Please note that the below is an English translation of this article which was originally written in French. Click here to access the original French version.
I have always been interested in issues relating to the state, the functioning of institutions and the definition of public policies. As a teenager, I wanted to understand how state decisions are made, because they then apply to us, as residents, even though we may not agree. I grew up in a family where it was important to be personally involved in the development of our country, to try to improve things and make a contribution, while always being fair and inclusive. I think that was where my interest in the public sector first began.
It was natural that I went on to study political science, with a major in public law and economics of the European Union, and then in the economics and policies of North Africa and the Middle East. After several experiences at European and government institutions, where I was somewhat discouraged by the bureaucracy and administrative slowness, I realized that to work on public-sector issues, I didn’t have to follow the conventional path and become a government official. Perhaps I could do a better job of improving public services by being an employee of a private company working with public institutions.
So, I reviewed my plans, quit taking the public-service competitive examinations, and embarked on a master’s degree in business law and international management. I then worked for 15 years in the transportation industry, which I am passionate about—I’m deeply convinced that one of the fundamental rights of human beings is mobility. Over those 15 years, I constantly realized that by working at private companies for public-sector clients on national or international projects, we can play a huge role in the development and completion of projects.
Being a public legal counsel in a private company means working with public-sector clients (ministries, regions, cities, territorial communities, public companies, etcetera) to perform work or services that ultimately benefit the people. It is, therefore, a profession that has meaning and a significant impact, in addition to being interesting. It’s a very effective way to work hand-in-hand with the public sector to improve everyday services for people. For example, I have worked on very large transportation-infrastructure projects, which had a decisive impact on the mobility of people across Europe, Africa, and the Middle East—for example, through metro, tram, and high-speed train projects in Paris, Casablanca, Cairo, and even Dakar.
I decided to leave the industrial world and join McKinsey in January 2022. I don’t know if reaching my 40s had anything to do with it, but I wanted to step out of my comfort zone and be adaptive and curious. It was a good time to switch companies and industries (consulting was completely unknown to me). At McKinsey, I saw a great opportunity to learn on a daily basis while working on a wide variety of issues. The only thing that was nonnegotiable for me was the fact that I would keep on working on public-sector matters.
Before joining McKinsey, I imagined my role as involving daily collaboration: I bring my expertise in public law, and in exchange I get to learn and work on a wide range of issues and geographies, with a much more global and broader impact than I would have by specializing in one area. And, indeed, the least I can say is that I don’t get bored. I’m learning even more than I imagined! For example, I had to roll up my sleeves to understand the digital services we deliver for some public-sector clients, whereas before I had never been interested in technology and digital. Quite the contrary, it was a rather scary topic for me. However, I really enjoy taking on this challenge. It’s an opportunity to gather information and interact with my internal clients by asking various experts questions so I can better understand what kinds of services we’re going to deliver and, thus, better understand the calls for tenders and the drafting of proposals for services and contracts.
I am also firmly convinced that projects with public-sector clients are win–wins in the sense that the added value provided by the company isn’t limited to simply fulfilling the contractual obligations to carry out the project: there is also the possibility of supporting clients with issues beyond the project itself. Before joining McKinsey, I was fortunate to work closely upstream with public-sector clients on issues relating to the transfer of know-how, localizing production in specific countries, recruitment and training of local workers, and developing sustainable ecosystems such as developing the skills and qualifications of local suppliers. These enriching experiences have shaped my approach to public-sector work. So, in my opinion, it’s not just a delivered project that benefits the end user (the public) but also the training of young workers locally through a skills transfer—sometimes hundreds or thousands of jobs are created—and the pride of the people to be able to participate and contribute to the development of their communities.
Last, working with the public sector also means helping people to evolve their mindsets and preconceived notions. When I started my career and expressed my desire to work in a typically male industry and in countries where women represent a tiny minority in management positions, I received a lot of advice from relatives—and from those less close to me—to discourage me! That just made me want to try even harder to succeed.
Most of the time I participated in and sometimes led contract negotiations and working meetings in which I was the only woman among about 20 men who were more senior and, moreover, weren’t lawyers and weren’t very receptive to “legal jargon” as I often heard them say. However, I have always managed to be heard and respected, with patience, education, and by working hard on my files before meetings.
By taking an interest in the industry in which you work and in your client’s products and services but also by going outside of your own specialty, you develop expertise that goes beyond the legal profession. This makes it possible for you to fully understand what you are proposing to clients and what their fears and apprehensions are. As a result, you’re better able to respond to their requests and draft better contracts, helping to avoid later disagreements about each other’s intentions and expectations.
I think being a good lawyer involves first understanding the project you are working on and the stakes that come with it for clients—without that, you fall into the notorious legal jargon that is incomprehensible and even deadly boring for nonlawyers. To be a good business partner, both internally and externally, you must ensure that you’re listening and then providing pragmatic solutions. When you see the impact you have on people thanks to the projects that are carried out, you will feel lucky and honored to do this job!