Meet Jana Traue, Senior Manager of Production at Konecranes, with experience in process engineering and optimisation of manufacturing processes. In this interview, she talked about asserting yourself when working in a male-dominated field, the importance of knowing the processes of operation within your company and the opportunity that AI presents in the field of engineering.

Interviewed by Alexia Lecerf

As Senior Manager Production at Konecranes, you hold a leadership role in a field that remains largely male-dominated. Could you describe your current responsibilities and reflect on how your experience as a woman has shaped the way you navigate the most exciting—and most challenging—aspects of managing production in an industrial technology company?

In my current role, I am responsible for all productive departments in our factory. We have a high level of vertical integration in our plant. In addition to traditional areas such as machining, I am also responsible for more specialised areas like motor winding or aluminium die casting. This diversity makes the job very interesting and versatile, but also challenging, as you are constantly confronted with different topics that you may not be familiar with.

As a woman in a heavily dominated field, you often face the challenge of having to prove yourself to everyone. This results in feeling as if you are expected to always be the best and better than everyone in anything that you may do. It is essential to strike a balance between perfectionism and calmness.

I have realised that you do not need to be an expert in every field; rather, it is more important to build a functioning team that can overcome challenges together.

Looking back on your professional journey, what have been some of the defining roles or experiences that influenced your leadership style and approach to operations?

I started my career at Bosch as a process engineer in the production development of electrical motors. There, I learned how important it is to follow two guiding principles: make decisions based on numbers, data and facts, and know your processes. It is also important to take a step back after improving something and evaluate whether the improvement was beneficial to the entire process. Growth cannot be generated from stagnation.

Finally, the biggest impact on my leadership style has been my current position at Konecranes. Konecranes invests a lot in leadership development. I have learned so many things, like situational leadership styles and the importance of coaching. It is always important to keep in mind, as a manager, that you are not responsible for solving your employees or your team members’ problems. Rather, strive to empower your team members to find their solutions and strategies. Once you do this, you will be able to have a team full of people who work independently and are intrinsically motivated.

Your academic background is notably international, with a Master’s in Präzisionsmaschinenbau (Precision mechanical engineering) from HAWK Hochschule and a semester abroad at Universidad de Extremadura in Spain. How has that mix of German and Spanish engineering education influenced the way you approach production management? And how do your language skills—English, German, Spanish, and even a bit of French—help you when working across cultures or on international projects?

When you spend time abroad, you quickly learn to recognise the advantages of diversity. It is, in my opinion, necessary to remain open to change and to understand other points of view, especially those who have grown up in different cultures. You often get new ideas and things that previously seemed obvious to you and see them in a completely new light because you get different input, and different ways of thinking. In production, where complex issues are often discussed, you can see the whole spectrum of problems and issues, and make sure to improve them continuously.

My time in Spain also helped me a lot with my personal development. I often try to become aware of my unconscious bias, which is not easy, of course, because it is unconscious. But I try to be aware of them and compare them with reality. I really hope that this will eventually lead me to become a fairer manager, with whom everyone can discuss every topic openly, as this is my overall goal.

I think that, especially in multicultural projects, it is indispensable to speak more than one language.

Only through communication and work can people connect. If you can’t connect to people, you are not able to grow further.

The manufacturing and industrial production sectors are rapidly evolving with the rise of AI manufacturing and sustainability pressures. What are some current debates or innovations in your field that you find particularly impactful or controversial?

Many people are afraid of AI. However, in my opinion, AI presents an opportunity to increase efficiency and competitiveness at exponential rates. We can ask it anything, and it will give us all the information we need at any given moment. However, we must include this topic in education as well. We must stop fighting all the AI technologies. We need to advance our tasks in universities and schools to get students to think about the prompts that AI provide. If we can organize these tasks in a way that gives students the ability to recognise AI, and the ability for them to discuss it, finding arguments against and for it, we will have the chance to generate a new generation of professionals.

When it comes to sustainability, I think it is only logical that we, as a large company, lead the way and try our best to use the resources at our disposal to improve, and eventually use fewer resources. We understand that we only have one world, and we need to find a way to share these resources amongst each other.

You’re currently taking part in the 10th edition of the Women’s Talent Pool (WTP) leadership programme. What does this opportunity represent for you, and what have been some of your key takeaways so far?

