Serendipity in careers and lifelong learning

Key takeaways from the Think Women panel discussion

Marianne Curphey

28 March 2025

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Navigating an international career: insights on adapting and learning, leadership skills and personal growth

Relocate Global and Think Global People’s celebration of International Women’s Day brought together a global audience of educators, leaders, global mobility experts and innovators from across the world. In addition to two outstanding keynote speakers, the event hosted two panel discussions on leadership with four executives whose careers have spanned multiple countries and industries.The first panel was comprised of Elaine Hery, co-founder of Eres Relocation Services, and Angela Fubler, founder of Chatmore British International School in Bermuda, who discussed serendipity and the need to be adaptable and curious in your career. In the second panel discussion Paul Williamson, author and Head of talent development, Ambassador Theatre Group (ATG), and Pam Mundy, education consultant and founder of Pam Mundy associates, described the importance of nurturing and coaching the next generation of leaders, and why being bold in your career choices can reap dividends.

The value of international exposure and cross-cultural understanding

Together with business partner José Antonio de Ros, Elaine Hery oversees International Marketing, Global Communication and Personal Development and Training for Eres’ teams in Europe, where the company has eight offices in Spain, Portugal, Italy, France and The Netherlands. Her entrepreneurial journey began in Barcelona in 1991 when she launched her first relocation company. Over the years, she has navigated the complexities of international business, from leading teams to supporting families in transition. Her fluency in Spanish and French has undoubtedly facilitated her success, but the true advantage has been her ability to adapt.“There’s nothing like experiencing the challenges of living in a different country to open your horizons,” she says. “You tend to believe your way is the only way until you’re immersed in a new culture.” Elaine had joined ICI on their graduate scheme after university, and had been seconded to Barcelona. After 14 years working at ICI, Elaine was living in Barcelona, fluent in Spanish, but had decided not to return to the UK after her European assignment had ended, and was looking for new opportunities.In 2007, she founded Eres Relocation Services, drawing on her background in international business and communication, but her first few roles in Spain working for small family businesses had been a learning experience that underscored the importance of cultural awareness.“I had always excelled in school and my previous roles, but suddenly, I felt like I was upsetting people without understanding why,” she said. It wasn’t until she attended a cross-cultural training session that the realisation hit. “I was applying my UK rules in a different culture where the rules had changed. That’s why I wasn’t succeeding.”For leaders in global mobility, this story serves as a reminder of the importance of cross-cultural competence and understanding, and how nuances in communication can have a significant impact. The most successful executives learn to adapt, taking the best of different cultures while contributing their own strengths.“For me, following a plan and being efficient with your time is important, but for the Spanish small businesses I was working for, changing your plan is the best thing you can do,” she explained. In the end, she learnt to take the best of different cultures.“If you go to a different country with your eyes wide open, you can take the best of both worlds, adapting to new rules while applying what you already know. There is nothing like experience to teach you how others feel. Social sensitivity is key, and I believe both women and men can have great social sensitivity,” she said. “Whether you’re outgoing or a shy introvert, believe in yourself, build your teams, and know that leadership comes in many forms.”

Career growth through serendipity

Angela Fubler’s career evolved in unexpected ways. She had originally trained as a speech therapist, but her path moved to education, transitioning from speech and language assistance, and then to policy analysis in the Ministry of Transport, before returning to education to found her own school.“Leadership skills are transferable,” she explains. “What I learned as a teacher helped me in many roles, and problem-solving and communication became my strongest assets.”Her own journey is one of wide international experience, having been to boarding school at St. Johnsbury Academy, an independent school in Vermont in the US, and then living in Canada for ten years during which she studied at Mount St Vincent University in Halifax, Nova Scotia. She has also worked and travelled extensively in the United States, Canada and the Caribbean. For executives considering global assignments, her experience underscores the importance of embracing unfamiliar opportunities.“I have often been handpicked for roles rather than applying for jobs,” she notes. “It is about bringing value, no matter the setting. For International Women’s Day, if I could offer advice to young women facing career blockages, I would say: stand out and stand up—put on your best boots and show up.”For executives and leaders, the lesson is clear: embrace the unfamiliar, build strong partnerships, and lead with empathy. By navigating your career with curiosity and courage, you will not only succeed, but thrive. TWIWD25-panel-Pam-Mundy-Paul-Williamson

