Breaking Into International Careers with Dawson Law

Margaret Knudsen (00:05):
Hello and welcome to a new episode of Career Pulse DC, a podcast by Traverse Jobs. I’m your host, Margaret, and today I’m joined by Fraser Traverse, CEO of Traverse Jobs, and international careers coach Dawson Law. Welcome, Fraser and Dawson.

Fraser Traverse (00:19):
Thank you.

Dawson Law (00:19):
Thank you so much. Excited to be here.

Margaret (00:20):
Dawson, why don’t you tell us a little bit about your career journey—where you started and where you’ve ended up?

Dawson (00:28):
Thanks so much. I really started off my career journey as a foreign exchange student in high school. I became really intrigued by international relations and decided to pursue that passion in college, where I studied international affairs. I actually moved to D.C. for my first job, where I worked in the U.S. Senate. I remember talking to a senator and saying, “I want to work in foreign policy,” and he said, “That’s great, son. You should go straight into government and get some good experience.”

So I took that advice seriously and then decided to pivot, working for the U.S. Chamber of Commerce—the world’s largest business association—on international trade. It was a great starting point to understand the nexus of politics, trade, business, and government. Then I got what was, at the time, my dream job at the U.S. State Department as a Foreign Service Officer. I served overseas in Sudan, Poland, Vietnam, and Australia.

After that, I took a break and moved into consulting, doing government consulting in the private sector. I then returned to government and ended up at the U.S. Treasury Department working on sanctions. I ultimately finished my government career—so far—as the U.S. Treasury Representative to the United Kingdom, based at the U.S. Embassy in London. It’s been a really fun journey, and I’ve learned so much at every step.

Margaret (01:57):
What inspired you to become a career coach for those seeking international careers?

Dawson (02:02):
As you can probably tell from my career progression, I’ve left and reentered government a few times, as well as worked in associations. Every time I was job searching, I remember thinking, “Gosh, I wish someone could just boil down all of these international relations jobs and help me figure out what would be meaningful and where my skills actually fit.”

I wanted someone to be a shortcut—and a cheerleader. Through those experiences, I interviewed with tons of private companies, universities, associations, consultancies—you name it. I ended up developing a pretty good sense of the market. So, I decided it’d be fun to help others. I started International Careers Coach about four years ago, and I’ve now helped over 70 clients transition in and out of government, into the private sector, or make big life changes. It’s been a really rewarding journey.

Margaret (03:14):
What are the most common challenges your clients face?

Dawson (03:19):
A lot of people come to me feeling like they’re alone in the process. Job searches are really hard. They’re full-time jobs, especially in places like D.C. and New York. And so much of it is driven by your network. If you’re trying to break into a new sector—or moving from government to the private sector—you might not have a big network yet, and that just makes it harder.

Margaret (03:47):
What differences do you or your clients notice between U.S. hiring practices and those internationally?

Dawson (03:56):
Resumes are definitely different. A U.S. government resume is fundamentally different from a private sector one. And if you’re applying overseas, you have to adapt to that market. The common advice is one page per ten years of experience, and that often holds, but it really depends. For academic or think tank roles, they want to see what you’ve written about—your publications really matter.

Ultimately, it’s about presenting your authentic brand—who you are, what you offer, your values, and what kind of job you’re looking for. And making sure you find a mutual fit. Not every company is a great fit for every person, and that applies both domestically and internationally.

Fraser (04:42):
How important is speaking a foreign language if you want to work in a certain region?

Dawson (04:49):
I’d say for American applicants, a foreign language can really open doors. If it comes down to two candidates and one speaks the language and the other doesn’t, that could make the difference.

But there’s another side to it—if you speak Vietnamese, for example, you might be seen as “the Vietnam person.” That can be limiting if that’s not where you want your career to go. It’s not a hard rule, but it’s something to be mindful of. That said, if you don’t speak a foreign language, it doesn’t rule you out. You just need to be thoughtful about which jobs are the best fit.

Fraser (05:49):
So it helps if you’re genuinely interested in that part of the world too—not just learning the language for the sake of it?