I am incredibly proud that Konecranes chose me to be part of this year’s Women’s Talent Pool Leadership Programme. It is a great opportunity for me to increase my visibility, like this interview, for example, and to fulfil my role as a role model as a senior manager and as a woman in leadership.

I have already taken away two key points. First, you are not alone with your insecurities and challenges. By reminding yourself that many others face similar struggles and that solutions are possible, you gain perspective. Secondly, you must consider who you are allowing to judge you and why. When I asked myself why I thought it was okay for everyone to judge me, it didn’t make any sense. With these two guiding principles, challenges become more manageable, and you can approach life with much more composure.

Fun question: What talent or passion do you have outside of work that people might be surprised to learn about?

I am an outdoorsy person, and I prefer living in the countryside rather than the city. I have two dogs, two cats and five horses at home. This is how I balance my work life. It is nice to come home to my five horses and spend time with my other animals!

Meet Natalia Salazar, Head of Innovative Finance at ICLEI – Local Governments for Sustainability. With over a decade of experience across the humanitarian, development, public, and private sectors, she has worked in some of the world’s most complex environments, from conflict zones to international financial institutions. In this interview, Natalia reflects on the defining moments of her journey, the importance of local insight in driving systems change, and her work advancing climate finance at the city and regional level. From navigating cross-cultural landscapes to mentoring future leaders, she shares a candid perspective on leadership, resilience, and the future of sustainable development.­­

Interviewed by Tracy Soueidy

Your career spans over a decade and covers the humanitarian, development, public, and private sectors — from the OPEC Fund to the ICRC and now ICLEI - Local Governments for Sustainability. Looking back, what have been some defining moments in your journey, and how have these experiences shaped the way you think about impact and systems change?

Being born and raised in Ecuador gave me firsthand insight into the challenges of developing countries, which sparked my interest in pursuing a career in development. That early exposure shaped my understanding of local needs and government systems. Over the past decade, I’ve worked with organisations like the OPEC Fund in Latin America and Suriname, and later with the ICRC in fragile and conflict-affected settings such as Sudan, Haiti, Myanmar, and Afghanistan. These experiences across humanitarian and development sectors have shaped the way I see impact—not as isolated actions, but as part of long-term systems change that requires deep local understanding and cross-sector collaboration.

“True leadership in development is rooted in lived experience, cultural empathy, and the courage to navigate complexity with purpose”

You were featured in Forbes Ecuador for your work in sustainability and leadership. Could you share what this recognition meant to you, and how your work in climate finance is helping shape more resilient, inclusive futures, particularly at the regional and city level?

Being featured in Forbes Ecuador was a true honour. While Forbes is globally recognised, the fact that this recognition came from my own country made it even more meaningful. It felt like a moment of representing Ecuador and being acknowledged among others making a difference. It also gave me a chance to share my story, the challenges, sacrifices, and the less-visible side of the journey, especially with fellow Ecuadorians. Beyond the professional recognition, it was also personal: a moment of pride I hope serves as an example for my daughter and future generations, showing what’s possible through dedication and purpose.

“Hard work, resilience, and sacrifice can inspire others, especially the next generation, to create meaningful change and shape a better future.”

Your professional journey has taken you across borders, from Latin America to Europe. How has navigating these diverse cultural and professional landscapes shaped you personally and professionally? How do you adapt your strategies when working across such varied industries and contexts? And what advice would you give to women seeking to build a career internationally?

Moving across continents has taught me resilience, adaptability, and strength—especially in the early stages of my journey. Over time, I became more experienced at navigating change and embracing the challenges that come with relocating and working in new environments.

Studying and living in Germany had a major impact on me. It shaped my work ethic, taught me structure and punctuality, and helped balance my Latin American openness with a strong professional discipline. Adapting to different cultures and learning new languages also helped me connect more deeply with people from all backgrounds.

One of the most important lessons I’ve learned is to stay open and honest—especially about what I don’t know. That openness has allowed me to find mentors, learn from experts in fields outside my own, and grow in areas like energy and infrastructure, even without being an engineer myself. Building genuine relationships has also been key—not just with senior leaders, but with everyone, regardless of title. You never know how those connections will evolve or what kind of support and collaboration can come from them.

