immersed in the world of academia, reading, researching, analysing, and presenting. You’ve mastered the art of deep thinking and rigorous inquiry. But what if I told you that these very skills make you a natural fit for consulting?

Consulting isn’t just about business jargon and boardroom bravado. At its core, it’s about solving complex problems, synthesising information, and delivering insights that drive action. Sound familiar? That’s the essence of a PhD. Let’s break it down:

Transferable superpowers

• Analytical thinking: You’ve spent years dissecting theories, designing experiments, and interpreting data. Consultants do the same just with market trends, customer behaviour, and operational challenges.
• Communication skills: Whether it’s defending your thesis or presenting at conferences, you’ve learned to articulate complex ideas clearly. In consulting, this translates directly to client presentations and stakeholder engagement.
• Self-management: PhDs are self-starters. You’ve navigated ambiguity, managed long-term projects, and delivered results independently. That’s gold in a fast-paced consulting environment.

The academic edge

PhDs bring a unique mindset to consulting. You’re trained to question assumptions, explore multiple angles, and think critically. While others may rush to solutions, you pause to understand the root cause. This depth of thinking is increasingly valued in firms tackling systemic challenges, from sustainability to digital transformation.

Moreover, your subject expertise can be a differentiator. Whether it’s social policy, economics, or AI, niche knowledge can open doors to specialised consulting roles where your insights are not just welcome – they’re essential.

Busting the myths

Let’s address the elephant in the seminar room: “I’m not business-minded enough.” False. Business acumen can be learned. What can’t be taught as easily is intellectual curiosity, resilience, and the ability to learn fast, qualities you already possess.

And no, you don’t need an MBA. Many top firms actively recruit PhDs for their analytical rigour and fresh perspectives.

Real stories, real impact

Take Maya, a neuroscience PhD who now advises healthcare startups on strategy. Or James, a historian turned public sector consultant helping governments design policy. Their paths weren’t linear, but they were intentional. Consulting gave them the chance to apply their academic skills to real-world problems, work with diverse teams, and see the tangible impact of their ideas.

In summary…

You’re not leaving academia empty-handed, you’re bringing a toolkit that’s rare and valuable. Consulting isn’t a compromise; it’s a new frontier where your PhD can shine in unexpected ways.

Next up in ‘From academia to consultancy’: In blog two we’ll explore how to begin your transition and map out your first steps. Stay tuned.

This blog post by Dr Simona Milio is part one of a six-part series called ‘From academia to consultancy’. For more information about consultancy careers, you might like to check out LSE Careers’ Discover | Consultancy careers programme.

The post From academia to consultancy: Why PhDs make great consultants first appeared on LSE Careers blog.