Sara Puppis is Smart Collab Alliance Lead at Lenovo, where she drives strategic partnerships and cross-functional collaboration to support innovation and hybrid work. With a global career spanning multiple industries, she brings a people-first, purpose-led approach to transformation. In this interview, she shares how professional volleyball shaped her leadership, why trust and inclusion matter, and what it takes to align teams in fast-changing environments.

Interviewed by Layan Wahidi

As Smart Collab Alliance Lead at Lenovo, you work at the intersection of strategic partnerships, innovation, and cross-functional leadership. What does your role involve day to day, and what impact are you aiming to have through it?

It is a very dynamic role. At its core, my work involves building bridges between teams, technologies, and strategic alliances. I manage partnerships with companies like Microsoft, Google, and Zoom, where we co-develop smart, scalable go-to-market strategies that facilitate hybrid work solutions across different markets.

Internally at Lenovo, I work closely with cross-functional teams, marketing, sales, product, and business development, to ensure everyone is aligned around a shared purpose. I rely on my background in strategic marketing and demand generation to help turn vision into tangible momentum.

The impact I aim to have is centered on empowering collaboration. That might sound abstract, but for me it means creating synergies that go beyond business objectives. It is about fostering a human-centric environment where people feel connected, inspired, and motivated to make a meaningful difference.

If you asked my mother what I do, she might say, “She sells PCs and teaches people,” which is a bit off the mark. But it highlights how roles like mine, which focus on collaboration, inclusion, and leadership through influence, are not always visible from the outside. It is exciting to be in a space where emotional intelligence, strategic thinking, and servant leadership come together to support people and drive progress.

From professional volleyball to leading strategic alliances in tech: how have the mindset and values forged on the court shaped your leadership approach today? Whether it’s building alignment across global teams or fostering more inclusive environments, how do vision, resilience, and shared purpose come into play?

Sport is a fundamental part of who I am. Playing professional volleyball was my first experience of leadership in action. It taught me discipline, resilience, hard work, and strategic foresight - all of which continue to shape how I lead in tech today.

In volleyball, as in business, success is never about the individual. It’s about how well the team works together towards a common goal. That mindset guides me in aligning global teams and fostering inclusive environments. Knowing your strengths, understanding your gaps, and learning how to contribute within a team are essential to building trust and achieving results.

I also deeply believe in the power of diversity. Different perspectives lead to better outcomes. This belief is central to how I lead and collaborate across cultures and disciplines.

The environment I work in now is fast-paced and constantly evolving. Just like in sport, there’s a need to learn continuously and adapt quickly. Volleyball taught me to stay calm under pressure, think strategically, and respond with intention, skills that help me lead through ambiguity with confidence.

Volleyball  gave me more than physical training. It gave me the mindset to face uncertainty, the humility to learn from failure, and the drive to keep growing. That foundation still supports me every day.

You’ve led business transformation across sectors as different as cybersecurity, healthcare, and telecommunications. How do you adapt your leadership style to such varied landscapes while staying anchored to your ‘why’?

The key for me is sticking to my ‘why,’ which is about enabling people and organisations to thrive through change. That purpose goes beyond any particular industry, whether cybersecurity, healthcare, or telecommunications. I adapt by focusing on truly listening to understand both what is happening and the people involved. Deep listening allows me to apply emotional intelligence to help individuals perform at their best, both independently and as part of a team. Living with purpose and sharing clear goals and vision are essential. Everyone needs to understand and align with the shared direction so we can move forward together.

My experience working across cultures, from the Nordics to South Africa, has taught me the importance of reading the room and anticipating shifts. This requires strategic thinking combined with agility in working with people. Building trust quickly is foundational. Trust may be invisible, but it is the base that enables transformation. When people feel safe and confident, they can act effectively and collaboratively.

Part of my role is to translate complexity into clarity so everyone knows their role and feels engaged and secure in their work. This builds confidence and empowers action. My background in volleyball also helps here. It trained me to anticipate the next move, understand how people are feeling, and make decisions under pressure. These skills are crucial in leading transformation across different industries.

Ultimately, I view transformation as a challenge that crosses sectors. Embracing diversity and the richness it brings allows me to navigate complexity and foster success wherever I lead.

You often work at the intersection of business development, digital transformation, and cross-functional leadership. What does it take to align multiple stakeholders around a shared vision—especially when innovation and speed are non-negotiable?

Working at the intersection of business development, digital transformation, and cross-functional leadership requires clarity, courage, and connection, especially in fast-paced fields like IT, cybersecurity, and AI. Aligning stakeholders starts with a clear, human-centered vision that people believe in and rally behind.

Building trust is key. I prioritise open communication and create a culture where feedback is welcomed and used to move the team forward. Managed innovation through tailored programs and partnership incentives also helps align diverse interests.

I often compare leadership to volleyball: when each person knows their role, trusts the process, and works in sync, speed becomes a strength and innovation flows naturally. Creating this culture takes time and intentional pauses to reset and realign when needed.

True alignment fuels motivation. I believe in coaching and mentoring as powerful tools for growth. My goal is to help others rise, even beyond my level, so we all keep learning. I hire for mindset over perfect skills, knowing that the right attitude embraces challenges and drives progress.

Soft skills like communication and adaptability are just as vital as technical know-how. Being one of the few women early in my career taught me to value diverse perspectives and bring a servant leadership approach into every room. That mindset helps me balance data-driven decisions with real human connection.

With over 20 years in international business, what kind of leadership are you striving to model now, and what personal strengths or challenges are still evolving for you? As a current Talent in the WTP programme, are there specific areas you’re looking to grow in at this stage of your journey?

With over 20 years in international business, I strive to model authentic and inclusive leadership by empowering others, especially women and underrepresented voices. I believe leadership is about elevating others and recognising untapped potential.

One area I’m continuing to develop is execution: helping others build independence, take ownership, and think like entrepreneurs. I want people to feel confident taking risks, knowing they are supported and that challenges are opportunities for growth. I aim to lead by example and show that women can succeed in any role or culture.

A personal growth area for me is embracing vulnerability. I’ve learned that emotional awareness is a strength, especially in high-pressure situations like public speaking. It allows me to connect more deeply and bring energy and authenticity to my message.

Language and culture also influence leadership. For example, in Italian, many professional titles are gendered masculine, which subtly reinforces bias. Raising awareness of these dynamics early, especially among young girls, can expand their sense of possibility.

As part of the Women in Tech network and the WTP programme, I value the power of mentorship and community. These networks support emotional intelligence, offer space to share experiences, and foster growth beyond traditional work environments. I also prioritise reflection. Taking moments between meetings to pause and recharge helps maintain clarity and supports both individual and team performance.

Ultimately, I am passionate about creating inclusive spaces where everyone can thrive, learn from challenges, and grow together as leaders.