Lessons from a non-linear career in Behavioral Science

I recently had the privilege of participating as a guest speaker in a masterclass for the Specialized Program in Behavioral Design at the University of Engineering and Technology (UTEC), organized by Carlos Hoyos, founder of Behavioral Pills.

In the talk, I traced my professional career, from my beginnings as a behavioral science consultant to my current role in the marketing team at BeWay Consulting, the behavioral science consulting firm with the largest presence in the private sector.

It was one of those conversations that invites you to look back not only to recount what you did, but to understand why you did it. So I want to share here some of the central ideas that guided the conversation and that, I hope, may inspire those who are exploring how to apply behavioral science in the real world.

1. You don't need to have everything figured out, but you do need to have something that motivates you.

When I started, there was no defined “career plan.” What I did have was a clear intuition: I wanted to understand how people really think, feel, and act, and use that knowledge to make a positive impact.

We are often paralyzed by the idea of not having everything figured out, of not seeing the whole path ahead. But careers are rarely built on certainty. They are built on curiosity, on consistency with what drives you, on the confidence that every step, no matter how small or uncertain it may seem, is bringing you closer to something you cannot yet see clearly.

So, if you are just starting out or going through a period of change, don't obsess over finding “the right answer.” Focus on identifying what drives you. What issues raise questions for you. What kinds of problems make you want to solve them. That may not seem like much, but it is a lot. Because your inner compass is rarely wrong.

2. Before changing the behavior of others, you must understand your own.

When I first became interested in behavioral science, it wasn't just because I wanted to understand people, whether they were customers, users, or citizens. My curiosity also stemmed from something more personal: I wanted to understand why I did—or didn't do—certain things.

Learning about biases and heuristics not only gave me answers, but also tools for improvement. I began to design my environment, my routines, my decisions. Without realizing it, I became my first behavioral experiment.

And that, for me, is what really hooks us on this approach: it's not just about intervening in the behavior of others, but about using the tools starting with ourselves. About recognizing ourselves within the very system we want to transform.

If you don't know where to start, I want to leave you with this question:

What is the smallest behavior you can change today to get closer to the person you want to be?

This awareness is no small thing. On the contrary: it is the beginning of everything. Because we cannot design for others based on the illusion that we are “rational” and others are not. Understanding that we are also influenced by psychological and contextual factors connects us with a much more empathetic and human perspective. And it is precisely from there that it becomes possible to generate genuine change in our clients. Not from a position of correctness, but from understanding. Not from theory, but from lived experience.

3. Learning to see things as behavioral designers.

Over time, I came to understand that the value of behavioral design lies not only in intervening, but also in observing more closely. It is not about applying “biases” as recipes, but rather cultivating a more acute, empathetic, and strategic perspective. Sometimes, the most transformative thing is not changing behavior, but changing the way an organization thinks about business problems and translates them into behavioral objectives.

So, the greatest value of behavioral science lies in its approach: observing without judgment, formulating good hypotheses, testing rigorously, and translating data into decisions. That shift in mindset—from experts in “interventions” to facilitators of sustained change—is what really makes the difference.

4. Build on what already exists to improve it.

Many participants in the masterclass asked me how to start innovating in their work using behavioral science. My answer is usually this: you don't have to invent anything from scratch.

Sometimes we believe that innovation requires a revolutionary idea. But the real challenge (and opportunity) lies in intervening in what already exists—processes, products, brands, structures—and making it more human, more effective, more conscious.

So there's no need to wait for the ideal project. Start with what you have close at hand and ask yourself: what part of this could work better if we looked at it from a behavioral perspective? The opportunity is there.

5. A culture that empowers, not one that limits.

In another article, I share the five steps to working in behavioral science based on my experience. It represents the different paths you can take to build a career in behavioral science. However, it is important to recognize that I did not do any of this alone. Looking back, I cannot separate my professional development from the environment that supported me. And in my case, that environment was BeWay.

Over these four years, BeWay's culture was much more than just a work environment: it was a space that challenged me, nurtured me, and pushed me to grow. Surrounding myself with people who value curiosity, who encourage you to think more deeply, who are not afraid of feedback or mistakes, made a huge difference. It allowed me to try new things, move between roles, and build a career that is non-linear but very consistent with what interests and motivates me.

Sometimes we talk about behavioral design as if it only applies externally. But it also applies internally. Choosing the right place to work, surrounding yourself with people who inspire you, creating an environment that enables you to learn and contribute... that is also a behavioral decision. One of the most important ones.

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Silvia Cottone

Behavioral Science Consultant & Worldwide Speaker

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Are you interested in this approach? If you would like to learn more about how to design strategies, experiences, and organizations based on behavioral science, you can write to me at silviacottone@beway.com or follow the work of BeWay Consulting at www.beway.com and on LinkedIn @bewayconsulting.