For women pursuing international careers, I’d say: keep pushing, stay open to learning, and be confident. Confidence is essential, and unfortunately, it’s something many women are still working to build. Believe in your path—opportunities will come, often when you least expect them.

“Stay resilient, adaptable, and confident; success comes from learning and staying focused."

As someone working at the intersection of innovation and entrepreneurship, what do you see as the biggest challenges or opportunities for startups today, especially in Latin America and Europe? In your experience, what key skills or mindsets are most essential for entrepreneurs and leaders to thrive?

Startups in Latin America and Europe face challenges like limited access to networks, resources, and language barriers. Entrepreneurs must focus on improving communication skills and building diverse networks to overcome these obstacles. Adaptability and global connections are key to thriving.

From my experience, leadership is not something you're born with; it's a skill you build over time. Confidence is essential, but what truly sustains you is being deeply committed and passionate about your work. Knowledge can be gained along the way, but without those core values, it's hard to thrive as a leader or entrepreneur.

“Overcoming language barriers and building networks are key to startup success."

Mentorship and community clearly play a big role in your work. Looking back, how have mentors supported you in moments of uncertainty or transition?   

Mentorship and community have played a crucial role throughout my journey—not only by providing knowledge and guidance but also by offering life lessons and building my confidence. I’ve benefited from both women and men as mentors: women often shared deep technical expertise, while men helped instil confidence and supported me during key transitions.

These relationships have not only shaped my professional path but also created a strong network I continue to rely on—whether for collaboration, support, or friendship. Mentorship has truly been foundational to my growth and resilience.

"Mentorship provides the guidance, skills, and confidence needed to grow and navigate change."

And just to wrap things up on a lighter note — if you could take a week off from your career to fully unplug and recharge, what would you love to do just for fun or creativity?        

If I could take time off to fully unplug, I’d love to visit my close friend in Australia and New Zealand with my daughter, of course. It would be a chance to explore both countries, enjoy new experiences, and simply have fun together. It’s far, so I’d probably need more than a week; but it would be the perfect way to recharge.

"Unplugging, exploring new places, and sharing moments with loved ones is the best way to recharge.”

Meet Raouia Hamza, Senior Data Scientist at Rexel. In this interview, Raouia shares her journey into data science, from her early passion for math, statistics and computer science to her current role leading AI-driven innovations at Rexel. Raouia discusses her experience in applying data science to impactful projects, including her work at SNCF, where she revolutionised business processes with Artificial Intelligence (AI). Raouia discusses her leadership journey, focusing on building and mentoring her team at Rexel, and the challenges of navigating gender bias in male-dominated sectors. 

Interviewed by Meike Schneiders

You've already had a rich career in data science. Please give us a short summary. What has been the most defining moment in your professional life so far?

I began my data science journey unexpectedly during my studies at École Polytechnique in Tunisia, driven by my passion for math, statistics and computer science. Captivated by both the theory and real-world applications, like price prediction and demand forecasting, I pursued a double degree with Télécom Paris and a master’s at École de Technique in Paris. During my internships at Proxym and SNCF, I worked on impactful projects, earning recognition for innovation. Since 2020, I’ve been at Rexel, where I now lead a team as a senior data scientist. Building and mentoring my team has been the most defining and rewarding moment of my career, inspiring me to pursue further leadership roles.

Building and mentoring my team has been the most defining and rewarding moment of my career, inspiring me to pursue further leadership roles.

What are the biggest challenges and future puzzles you are currently facing in your job and how are you tackling them?

In my current role, I face two main challenges. The first is keeping up with the rapid evolution of data science as new models and technologies from companies like OpenAI and Google emerge constantly. To tackle this, I stay informed through AI newsletters, LinkedIn, and industry events where I learn from others’ experiences with new innovations. While this requires constant learning, I find it exciting. The second challenge is more personal—defining my own professional identity. Early on, I emulated others, but I soon realised the importance of developing my own approach. This has given me confidence and fulfilment, and I advise others to create their own path as well.

Early on, I emulated others, but I soon realised the importance of developing my own approach.

What are some of the key lessons you've learned about leadership and its impact on driving innovation and growth? 