Lifelong learning as a leadership imperative

In the second panel discussion, Pam Mundy discussed the importance of taking opportunities and embracing challenges in international careers, while Paul Williamson shared examples of authentic and inclusive leadership programmes and why they were so successful.Pam Mundy provides consultancy to many of the world’s leading school and education groups, independent and international schools, UK multi-academy trusts and international Ministries of Education on strategic planning, leadership, development and expansion. She also provides advice and guidance to start-up schools on brokering and securing investment, selecting partnerships, school design and development, and is involved in a wide variety of high-net-worth education development projects worldwide.Paul Williamson’s approach to leadership development offers a powerful reminder that investing in talent is vital to help an organisation to create its future leaders and to innovative. From fostering authenticity and creativity to breaking down traditional leadership stereotypes, ATG’s commitment to nurturing emerging leaders has delivered long-term value and changed the way the organisation leads its teams.

Challenging assumptions about international roles

In the world of international education, navigating challenging environments often requires resilience, curiosity, and an open mind. Pam is a seasoned educational consultant and early childhood specialist and has built her career by embracing opportunities that many might shy away from. Her experiences offer powerful insights for executives and leaders, particularly those seeking to encourage greater diversity in international assignments.Pam’s journey wasn’t meticulously planned. “I didn’t map out my career,” she admits. “I fell into opportunities.” But rather than resisting the unfamiliar, she leaned into it. Whether working in Nigeria or other regions perceived as difficult, her perspective remained grounded in a simple, empowering question: Why not me?Traditionally, international assignments in complex regions have been dominated by men. Pam’s career challenges that norm.“Being an early childhood specialist often invites scepticism,” she said. “In meetings, I’ve had people either dismiss me or immediately launch into stories about their own children.” Rather than feeling undermined, Pam saw these moments as opportunities to shift perceptions and demonstrate the transferable value of her expertise.This resilience is particularly relevant for companies seeking to diversify leadership talent. Often, qualified women hesitate to pursue international assignments due to perceived risks or doubts about their readiness. Pam’s advice? “Someone has to be the prime minister. Someone has to be the president. Why not you?”For global mobility leaders, this mindset shift can be a game-changer. By fostering confidence and supporting diverse candidates, companies can unlock untapped talent and begin to build their leadership pipelines. For individuals, this fearlessness and willingness to take opportunities that arise can help to build experience and valuable skill sets.

Curiosity: the ultimate career compass

While some professionals meticulously plan their next career move, Pam champions curiosity as the most powerful career driver. “The biggest piece of advice I give is to follow what’s interesting,” she says. “You may not know everything about a new opportunity, but you can build on the skills you have.”Her decision to work in Nigeria exemplifies this mindset. During a leadership training session, attendees were asked if they’d consider working in Nigeria — a location often perceived as high-risk. Most declined. Pam, however, didn’t hesitate. “I remember thinking, Why not?” she says. “The next thing I knew, someone asked, ‘What are you doing next Thursday?’”One of the most practical lessons Pam shares is the importance of cultural humility. “You can read every cultural guide and prepare thoroughly, but the best learning happens on the ground,” she says. “It is about listening, observing, and asking questions.”She distinguishes between the “big C” of culture — the visible aspects like language, dress, and customs — and the “small c” — the nuanced social behaviours and business norms that often go unspoken. “Understanding both is key to navigating any new environment,” she advises.For leaders facilitating international assignments, promoting cultural training is a valuable first step. However, Pam emphasises the importance of encouraging authentic interactions. “The real insights come from conversations with the people who live and work there. Be curious. Ask. Learn from their perspectives.”