Dawson (06:02):
Exactly. I love languages—I’m on Duolingo learning random ones for vacations. But I also realize that learning German at 15 made me a bit of a Europeanist. I also speak French and Polish. So Europe is a natural fit for me. I’ve lived in Asia too, but not speaking Chinese or Vietnamese makes me less of a natural expert there.

Fraser (06:46):
Do you see people pivoting into international careers midlife? Or is it something you have to start in your early twenties?

Dawson (07:03):
Both. I’ve had clients who started early and clients pivoting mid-career. International roles are competitive, but the key is your network. That can be built in many ways.

And international development, for example, needs all sorts of skills—finance, construction, health—you name it. I’ve even met architects who specialize in designing refugee camps and schools. So yes, you can absolutely pivot mid-career if it’s something you’re passionate about.

Fraser (08:14):
That’s interesting—those are great ways for people to pivot, especially midlife. Do you think graduate school is a requirement? Or does it really depend on which part of the international field you’re targeting? I mean, if you’re already an architect, you probably don’t need to go to grad school for international affairs.

Fraser (08:37):
I imagine it’s helpful given how competitive it is, but maybe not mandatory?

Dawson (08:44):
Yeah, I’d agree. I don’t think a master’s is absolutely necessary. I’ve seen plenty of people do great with just a bachelor’s—and even in a few cases without that. But more and more, jobs are requiring a master’s just to narrow down the applicant pool. It’s not uncommon for master’s or even PhD students to be doing what really amounts to clerical work early on.

If you’re considering grad school, I highly recommend taking a break first. I worked for a while before going back, and that helped me realize what I didn’t know. For me, that was business—I was being asked to promote business in my government role and didn’t understand finance, accounting, or HR practices.

So I got an international MBA. It gave me the fundamentals of how non-government organizations operate, and that helped me pivot to the private sector. It also reassured others that I understood business. But again, it’s not a rule—just something that worked well for me.

Fraser (10:24):
I always tell people the same—take some time off, figure out what you don’t know, then decide. It’s a big financial and time commitment, so you want it to be worthwhile.

Dawson (10:36):
Exactly. It’s a lot of money.

Margaret (10:40):
Dawson, are there types of jobs or parts of the world that seem to be growing faster right now?

Dawson (10:47):
Yeah, a lot of focus is on the Indo-Pacific. China obviously gets a lot of attention, but also East and Southeast Asia, and the Pacific. India too—very dynamic space. If you’re thinking about a master’s or trying to focus your job search, one key question is: What part of the world are you interested in? Where could you see yourself living or visiting regularly?

You might be surprised by what you discover when you explore regions you didn’t initially consider. That discovery process is one of the great parts of this field.

Margaret (11:38):
How prevalent is remote work right now? You’re joining us from Europe—are people still working from home, or is everyone back in the office?

Dawson (11:45):
Europe’s pretty standard with three days in the office, two at home. It varies by company, of course, but government here is usually doing the same. There’s a strong cultural value on quality of life in Europe, and that definitely shapes workplace norms. In the U.S., things are still in transition, but I think we’re seeing some movement in that direction.

Fraser (12:20):
Right—and related to that, how important is it to actually visit the country where you want to work? If someone has a young family and it’s not easy to move across the world, are there still remote jobs with international work?

Dawson (12:51):
Yeah, working overseas is still very possible. Let me answer the first part of your question—if you want to work in a region, studying there, volunteering there, or even just traveling there can be hugely valuable. Even short visits help in interviews—you can reference those experiences to show your interest and understanding.

Of course, not everyone can afford to travel. But if you have the opportunity, it’s worth it. Just showing you’re open to those kinds of experiences goes a long way.

As for remote international work, expat assignments are getting rarer—they’re expensive for companies. These days, organizations are more likely to hire locally and have a small management team based elsewhere, like in D.C.

Government still offers some great overseas opportunities—State, Foreign Agricultural Service, Foreign Commercial Service, law enforcement, even intelligence agencies. You’d be surprised how many agencies have international roles. NGOs and the UN too—very competitive, but some really meaningful work.