1. Clear vision: A leader must provide clear direction and purpose to avoid confusion and disengagement.  

1. Strategic flexibility: Having a roadmap is crucial, but leaders must remain adaptable to changing circumstances.  

1. Engagement over commanding: Involving team members in the mission leads to better motivation and shared success.  

1. Listening: Listening to others’ ideas and feedback opens up new perspectives and fosters learning.  

1. Recognition: Acknowledging team efforts boosts morale and commitment.  

1. Career Development: Helping team members grow professionally strengthens both individual and team success.  

These principles, combined with regular team feedback, have been key to my leadership approach. 

Now as a senior data scientist, what challenges have you faced and how have you navigated gender bias in traditionally male-dominated sectors?

Growing up, I was exposed to traditional beliefs that a woman’s fallback was to marry and take care of the household if she didn’t succeed. Despite this, I chose challenging paths, attended top schools, and pushed myself to excel. I left my home country to pursue my studies in Paris, determined to build my career on my terms. Today, I’m proud I didn’t let gender biases stop me. To handle gender bias, I focus on seeing everyone as individuals with equal capacity to contribute. This mindset helps me navigate male-dominated sectors without allowing bias to affect my work or self-view. 

To handle gender bias, I focus on seeing everyone as individuals with equal capacity to contribute.

You joined the WIL Women Talent Pool Leadership Programme this year. How do you like it so far and what has been your most memorable experience or learning?

Joining the WIL Women Talent Pool Leadership Programme has been one of the most rewarding and transformative experiences of my career. It’s given me the space to reflect on my accomplishments, evaluate my current path, and align my future goals with my true desires—something we often neglect in our fast-paced lives. The sessions and networking opportunities have been outstanding, allowing me to meet inspiring women. The most memorable part has been the mentoring sessions, especially with Marielle de Spa, where I learned valuable insights about the "zone of genius" and shaping my professional identity. I would absolutely join the programme again without hesitation!

The WTP Programme has given me the space to reflect on my accomplishments, evaluate my current path, and align my future goals with my true desires—something we often neglect in our fast-paced lives.[…] I would absolutely join the programme again without hesitation!

What is your greatest ambition or dream for the future of women in the sciences?

My greatest ambition is to see more women not only entering, but thriving in scientific fields, with the outdated notion that science is "for men" disappearing entirely. I want more women leading companies, making key decisions, and sitting on boards. A key dream is to witness women founding major tech companies and driving the next wave of innovation, like Zuckerberg or Bezos. My advice to young women is: pursue the sciences, don't underestimate your potential. The opportunities are vast, and you can be a leader—remember, the sky is the limit.

A key dream is to witness women founding major tech companies and driving the next wave of innovation, like Zuckerberg or Bezos.

Video Edited by Morgan Rachel Geyer

Meet Lucia Zampetti, a dedicated financial professional with a strong background in impact finance and strategic financial management. Currently serving as Financial Controller at Innpact, she navigates the complexities of financial strategies that align with social and environmental goals. With a passion for integrated reporting, Lucia is committed to creating social value and advancing female leadership in her field. Discover more about her insights and aspirations in this exclusive interview. 

Interviewed by Greta Aurora Zottoli

Can you tell us about your current role as Financial Controller at Innpact? What aspects of your job do you find most rewarding, especially given the company’s focus on impact finance?

I am currently the Financial Controller at Innpact. I studied Economics and Management in Milan, where I began my career before moving to Luxembourg and joining Innpact. In my role, I act as the financial compass for the business, navigating the complexities of impact finance. My primary goal is to align our financial strategies with Innpact's mission to generate positive social and environmental outcomes.

Innpact is a sustainability-focused company that creates and manages funds within a green framework, supporting social impact initiatives. I provide clear financial insights and analyses that equip our decision-makers with the information they need to steer us toward our objectives. This is particularly important in impact finance, where projects often come with unique challenges. By identifying potential risks and opportunities, I help the team adapt and ensure that our initiatives remain impactful and financially sustainable.

In addition, I focus on fostering transparency and accountability within our organisation by implementing financial controls that build trust among stakeholders. Transparency reassures investors and strengthens our credibility regarding the projects we support.

It’s incredibly rewarding to see our financial strategy contribute to projects that make a real difference.

You transitioned from working in the pharmaceutical industry to financial controlling at Innpact. What motivated this change, and how has your previous experience shaped your approach to financial management in the impact finance sector?