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Investing in leadership: How to champion and nurture authenticity

In a fast-paced and dynamic industry like live entertainment, the need for effective leadership and talent development is essential. Paul Williamson described the benefit of ATG’s intentional leadership development programmes. His belief in lifelong learning and authentic leadership has not only influenced emerging leaders but also reshaped senior leadership perspectives. For executives in global mobility seeking insights into building leadership pipelines, Paul’s experience offers valuable lessons.Ten years ago, ATG launched its Emerging Leaders Programme with one fundamental question: Where are our future leaders? It wasn’t a rhetorical question, but rather a strategic move.“We didn’t know where our future leaders were in the business, and we got curious,” Paul explains. “We designed the programme to be inclusive, inviting managers from across the organisation to contribute. Everyone had a voice in defining what great leadership should look like at ATG.”The approach wasn’t about imposing top-down directives. Instead, it empowered employees to shape their own development journey. For executives navigating talent retention and leadership challenges, this bottom-up strategy offers a compelling alternative to the ole “command and control” leadership style. By involving employees in leadership conversations, businesses ensure that diverse voices and opinions are heard, leading to greater innovation and creating a more fertile ground for new ideas.Paul firmly believes leadership development is never truly complete. “Senior leaders often think they’ve learned on the job, so they assume they’re done,” he notes. “But leadership is a continuous journey. The best leaders are those who remain open to learning.”After the programme’s first two years, ATG’s emerging leaders were asked to present their leadership journeys. Paul recalls how participants transformed from anxious, self-doubting presenters to confident storytellers. “Some were physically ill from nerves before their first presentations,” he says. “But by the end, they spoke with authenticity and passion. It was incredible.”Interestingly, these presentations didn’t just inspire the emerging leaders themselves. Senior executives took notice. “Leaders came up to me and said, ‘I want to learn how to speak like that. When can we have development like this?’” Paul recalls.

Challenging assumptions and unlocking potential

One of the most striking outcomes of the Emerging Leaders Programme has been the rise of authentic leadership. Paul recalls a particular participant who initially struggled with public speaking. “She ran out of her first practice presentation. She was nearly sick from the fear,” he says. “But by the end of the programme, people noticed a completely different presence. She led with authenticity, and now she runs a prestigious venue in London.”Her transformation wasn’t just personal. It became a model for others. “People come to her for advice, coaching, and support,” Paul shares. “That’s what authentic leadership creates — a ripple effect of confidence and mentorship.”Reflecting on traditional perceptions of leadership, Paul challenges the notion that leaders must be all-knowing decision-makers. “There was this belief that leaders had to be the biggest brain in the room,” he says. “But that’s outdated. If you’re leading a team of ten people and you’re the first to speak, you risk shutting down other valuable perspectives.”Instead, Paul advocates for collaborative leadership. “Your role as a leader is to create space for others to contribute,” he emphasises. “That’s where innovation happens.”This mindset shift is particularly relevant for leaders managing international teams, where navigating diverse perspectives is essential. Encouraging inclusive dialogue ensures that organisations harness the full breadth of talent, driving smarter decision-making and greater innovation.

Final thoughts: investing in people for long term success

The panel discussions revealed that true leadership growth and career growth is not about titles or seniority. It is about curiosity, courage, and a commitment to lifelong learning. By creating spaces where people can step into their authentic leadership, businesses not only cultivate future leaders but also build resilient, adaptive organisations — ready to thrive in a complex global landscape.On a personal level, the ability to embrace your uniqueness, adapt to the unexpected, and harness every opportunity that comes your way will be valuable throughout your whole career journey. Gaining international experience, whether through careful planning or serendipity, can transform your career, open up future opportunities, and give you a greater understanding of the variety of different ways leaders can show up and inspire their teams.

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