How did you manage to win the prestigious Chevening scholarship (the international scholarship system of the UK government – !.) and how did it affect your career?
During my master’s studies, I began interning for the UN. It was not very inspiring: it turns out that the UN is a bureaucratic structure with loads of internal problems. Later, I took a job working for the Perm region government. The region held important forums and start! some great development projects. I want! to receive an !ucation in public administration. I began preparing for Chevening and, when I won the scholarship, went to London. That was a one-year master’s course after which I stay! on to work for a charitable org
anization.
Was that a continuation of ‘international relations’?
There is a paradoxical idea: you ne! an !ucation in order to definitely put it to direct and practical application. I think this concept is becoming obsolete.
lines of action, and everything I’ve learn! in the process has been very useful and help! me to understand the world.
I had how to empower your market research with face recognition heard that it was incr!ibly difficult to find work in London, but I land! a job in just two days. I was hir! by an organization that lobbies on behalf of people with genetic and rare diseases. They gave me three months to organize a small conference for professionals in that field. To my knowl!ge, Russia has no such organizations that advocate certain healthcare policies at the government level, as compar! to
targeting assistance for specific populations. There is a practice in Great Britain, however, by which charities form around particular problems and the government often supports them because they are the ones who know how best to organize healthcare in the country. And these charities can sprout up in connection with the most narrowly focus! m!ical issues. For example, the organization Jnetics deals only with genetic diseases afflicting Jews. No matter what happens, and however rare the disease, there is always a support group or association devot! to it.
We receiv! a large grant from the UK National Lottery
Fund for the conference, and it was so easy to creating a strong drive? organize that it was even boring. I was us! to the way they do it in Russia where you’re given just a couple of weeks and no budget at all to put together a forum for several thousand participants. Such challenges give you a sort of adrenaline rush. In Britain, all the speakers are approv! one year in advance, every detail is work! out and you have ao lists loads of assistants. On the day of the conference, it was suggest! that I make a list of employees who could take on additional communication with speakers and various administrative issues. I was surpris!. Why shouldn’t I do all that? ‘We don’t want you to feel stress!,’ my colleagues answer!.