I moved from the pharmaceutical sector to Innpact because I wanted to align my career with my passion for social impact. In my previous job, I gained valuable experience in financial analysis and project management, which developed my analytical skills and gave me a solid foundation in financial management. However, I found myself increasingly drawn to using finance as a tool for positive change. This shift was motivated by a desire to contribute to meaningful projects with a tangible impact on communities and the environment.

In impact finance, I leverage my skills in support of initiatives aimed at social good. My previous experience significantly shaped my approach to financial management, focusing not only on the numbers but also on how they translate into real-world outcomes. I emphasise sustainability and social responsibility in our financial strategies, ensuring that our work at Innpact reflects these values.

Did you always envision a career in impact finance, or was it an idea that developed gradually?

It developed gradually. After my studies, my primary interest was in finance, so I initially focused on finding a role that deepened my expertise in that field. Over time, I realised there was a unique opportunity to combine finance with positive social and environmental goals. That realisation inspired me to pursue a role at a company like Innpact, which is dedicated to making an impact in the world.

You have expressed a desire to make an impact through your work. Outside of your professional life, what personal experiences or passions have inspired you to pursue a career in the impact finance industry?

I’ve always loved travelling and experiencing different cultures, which made me aware of the challenges people face globally. Witnessing struggles with issues like climate change and poverty made me realise that I could contribute meaningfully through my work.

Connecting with people facing these challenges shifted my perspective. This sparked the idea that I could apply my skills in finance to support meaningful causes, with the hope of working directly with NGOs in the future.

It’s one thing to read about these issues, but witnessing them makes it all feel much more urgent and tangible.

The field of impact finance is rapidly evolving. What do you see as the biggest challenges in creating financial strategies that align with social impact goals?

One of the main challenges is that we’re still in a development phase, especially in Europe, where it’s difficult to measure our impact. Traditional financial metrics don’t easily translate into social outcomes, complicating the quantification of progress. Developing standard metrics that effectively measure social impact while remaining adaptable across different countries is essential yet complex. To this end, sustainability reporting is crucial for helping organisations assess whether their efforts are creating real impact. This strengthens relationships with stakeholders through transparency and provides a framework for evaluating progress. Reliable, clear reports significantly influence decision-making processes, but developing them is complicated, especially since companies often lack standard metrics or KPIs.

Another challenge is balancing financial returns with social outcomes. Investors often focus primarily on financial performance, making it difficult to maintain both financial sustainability and commitment to social impact in our strategies.

Given that the financial sector has traditionally been male-dominated, what specific challenges do women face in leadership roles, and how can we create a more inclusive environment that supports and advances female talent?

I have faced these challenges in my daily life. For instance, when I started my current job, I found myself in a male-dominated environment, which made the experience challenging. I often feel the need to constantly evaluate my skills and contributions, proving my competence more than my male colleagues do. In meetings, I must be assertive to ensure my voice is heard. While this pressure can lead to personal growth, it can also create stress.

To support women in male-dominated environments, I recommend mentoring programmes. Formal mentorship and sponsorship initiatives can connect women with leaders who provide guidance, support, and advocacy. This fosters a sense of community and helps women reach leadership roles.

In addition, promoting work-life balance is also crucial. Companies should adopt policies supporting flexible work arrangements, parental leave, and childcare support to alleviate pressures on women. Organisations should set mixed goals for gender diversity in leadership positions, ensuring women have fair opportunities to advance. 

Furthermore, diverse teams can challenge the status quo and create role models for female leadership.

This imbalance can also be related to geographic metrics. Is there a difference in your experience between Milan and Luxembourg? 

Yes, the environment can impact experiences, but Europe is generally not sensitive to geographic differences in this regard. So, my answer is no; I did not notice a significant difference between Milan and Luxembourg.

In Milan, I was less exposed to a male-dominated environment because I worked as an accountant, and my team was relatively mixed. Additionally, I had limited interactions with upper management, which meant I didn’t feel the gender imbalance as acutely. However, this reflects a broader trend across Europe rather than a stark difference between the two cities.

Looking ahead, how would you like to see your career evolve in the next few years? Are there any specific goals or areas of expertise you are passionate about developing as you move forward in the impact finance space?

Looking ahead, I envision my career evolving as I expand my expertise in impact finance. In the next five years, I would like to take on more leadership responsibilities and transition from Financial Controller to a head position. I want to focus on strategic financial management that aligns with our organisation’s mission of creating social value. 

