Meet Anna Abela, a Director in the Policy & Political Analysis Practice at Flint Global. With a background in diplomacy and a passion for policy, she has built a career helping businesses navigate complex political and regulatory landscapes. In this interview, Anna shares her insights on the shifting political climate in Europe, the lessons she’s learned from her diplomatic career, and her work as a local councillor in London. From shaping high-level policy to advocating for her community, she offers a unique perspective on leadership, public service, and the evolving world of European politics.

Interviewed by Amra Zvizdić

   Reflecting on your journey from the beginning to now, what experiences would you say have had the most profound impact on shaping the person you are today?

I have been very privileged to work in four different countries—Malta, the United Kingdom, Belgium, and Jamaica. Each of these experiences has been character-building. Arriving in a new country with few connections requires rebuilding friendships, a network, and sometimes even a professional reputation almost from scratch. This process has tested my resilience, making me more resourceful and confident in my ability to navigate unfamiliar situations.

Working in international environments throughout my career has also allowed me to form friendships with people from all over the world. This has not only given me a global outlook but has also made me more culturally sensitive. After growing up in Malta, a small group of islands covering around 300km², I do not take any of this international exposure for granted.

You started your career in diplomacy, a demanding and rewarding field. What are some of the most significant lessons you learned while working in that field?

I worked within the EU institutions and later at a UN agency. While I am no longer on that career path, my experiences as a diplomat equipped me with skills that continue to serve me well in the private sector. Diplomacy, particularly within the EU institutions, is about bringing as many people as possible together around a mutually acceptable compromise.

In these roles, I learned a great deal about the art of negotiation—understanding my interlocutor’s interests and recognising the aspects of their position they could not concede in order to move towards an agreement. I also developed the ability to present my own positions in a way that would resonate with others and build a coalition of support. In diplomacy, strength lies in numbers. I also learned the importance of building rapport—people are far more likely to meet you halfway in a negotiation if they genuinely like you.

Beyond this, I gained valuable experience in engaging effectively with stakeholders who are not formally part of the policymaking process. Taking the time to connect with NGOs, businesses, think tanks, and academics exposed me to a wealth of expertise and perspectives I would not have otherwise encountered. Even those I disagreed with provided an important challenge to my thinking.

People are far more likely to meet you halfway in a negotiation if they genuinely like you.

Currently, in your role at Flint Global as a Director in the Policy & Political Analysis Practice, you help multinational companies navigate Europe’s complex political and regulatory landscape. What’s one recent shift in European politics that you believe businesses are underestimating, and how should they adapt?

At the EU level, a major political shift is underway, with much of EU policy now viewed through the lens of European competitiveness. European leaders have been concerned for some time that the EU economy is falling behind the US and China. In response, European Commission President Ursula von der Leyen tasked former Italian Prime Minister Mario Draghi with drafting a report on revitalising European competitiveness, which has significantly influenced current policymaking.

This shift has also been shaped by last year’s European Parliament elections, where right-wing parties—both centrist and populist—campaigned for reduced red tape to support businesses and performed strongly, while the Greens, advocating for stricter environmental regulations, fared poorly.

As a result, there is now a stronger focus on European competitiveness, with several implications for businesses.

First, there may be a slowdown in new legislation from Brussels. Draghi highlighted that during von der Leyen’s first term, the EU passed 13,000 laws, compared to 3,500 federal laws and 2,000 resolutions in the same timeframe in the US. In response, von der Leyen has appointed a Commissioner to simplify EU regulations, tasked Commissioners with reducing reporting obligations by 25%, and prioritised implementing existing laws over introducing new ones. This means businesses will need to focus more on implementing acts, codes of conduct, and standards rather than just new directives and regulations.

Second, while green policies will remain central to the EU agenda, they are being reframed as a means to promote Europe’s clean industries rather than purely as climate regulations. Businesses should position their sustainability efforts not only as environmentally responsible but also as contributors to European economic growth.

Finally, the focus on competitiveness will drive efforts to reduce the EU’s reliance on so-called third countries in strategic sectors, particularly given uncertainty around the policy direction of the new Trump administration. Policies such as "Buy European" clauses in public procurement contracts may emerge, potentially making it more challenging for non-EU businesses to operate in Europe. Some companies may need to consider expanding their presence in the EU to mitigate these impacts.

Nearly a year has passed since you joined the European Network for Women in Leadership (WIL) network and its talent programme. What are some of the highlights from this experience, so far?

There have been many highlights over the past year, but what I have appreciated the most is the opportunity to be mentored by leading women in various sectors. Throughout my time in the talent programme, I was matched with two mentors who are members of the network—one, a partner in a global law firm, and the other, a senior leader in a consumer goods company.

I have really enjoyed sharing my career dilemmas with them and benefiting from their wisdom, which comes from years of experience. Some of our conversations completely changed my perspective on career challenges I had been reflecting on for some time.

It is also worth noting that I am based in London, while one of my mentors is in Poland and the other in Germany. I do not think I would have met them were it not for the network.

Throughout my time in the talent programme, I was matched with two mentors who are members of the network—one, a partner in a global law firm, and the other, a senior leader in a consumer goods company. I have really enjoyed sharing my career dilemmas with them and benefiting from their wisdom, which comes from years of experience.

Your professional journey has been unique and fortunate, as you’ve been inspired and guided by women in leadership roles, witnessing women in senior positions firsthand. Considering that this isn’t the reality for many professional women, how do you reflect on this positive experience?

I've been very fortunate to work for several organisations led by women or with women in senior positions, particularly at the start of my career as a diplomat. I had the rare opportunity to work for three female ambassadors in a row. With hindsight, I now realise just how lucky I was as only 20% of ambassadors worldwide are women. Observing these women leading an embassy helped me understand that I should not put a cap on my ambition.

This experience also showed me the impact female leaders can have on an organisation’s priorities. In diplomacy, for example, research suggests that female ambassadors influence international relations by highlighting policy issues that were not considered priorities decades ago. I witnessed this firsthand. One of the ambassadors I worked for made a campaign to end violence against women a top priority for our embassy, an issue that might not have received the same attention under different leadership.

I had the rare opportunity to work for three female ambassadors in a row. With hindsight, I now realise just how lucky I was as only 20% of ambassadors worldwide are women. Observing these women leading an embassy helped me understand that I should not put a cap on my ambition.

Finally, as a councillor in Haringey, you work closely with the local community, tackling local challenges and advocating for the community’s needs whenever possible. In this role, how would you describe your impact as a changemaker and how you are driving meaningful change in society?

Three years ago, I was privileged to be elected to represent my local community in London on our council. In the UK, local councils have significant responsibilities, delivering over 800 public services. Advocating for residents and making tangible improvements in our area is incredibly rewarding, especially when I succeed in ensuring someone receives the support they’re entitled to—whether it's social housing or special educational needs assistance for a child.

Beyond individual cases, I work to ensure residents’ voices shape major policy decisions. I prioritize accessibility, holding monthly one-on-one meetings with residents, responding to their emails on weekends, and submitting consultation responses on policy changes that affect our community. I also draft objections to planning developments or commercial licenses that might negatively impact our area. In the evenings, I attend committee meetings to scrutinize council decisions.

It’s a demanding role, especially alongside my career, but seeing real improvements in my community keeps me motivated.