Margaret (15:07):
What tips do you have for networking—especially if you’re in D.C. but want a job somewhere like Singapore? How do you build authentic relationships remotely?

Dawson (15:20):
I’ve worked with clients in Denver trying to get to D.C., D.C. folks trying to get to California, and yes—people aiming for overseas jobs. My number one message is: if you don’t ask, you can’t be told no.

Informational interviews are the most powerful tool out there. Reach out to someone and ask for 15–30 minutes of their time to learn about their job. Ask: What do you do? What do you like? What don’t you like? What’s the company culture like?

Often those conversations will help you cross options off your list. And honestly, most people are happy to talk about themselves. Then at the end of the conversation, ask, “Can you recommend two more people I should talk to?” That’s how your network grows—and it’s not about asking for a job. It’s about learning.

Margaret (16:52):
Are there any underrated skills or habits that international relations professionals should develop to stand out right now? Any must-know software or tools?

Dawson (17:04):
International relations is a huge field—government, NGOs, associations, corporations—so there isn’t one universal tool. But AI is definitely reshaping how we work.

The ability to use AI to support your job is increasingly important. In my current company and when I was in government, people were starting to embrace it—though it’s still controversial in some spaces.

Imagine you’re prepping a briefing for your CEO before a meeting with a government official in China. Wouldn’t it be great if AI could summarize all the Chinese-language press coverage for you in a few bullet points? Especially if you don’t speak the language.

That’s where AI helps. But it can’t replace your judgment—what your company actually cares about, how to frame things. So in interviews, be clear about your value as a human, especially in a tech-influenced world.

Margaret (18:30):
Let’s pivot a bit. Can you tell us more about your career coaching? If a client comes to you, what kinds of services do you offer and how do you support them in their job search?

Dawson (18:39):
Most often, clients reach out to me through my website, internationalcareerscoach.com. I offer a free consultation to talk through what their priorities are, where they are in the process, and what challenges they’re facing—or even just to help them feel more prepared for the next step.

Once we agree we’re a good fit, we begin working together. Sessions are 45 minutes long, and clients usually buy a package that fits their needs and timeline. The sessions can be spaced out however they need—since most people are working full-time while job searching, flexibility is key.

Some clients need a lot of help with interview prep, others are focused on resumes and cover letters. But what I help most with is narrowing down their search—figuring out what’s a good fit, where they should be looking, and what job titles align with their skills and goals. And then, networking—how to approach it, how to tap into it, and how to use it effectively to land the job that really fits them and allows them to make the impact they want.

That’s really what this is all about. In a complex world—and I don’t need to tell anyone how complex it is—there are still great opportunities out there. It’s just about finding the right one for you.

Margaret (20:13):
What’s the best piece of job search advice you’ve ever received?

Dawson (20:18):
Be open to things you didn’t initially expect. The first job I got at the U.S. Chamber of Commerce? When someone told me about it, I wasn’t that excited. But it turned out to be a fantastic fit. It got me started on the right foot and exposed me to some really interesting issues.

I remember my first day—I was asked to get a letter signed by all the former Secretaries of State in support of a free trade agreement. You should’ve seen my face—I had no idea how to do that. But I figured it out, and I did it. And that felt amazing.

Margaret (20:59):
What’s the typical length of a job search right now—especially for someone transitioning from government to the private sector? Should they expect it to take six months? A year?

Dawson (21:12):
There’s a general rule of thumb: for every year of work experience you have, expect about a month of job searching. So if you’ve been working for seven years, plan for it to take seven months. It’s not a hard rule—some people land something much faster, others take longer—but it’s a good way to mentally prepare for the process.

Margaret (21:36):
I’m sure you’ve seen those skits on Instagram comparing working in the U.S. to working in Europe. What are some of the cultural differences you’ve noticed?

Dawson (21:47):
I’ve been lucky to work with a lot of different cultures. One of the biggest differences I notice is the level of directness. In the U.S., we’re relatively direct and transparent. In many other cultures, communication is much more indirect.

