I started my career with McKinsey and my first project was a public sector study that focused on rural infrastructure. I felt very connected to this project. One of the values practised by McKinsey was the “Obligation of Dissent” where we not only had the right but were obliged to raise our voice and disagree if we felt strongly about something. I was very inspired by this value. At one point, while we were working on the project, I felt that if we changed our approach and did it in a different way, then we would be able to double the impact. I spoke to the leaders about my idea. They listened to me and gave me access to the best experts in the world. Working together with them, I came up with a new approach and after adopting this approach, the impact nearly doubled. This was one of the most fulfilling projects that I worked on, and I did not have to wait for a formal leadership position to vocalise my opinion and create impact. This experience truly empowered me.