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During the launch of the University of New Haven�Ӱ�ԭ��s new Frederiksen Forum: Trailblazing Women speaker series, California State Controller Malia Cohen shared her journey to success and the perseverance it took to work through many challenges.

Cohen�Ӱ�ԭ��s journey into public service began with a childhood visit to San Francisco City Hall. Even at eight years old, she knew she wanted to be part of the decisions made within those walls. That early spark led to internships, volunteer work, and a deep commitment to community service. Now, as California�Ӱ�ԭ��s State Controller, she manages the finances of the world�Ӱ�ԭ��s fifth-largest economy.

�Ӱ�ԭ��I grew up in San Francisco,�Ӱ�ԭ�� Cohen shared. �Ӱ�ԭ��My parents instilled in me a strong sense of service�Ӱ�ԭ��what some call servant leadership. That foundation shaped my career.�Ӱ�ԭ��

Running for office, navigating male-dominated political spaces, and facing public scrutiny have tested her resilience. �Ӱ�ԭ��A recurring theme in my career has been �Ӱ�ԭ��You�Ӱ�ԭ��re good, but not quite good enough,�Ӱ�ԭ���Ӱ�ԭ�� she said. �Ӱ�ԭ��People told me I should be an aide, not an elected official. I�Ӱ�ԭ��ve had to prove myself over and over.�Ӱ�ԭ��

President Jens Frederiksen, Ph.D., joined her on stage for the conversation and celebrated the importance of her work. �Ӱ�ԭ��We often say we�Ӱ�ԭ��re a private university with a public mission, and many students today wrestle with the idea of public service,�Ӱ�ԭ�� he said. �Ӱ�ԭ��It�Ӱ�ԭ��s tough, with many drawn to the private sector instead.�Ӱ�ԭ��

He asked, �Ӱ�ԭ��Beyond serving constituents, what excites you about public service?�Ӱ�ԭ��

Cohen�Ӱ�ԭ��s answer was clear: making a tangible impact. �Ӱ�ԭ��I love engaging in meaningful discussions, breaking down how legislation affects communities,�Ӱ�ԭ�� she said. �Ӱ�ԭ��People see politicians reading to children, but the real work happens in committees and behind closed doors. Affecting that change and providing access to that information is important to me.�Ӱ�ԭ��

Cohen�Ӱ�ԭ��s passion for public service took root early, shaped by hands-on experience. As a high school student, she conducted informational interviews with city officials�Ӱ�ԭ��some inspiring, others unimpressive. �Ӱ�ԭ��It made me think, �Ӱ�ԭ��I can do this,�Ӱ�ԭ���Ӱ�ԭ�� she said.

She carried that mindset into college, taking on internships that exposed her to the realities of governance. �Ӱ�ԭ��Lesson one: Never waste an internship,�Ӱ�ԭ�� she advised. �Ӱ�ԭ��Lesson two: Even bad experiences have value. I once worked for an official who fired me�Ӱ�ԭ��it bruised my ego but taught me the kind of leader I didn�Ӱ�ԭ��t want to be.�Ӱ�ԭ��

That experience didn�Ӱ�ԭ��t deter her; it strengthened her resolve. Cohen went on to serve eight years on the San Francisco Board of Supervisors, where she spearheaded policies on public health, economic development, and social equity. �Ӱ�ԭ��City Hall fascinated me because it�Ӱ�ԭ��s where everything happens�Ӱ�ԭ��marriages, divorces, taxes, legislation. That field trip at eight years old set me on my path.�Ӱ�ԭ��

Her trajectory continued upward, culminating in her election as California�Ӱ�ԭ��s State Controller in 2022. Even with experience, breaking into leadership positions wasn�Ӱ�ԭ��t simple. �Ӱ�ԭ��Being a Black woman in finance and public service comes with constant challenges,�Ӱ�ԭ�� she said. �Ӱ�ԭ��There aren�Ӱ�ԭ��t many women, let alone women of color, in this space. I�Ӱ�ԭ��m not just leading �Ӱ�ԭ�� I�Ӱ�ԭ��m redefining what leadership looks like.�Ӱ�ԭ��

Navigating politics requires resilience, said Cohen who has learned to face opposition head-on. �Ӱ�ԭ��Ladies, the classic challenge is that men think they know everything,�Ӱ�ԭ�� she said, prompting laughter from the audience. �Ӱ�ԭ��I listen, then say, �Ӱ�ԭ��Okay, thanks�Ӱ�ԭ��here�Ӱ�ԭ��s how we�Ӱ�ԭ��re going to do it.�Ӱ�ԭ���Ӱ�ԭ��

Despite some obstacles, Cohen stays grounded. �Ӱ�ԭ��There are moments of weakness�Ӱ�ԭ��anyone else ever cry in the shower, wondering, �Ӱ�ԭ��What did I sign up for?�Ӱ�ԭ���Ӱ�ԭ�� she admitted. �Ӱ�ԭ��People say, �Ӱ�ԭ��Well, you ran for this.�Ӱ�ԭ�� Yeah, I did�Ӱ�ԭ��but not for the hostility and the meanness. My advice? Don�Ӱ�ԭ��t read the comments.�Ӱ�ԭ��

Instead, she leans on a strong support network and a sense of humor. �Ӱ�ԭ��Honestly, humor is one of the best ways to handle sexism and bigotry,�Ӱ�ԭ�� she said. �Ӱ�ԭ��Sometimes, I walk into a room knowing I�Ӱ�ԭ��m the expert. It�Ӱ�ԭ��s almost funny when people try to explain things to me with flawed reasoning.�Ӱ�ԭ��

Reflecting on the lessons that shaped her, Cohen emphasized the idea of financial literacy and adaptability. �Ӱ�ԭ��A mentor once told me, �Ӱ�ԭ��Follow the money.�Ӱ�ԭ�� Knowing how funds move ensures job security and impact,�Ӱ�ԭ�� she said.

Her advice for students? Gain diverse experiences and embrace discomfort. �Ӱ�ԭ��One of the best courses I took was �Ӱ�ԭ��Decision Making Under Uncertainty,�Ӱ�ԭ���Ӱ�ԭ�� she said. �Ӱ�ԭ��I also took an improv class, which helped me think on my feet�Ӱ�ԭ��valuable in any field.�Ӱ�ԭ��

She encouraged students to seek opportunities beyond the classroom. �Ӱ�ԭ��Public speaking is crucial,�Ӱ�ԭ�� she said. �Ӱ�ԭ��If I could do one thing differently, I�Ӱ�ԭ��d travel more. Exposure to other cultures and governments broadens your perspective.�Ӱ�ԭ��

President Frederiksen echoed the importance of global awareness. �Ӱ�ԭ��We�Ӱ�ԭ��re a private university with a global mission,�Ӱ�ԭ�� he said. �Ӱ�ԭ��That exposure is invaluable.�Ӱ�ԭ��

As the conversation came to a close, Cohen left students with a final thought: �Ӱ�ԭ��Take risks, ask questions, and lift up others. My success is not how many policies I change, how many initiatives, but how many good people I put into the world to do this work called public service.�Ӱ�ԭ��