Julia Sawicka

Behavioural Science is a diverse and exciting field with many career paths to explore, from shaping policy in government units to applying research in corporate settings and advancing knowledge in academia. This series features insights from professionals and academics, highlighting both the opportunities in the field and their journeys to their roles. Today, we hear from Julia Sawicka.

Julia is a Behavioural Insights Adviser at the Competition and Markets Authority (CMA), where she works with the Behavioural Hub team on cutting-edge applied behavioural projects to address competition and consumer issues in the UK. She has a Bachelor's degree in Psychology from King's College London and an MSc in Cognitive and Decision Sciences from UCL.

How did your journey at the Competition and Markets Authority (CMA) begin, and what was the experience like during your internship?

My journey at the Competition and Markets Authority (CMA) began with a six-month internship. During that time, I got to grips with so much - the team dynamics, competition law, and consumer protection, and even the CMA’s writing style. The competition part, in particular, was tough to wrap my head around at first, especially all the jargon. But what stood out to me was how genuinely cross-disciplinary the work was. I was collaborating with economists, lawyers, and other teams, which was something they’d emphasised in the job description - and it turned out to be completely true, not just a selling point.

I was lucky enough to have the internship extended for another six months, and honestly, that extra time was extremely helpful. It gave me more time to learn, build relationships with the team, and get more comfortable with the work. Towards the end of the extension, a new role opened up – it felt like a big step up, two levels above where I was. To be honest, I didn’t have high hopes for my application because I felt underqualified. It was more like a “let’s see what happens” kind of thing. But I loved working with the team, so I thought, why not?

The interview went well, and I actually met all the qualifications, which gave me the confidence I needed to realise I could do the job - but I didn’t get the role right away. Instead, I was placed on a reserve list, which felt a bit deflating at the time.

Then, unexpectedly, things fell into place. A colleague of mine got promoted, which allowed me to jump in his place, from the reserve list. It felt amazing, and I’ve been really happy in the position ever since. I’m especially grateful for my manager, who put a lot of effort into supporting my career development.

Did you always know the CMA was where you wanted to work, or were you looking more broadly when you finished your master’s?

Honestly, I had no idea what the CMA was when I first came across the internship posting. LinkedIn was my main tool for job hunting, and the role just popped up there.

After doing some research on the CMA’s work, what really sold me was their paper on online choice architecture. It explores the online design practices and how they relate to behavioural biases.[1] I found it fascinating - it felt like the perfect overlap of behavioural science theory and its practical application. The job description itself also seemed like a great fit for my background. I’d just finished a master’s in ‘cognitive and decision sciences’, and the skills I’d developed during the course lined up perfectly with what the CMA was looking for.

The application process was time-consuming, but I actually enjoyed it because the role felt so well-matched to my interests. When I got invited to interview, the interview panel gave me a very interesting task - it was about how behavioural science could be applied to enhance the effectiveness of the CMA’s communication campaign, to encourage greater compliance with competition law. During the interview itself, I wasn’t sure how well it was going because the interviewers were quite focused on taking notes. I wasn’t used to that, so I thought, “Oh no, maybe they don’t like me.” But it turned out fine, and I got the offer.

At the time, I was still hesitant because it was an internship, and I wasn’t sure what would happen afterward. But the work sounded so exciting, and I’d enjoyed the application process so much that I decided to go for it. Looking back, it was definitely the right decision.

What was your experience like as an intern, and how did it prepare you for your current role?

At the start, it was a lot of smaller tasks - helping out in meetings or supporting the team. But it wasn’t like in films where interns just fetch coffee or print things - it was real, meaningful work.

One of my first big tasks was conducting a behavioural audit of the online journey for buying infant formula. It was such a niche topic for me, but it really showed how varied the work at the CMA can be. We acted like “average” consumers, going through the steps of purchasing formula online, and identified design practices that might influence decision-making. I learned how to spot online choice architecture practices, link them to behavioural biases, and explain why they matter - especially for vulnerable consumers. I even got to present my findings to the wider team, which was a big deal for me at the time.

Then there was a workshop I co-organised and co-led with the Information Commissioner’s Office.[2] It was about harmful online design practices, and I loved every part of it - from planning the content to ensuring everything ran smoothly on the day.

