Diverse case opportunities are the reality at BCG.  In my two years with the firm, I have followed my passion for the public sector by working across a range of portfolios including justice, education and social welfare.  I’ve also had a healthy dose of private sector experience, including a brain-crunching analytical piece for one of Australia's largest banks.  And I’ve recently returned from a two-month stay in our Copenhagen office, helping to build our public sector practice globally.

I don’t know what’s next for me at BCG, but that’s half the fun. I do know that I have all the support I need. Right now I am discussing some options with my mentor – they include business school, a public policy degree, a six-month secondment to government, or working for a while in our Middle East offices.

As someone in my first job out of university, I value the amount of responsibility I am given in my role. Our managers place a huge amount of trust in us to direct our work and develop our own conclusions. It is very rewarding to realize that you can personally have an impact on the outcome of a project and on the client involved.

We are given a lot of leeway to take initiative, which has been particularly apparent in the social impact work I have done. Recently, a colleague and I developed an intensive mentoring program between BCG consultants and disadvantaged students at Debney Park Secondary College.

The partners and senior staff have been incredibly supportive and we have complete ownership over the program, with the flexibility to run it as we see fit. It's great for us to be able to use our skills to give back to the community, and I think we will be able to make a tangible difference in the lives of those students.

Mailie holds a Bachelor of Science (Honours) and Arts (High Distinction) from the University of Melbourne.

She joined BCG in 2007.

While on secondment at Cricket Australia (CA) I was contacted by a BCG partner who was struck by the fact that Test Cricket operates today under the same construct as it did in the 19th Century.

The lack of a championship structure prevents matches from having a contextual relevance which would improve financial returns and the competitive nature of the sport.

Over the next six months, what began as the night time plaything of three to four BCGers developed into a high profile restructure of global relevance. We met with CEOs and chairmen of the 10 test-playing nations and are now implementing the World Test Championship—a concept which will change the commercial and competitive structure of the world second most popular sport forever.

Nick has B Eng/Sci (First Class Honours) from The University of Melbourne.

Nick joined BCG in 2005. He spent 12 months on secondment as head of strategy at Cricket Australia.