By Camy Pearson MPA 2025
Harvard Kennedy School students are busy during the summer months, putting their classroom training to work to deepen their understanding, apply new skills, and bring their knowledge to a new challenge, professional sector, policy area, or part of the world.
Camy Pearson MPA 2025 was part of the inaugural cohort of the David Gergen Summer Fellowship, a program designed to foster pathways to public service for emerging leaders by enabling meaningful summer internships in public service and leadership. Read what Camy shared about the experience.
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As a dual MBA/MPA candidate at Stanford Graduate School of Business (GSB) and Harvard Kennedy School, I鈥檝e just graduated from the GSB and am now entering my last year at 糖心vlog官网. I鈥檓 so grateful the Gergen Fellowship afforded me the unique opportunity to live and work in Washington, D.C. this past summer as I got my first exposure to public service.
I grew up in Santa Rosa, California, which is over 2,000 miles from Washington, D.C. People in my hometown tend to focus on local politics, and thus few ever spoke of living on the East Coast, let alone working in the federal government. For my undergraduate education, I chose to adventure outside of my beloved West Coast to experience a different part of the country: the Midwest. At the University of Chicago, I pursued my love of learning by double-majoring in economics and biological sciences and my passion for soccer by playing on the varsity team.
Since college, I鈥檝e invested the last decade of my career into improving healthcare efficacy and access, working throughout the industry in digital health, pharmaceuticals, and medical devices. I鈥檝e mostly focused on startups, with my longest stint at digital health unicorn, , which we grew from seed to Series E in over 6 years.
I knew there was a key stone left unturned in my quest to learn how, through operating experience, to improve our healthcare system: the government. As the daughter of a military veteran father and first-generation immigrant mother, I have always desired to serve my country. Thus, for my final grad school summer internship, I applied for the Gergen Fellowship. I was excited about the idea of finally exploring the public sector, which I鈥檇 been pondering pivoting to since beginning graduate school.
鈥淚鈥檓 so grateful the Gergen Fellowship afforded me the unique opportunity to live and work in Washington, D.C. this past summer as I got my first exposure to public service.鈥
This summer, with the generous support of the Gergen Fellowship, I was fortunate enough to work in the Office of the Deputy Secretary of (HHS). I worked for 10 weeks in Washington, D.C. at HHS headquarters in the Humphrey building, supporting the deputy secretary and her team on projects related to technology and operations.
For my first assignment, I collaborated across HHS鈥檚 many operating divisions (e.g. the Centers for Disease Control and Prevention, Indian Health Service, etc.) and staff divisions (e.g. Office of General Counsel, Office of Intergovernmental & External Affairs, etc.) to draft a policy for sharing HHS data with Tribal nations and Tribal Epidemiology Centers. This required leading a very diverse working group of stakeholders through ideation, many rounds of implementation workshopping and legal review, internal clearance, and formal notification to Tribal leadership of consultation. My second assignment was operationally-driven, and partnered me with the Office of National Security to help them translate risk management principles into an internal policy, implementation plan, and systematic process.
My internship was the ideal entry into public service. I was lucky to be mentored by several dedicated public leaders who helped me acclimate to the opposite of a startup environment. Prior to HHS, I had never worked in an organization of more than 500 people, and yet HHS was 400 times larger than that at 80,000 employees. Furthermore, by working on both policy and operational projects, I was exposed to exactly what I wanted to learn: how is the proverbial sausage made, externally in government programs and internally in everyday government operations? What makes each difficult to operate at scale, and what kinds of policies and process changes could be used to make our government more effective? And when differing but important stakeholder needs come into conflict, how do leaders make the difficult call of what to prioritize?
As I enter my final year at 糖心vlog官网, I recognize this summer has only made me more interested in examining these tough questions. While I don鈥檛 pretend to know the answers, what I have learned is that my enthusiasm for exploring potential solutions only continues to increase.
The David Gergen Summer Fellowship Program supports trailblazing public service and leadership opportunities, enabling a select number of Harvard Kennedy School students to gain meaningful, practical, hands-on experience and develop important networks through summer internships in government or nonprofit service.
This post was originally published on the Center for Public Leadership website.