For example, here in the U.K., if someone wants something done urgently, they might say, “Hey Dawson, if you have time today, it would be really great if you could look at this issue. I understand if you don’t, but if you do, that’d be great.” Now in the American workplace, that sounds optional. But here, that’s an urgent request. Learning to interpret that nuance—especially in places that feel culturally close to the U.S.—can be a big adjustment.

Margaret (22:53):
And what about the interview process? In the U.S., it seems like employers are getting pickier—people are going through four, five, even six rounds of interviews. Is it the same for your clients?

Dawson (23:06):
Yes, absolutely. More rounds, more people involved in the decision-making. I think there’s a trend toward including more voices in hiring, not just senior management. That has pros and cons.

The most I’ve ever experienced personally? I think 40 different people interviewed me across five rounds. It was intense. So I really don’t envy job seekers today. But there are ways to be prepared so you’re not starting from scratch every time. I work with clients to build toolkits so they can re-use core content and stay consistent in their messaging.

One thing I emphasize is knowing the type of interview you’re in. There are really two kinds: a qualifications interview—do you have the skills to do the job—and a fit interview—are you the right person for this team or company culture? Because if you don’t know the purpose of the interview, it’s hard to tailor your answers and present yourself effectively.

Margaret (24:26):
How do you figure that out early on? Is the first round usually fit, or qualifications?

Dawson (24:40):
In the private sector, the first round is usually a screening call with HR. They’re checking the basics—do you meet the minimum qualifications, are you within their salary range, and do you come across as someone who might be good to work with?

Next, you’ll probably speak with the hiring manager or supervisor. That tends to be a qualifications-focused interview. Then as you move further into the process, you’ll get more fit-focused interviews—with the team, senior leadership, or cross-functional peers. Once you’re past the second round, they already know you’re qualified—they’re just seeing if you’ll mesh well with the team.

Margaret (25:41):
And what about salary negotiations?

Dawson (25:43):
My number one tip—research, research, research. You need to go into that first HR screening call already knowing your salary expectations, because they’re going to ask, and whatever you say may follow you all the way through to the offer stage.

Glassdoor is a good starting point, but also talk to people in your field. You don’t need to ask someone directly how much they make—but if they’re in your industry, they can give you a ballpark range, and that’s invaluable.

You’re operating in an information-poor environment. The company knows what they’re willing to pay; you don’t. So it’s okay to ask questions like, “Can you tell me a bit about the salary bands for this role?” That gives you more to work with.

Fraser (27:12):
I imagine if you’re considering a move overseas, you’d want to understand the cost of living before committing?

Dawson (27:20):
A hundred percent. If you’re relocating, you’ve got to build a budget. Talk to friends who live there, read blogs, dig into the tax situation, healthcare, retirement—exchange rates too. There are big differences country to country, but there are also a lot of online resources out there to help.

Margaret (27:51):
For people currently in the federal government—or those who want to get in—how should they be thinking about their job prospects when there is a hiring freeze?

Dawson (28:06):
Good question. With a freeze in place, it’s worth paying attention to where hiring might pick back up—and where it might not.

We might see more hiring among contractors and consulting firms that work with the government, since those roles may help agencies fill gaps. That’s one area to watch.

Also, state and local government engagement on international issues may increase. Trade offices, governors’ offices, and organizations focused on international engagement at the city or state level could see growth. And even if those roles aren’t your ultimate goal, they can be great stepping stones for when federal hiring resumes.

Margaret (29:23):
That’s really helpful—thank you.

Dawson (29:25):
Absolutely.

Margaret (29:24):
Dawson, where can listeners learn more about your work and get in touch?

Dawson (29:31):
Thanks, Margaret. Listeners can find me at internationalcareerscoach.com. You can schedule a free consultation there. And feel free to send me a message—I’d be happy to help however I can.

Margaret (29:42):
Thank you! Fraser, for job seekers—especially those in the D.C. area—how can they learn more about Traverse Jobs?

Fraser (29:50):
Just go to traversejobs.com—that’s T-R-A-V-E-R-S-E jobs dot com.

Margaret (29:56):
This has been another episode of Career Pulse DC. Thanks for listening—we’ll see you next time.