Statement of My Development Philosophy

My ultimate goal in international development—and the fundamental motivation that drew me to this field—is to enable every person to rise above their barriers and unlock their potential. I have long been captivated by the fact that every person has their unique talents and interests. How wonderful it is that we share a common humanity, yet our hearts are burned by different flames. This conviction has guided my study, research, and professional work—most of which has centered on education and human development. Six years into this field, I wish to articulate the philosophy that has always driven me and will continue to drive me.

First and foremost, I give my all to the work before me and the communities I serve—regardless of a project's nature, logic, or original intent. This commitment is unconditional. As a practitioner, I am frequently called upon to fulfill roles and duties in ways that I did not anticipate. More often than not, they are determined by leadership and assigned to me without consulting me in the process. Nevertheless, I believe that as long as a project does not compromise institutional integrity or my work ethic, my responsibility is to maximize its positive impact through disciplined implementation and management. I am able to take this stance because I understand how numerous factors affect project ideation and initiation: conflicts of interest, political priorities, path dependency, public opinion, and more. At the same time, I know every project has its strengths and rationales, however divergent from my perspective they may be. Such recognition leads me to set aside personal judgment and focus on effective execution.

When I am engaged in designing new initiatives, however, I strive to prioritize rigorous, data-driven analysis over intuition or anecdote. I have witnessed too many cases where the cost and scope of a project are determined by borrowing a few (supposed) best practices without thoughtful verification and contextualization. Sometimes, a simple intuition is at play, epitomized by the saying "When you have a hammer, every problem looks like a nail," exposing planners to the risk of taking the easy way out and merely bringing surface-level problems to their attention. Premature project design can do more harm than good, since every intervention we introduce consumes resources—time, funding, and effort—and reshapes the lives of partners to varying degrees by benefitting some while excluding others. Given these stakes, I must pursue the best possible solution under constraints while relying on analytical and evidence-based examination.

That said, this emphasis on evidence has never diminished my field-oriented approach. In addition to my work at headquarters and in back-office functions, I have spent more than half of my career on the ground—in Bangladesh, Timor-Leste, and Vietnam. This choice reflects my appreciation for interacting and collaborating with people in communities. Indeed, I find their stories and ideas fascinating and insightful. Listening carefully to them always gives me clues for understanding context and developing meaningful solutions. This lesson did not come from a textbook; rather, I learned it by connecting with local people and their realities. Believing in the power of their voices and wisdom, I wish to serve in the field as long as my presence adds value there.