Later on, during the second half of my internship, I got involved in a high-profile case on mobile browsers and cloud gaming[3]. It has been a long, detailed investigation, and my role was mostly about analysing large datasets and summarising key points for other teams. This was a great stepping stone to my current role because it gave me experience with more complex tasks, and I could see how the work evolved from initial analysis to larger decision - making.

What has been your experience transitioning from the internship to your current role, and how has your work evolved?

Transitioning felt a bit strange at first. After being an intern for 12 months, I was already doing tasks that were beyond a typical internship role, so in some ways, it didn’t feel like much had changed initially. But at the same time, having the title of "Behavioural Insights Adviser" made a big difference to how I saw myself - it gave me more confidence.

In my current role, I’ve been given more ownership over specific workstreams. For example, in a recent project related to the new Digital Markets, Competition, and Consumer (DMCC) Bill, I got to take responsibility for crafting questions for stakeholders and managing parts of the project. It’s definitely a step up in terms of responsibility, but I still feel supported by my team.

One of the biggest differences is being more involved in the strategic side of projects. As an intern, my role was mostly about analysing evidence and summarising findings. Now, I’m contributing to discussions, brainstorming solutions, and helping to shape the direction of projects. It’s really rewarding to see how my input can influence the bigger picture.

I’ve also been part of a programme called Aspire, which is an internal training initiative at the CMA. It’s been brilliant for building skills in areas like leadership and having a growth mindset. The coaching sessions, in particular, came at just the right time during my transition. They helped me feel more confident about taking on new challenges and stepping into this new phase of my career.

What kind of skills or traits do you think are most important for someone in your role?

I’d say this role really benefits from having a mix of transferable skills, especially because the work is so cross-disciplinary. You’re constantly engaging with different teams - economists, lawyers, and others - so communication is key. It’s not just about explaining things clearly but also being able to tailor how you communicate depending on the audience.

Critical thinking is another big one. A lot of the work involves analysing how different practices, like choice architecture, influence consumer behaviour and then linking that back to broader market dynamics, such as pricing strategies or competitive behaviour. This kind of analysis requires you to think deeply and critically, which was something I found challenging at first but have developed a lot since starting here.

I also think the role suits a wide range of personalities. Whether you’re introverted or extroverted, there’s space to thrive. For example, if you’re more analytical, there’s plenty of evidence analysis and document review to focus on. But if you enjoy working with people, you’ll have opportunities to engage with stakeholders and collaborate across teams.

One thing I’d highlight is that while this isn’t a typical behavioural science team that regularly runs experiments, RCTs or behaviour change interventions, there’s still a lot of impact to be made. You’re applying behavioural science to real-world problems, often in ways that directly benefit users and consumers, and improve market outcomes. For me, that sense of purpose - knowing the work helps protect people from consumer harms and promotes competitive markets- is a huge motivator.

What’s unique about working at the CMA compared to other organisations, and what are some of the standout aspects of your role?

The most unique thing about working at the CMA is the direct impact you have on people’s lives. The work we do genuinely protects consumers and improves market fairness, which is incredibly rewarding. For example, we’re often tackling issues that affect pricing, product quality, innovation, or consumer choice. Knowing that our work makes a difference to UK citizens is something I’m really proud of.

Another standout aspect is how behavioural science is integrated into the work. At the CMA, we’re like internal advisors to other teams, which means we often need to explain what behavioural science is and why it matters in the context of competition law. I really enjoy this part because it involves not just applying behavioural insights but also educating others about its relevance.

Collaboration is another thing that sets the CMA apart. Across the civil service, behavioural teams work closely together, sharing insights and learning from one another. We have quarterly meetings where we update each other on our work and explore potential collaborations. This network is a great resource and helps us keep up with developments in the field.

Lastly, the sheer variety of projects is amazing. One day, I might be auditing a user journey for an online purchase, and the next, I’m contributing to a high-profile digital markets case. The work is always evolving, which keeps things fresh and challenging.

What does a typical week or month look like in your role?

It’s hard to define a “typical” week because the work varies so much depending on the projects I’m involved in. That said, there’s definitely a balance between meetings, independent work, and personal development.

The CMA can be fairly meeting-heavy environment, partly because we collaborate across so many teams. But everyone tries to keep meetings as efficient as possible - things like scheduling shorter ones or opting for an email instead of a full meeting when it’s not necessary.

Within my team, we have a regular weekly meeting to update each other on projects, share highlights, and flag any challenges or overlaps in our work. We also have learning and development (L&D) sessions, where someone might present a paper, rehearse a presentation, or share tools they’ve discovered. For example, a colleague recently introduced a tool that converts research papers into podcasts, which was brilliant!

Outside of meetings, my work can be grouped into a few categories. There’s desk research, like analysing evidence, conducting literature reviews, or learning about specific markets - when I started working on Mobile Browsers and Cloud Gaming case, I had to dive deep into how operating systems and search engines work.

Then there’s stakeholder engagement. I work closely with other teams and external organisations to align on goals and make sure everyone’s on the same page. Drafting is another big part of my role, whether it’s preparing questions for stakeholders, summarising evidence, or contributing to reports.

Finally, there’s time for personal development. This might involve attending coaching sessions, reading relevant literature or joining cross-government meetings with other behavioural science teams. And if needed, I might conduct behavioural audits as part of ongoing projects.

It’s a lot, but it’s always interesting and keeps me engaged.

What surprised you most when transitioning from your master’s to your role in industry?

One of the biggest surprises for me was how important it is to summarise information effectively. Whether it’s condensing a lot of data into one slide, explaining behavioural concepts to lawyers, or writing reports, being concise is a skill you use constantly. It’s something I knew was important in theory, but I didn’t realise just how central it would be to the job.

Another surprise was the adjustment to the CMA’s specific writing style, which follows the civil service style guide. At the CMA, we have our own templates, formats, and even unique conventions - like skipping dots when writing "e.g." It took me months to get used to these details! Beyond that, the CMA’s reports are written in a very structured and transparent way.

Learning about competition law was also a big challenge. I had to get familiar with a whole new set of terminology, both from a legal and economic perspective. Sometimes, as a non-native speaker, I found it even trickier to grasp because it wasn’t just standard English - it was specialised language unique to economists and lawyers.

That said, the team was incredibly supportive. They even allowed me to take a five-week course on competition law, which was a game-changer in helping me understand the work better. All of this has made me more confident in using the right terminology and presenting myself professionally in this field.

Do you have a dream project you’d like to work on in the future?

I’d really love the opportunity to work on a randomised controlled trial (RCT) – in an applied, real-world setting, rather than solely within academia. It’s something a lot of behavioural science teams and junior behavioural scientists get to do, but I haven’t had the chance yet. It’s such a hands-on way of testing interventions, and I think it would be incredibly rewarding.

Looking ahead, whether it’s at the CMA or elsewhere, I’d love to find more opportunities to combine behavioural science with rigorous research methods like RCTs, while also having a tangible impact on people’s lives.

What advice would you give to someone finishing their master’s and looking for their first role in the field?

First, don’t be discouraged by rejection. It’s completely normal to face a lot of “no’s” before you land your first role. Try to frame it as part of the process - rejections are going to happen, but you only need one “yes.”

When it comes to interviews, confidence is key. Of course, preparation matters - use frameworks like STAR (Situation, Task, Action, Result), especially focusing on the “Action” part. Try to imagine that you're explaining it to a friend that needs to complete a similar task similar. But it’s also important to show enthusiasm for the work and present yourself as someone the team would want to work with. At the end of the day, they’re hiring a person, not just a skillset.

Make job hunting a habit. Instead of setting aside specific blocks of time, look for roles during small windows - while you’re commuting, waiting for an appointment, or scrolling LinkedIn. Treat it as a part of your routine rather than a daunting task. LinkedIn, in particular, became a key tool for me; I started using it like a social media platform, regularly checking job postings and connecting with others in the field.

Finally, remember the importance of community. Networking made a huge difference for me. I joined UCL’s Behavioural Innovation Society, attended lectures, and connected with people through groups like the behavioural science WhatsApp group. Building these relationships not only gives you support but also exposes you to opportunities you might not have found otherwise.

And above all, believe in yourself. Be aware that it’s a competitive field, but try not to be discouraged or feel like you’re not enough for the role. It’s just the beginning. It’s going to be hard, but you will manage.

[1] https://www.gov.uk/government/publications/online-choice-architecture-how-digital-design-can-harm-competition-and-consumers

[2] https://www.drcf.org.uk/publications/blogs/harmful-digital-design-insights-from-ico-cma-stakeholder-workshop/

[3] https://www.gov.uk/cma-cases/mobile-browsers-and-cloud-gaming

Thank you so much, Julia, for sharing your insights with us today