One key area of interest is integrated reporting and integrated thinking, particularly regarding International Financial Reporting Standards and Accounting Standards. I believe that an integrated approach can provide a more holistic view of an organisation’s performance by considering both financial and non-financial factors. This can enhance transparency and accountability, ensuring our financial strategies reflect our commitment to social and environmental impact. 

Additionally, I am passionate about technology and its integration with finance. Leveraging data analysis and fintech solutions can significantly enhance our ability to measure our impact and track KPIs in innovative ways.

Video Edited by Morgan Rachel Geyer

Meet Ewelina Woldan, who has nearly 18 years of experience in IT marketing and public relations. In this interview, Ewelina shares her career journey and insights on brand reputation and offers valuable advice for those starting their careers in communications. 

Interviewed by Anna Marin

What initially drew you to the field of Public Relations and brand marketing? Can you share some pivotal moments in your career that led you to your current role at Lenovo? 

My entire professional career is related to marketing and communication in the IT industry. I've been doing this for almost 18 years, and I actually got into the industry by accident. But from the very first day, I really enjoyed the dynamics of the technology market. My first job gave me an insight into many areas of marketing, and I had different responsibilities. One of them was communication, and I must admit that this is what interested me the most straight away. I like to interact with people, and I love to use my creativity, and PR allows me to do that. I really feel that I can develop in this area. 

I think the opportunity to learn about many areas of marketing was something that shaped me and allowed me to take my current position at Lenovo. PR best suits my personality, as well as the goals I want to pursue in the future. I believe everyone should explore different options to determine their best career path. This will help us find a fulfilling profession. 

PR best suits my personality, as well as the goals I want to pursue in the future. I believe everyone should explore different options to determine their best career path. 

Can you elaborate on your day-to-day responsibilities as a Communication Manager at Lenovo Poland? How do you approach building and maintaining Lenovo's brand reputation through PR? 

Over the years, I have developed a certain professional routine that I follow. Every PR specialist's day should start with media monitoring. That's what I do too. I check information concerning not only Lenovo, but also the market. I read about world events, and I don't skip social media. For those concerning the Polish market, I focus primarily on Facebook, Instagram and LinkedIn. This knowledge allows me to determine the activities that will be performed that day. 

Of course, a big part of my job is preparing presentations and statements, managing the day-to-day work of strategy development and implementation, and interacting with people who support us in the agencies. Each day brings new findings, new material for acceptance, and new challenges. To sum up, I start the day with an analysis, and then there is time to accept ideas and implement various actions. 

Building Lenovo's brand image through PR activities is a long-term project that we plan on a quarterly basis. Every day, we add new elements to the various activities that take place throughout the year. It is very important to us to stay close to our customers, consumers or counterparties. We spend a lot of time on analysis to understand their needs. And it is through communication and PR tools that we strive to meet them. The activities that make us stand out in the market are certainly the organisation of many events, conferences or webinars, the aim of which is to pass on knowledge of new technologies or innovations in an accessible form. We adapt the message to the right audience so we can reach them with the information they are looking for. 

Each day brings new findings, new material for acceptance, and new challenges 

As Lenovo is operating on the technology market, which is highly competitive, how does Lenovo differentiate itself from other tech giants? What role does PR play in maintaining that competitive edge? 

Lenovo has succeeded as the world's largest PC company, with a full portfolio of AI-enabled devices and those capable of applying AI solutions. The vision of Lenovo is encapsulated in the slogan Smarter Technology for All, now expanded to: Smarter AI for All. It means that every day Lenovo delivers technology that enables users around the world to work better, faster and more efficiently. These are smart solutions that make our lives better and have a positive impact on the world. 

We also take a comprehensive approach to communicating with our audience, using a mix of marketing activities. The role of PR is very important. We work very closely with the media, and our activities cover many areas. Lenovo's products are aimed at different audiences – end customers and business customers. This is why we strive to deliver effective marketing and PR campaigns tailored to each audience. Our goal is to be close to these people, close to the market. We organise events where knowledge is shared by our experts showing customers the solutions that are currently available. The technology market is extremely dynamic – there are new innovations presented every month, and it is also our role to show our customers what will be ideal for them. 

Our goal is to be close to these people, close to the market. 

In your opinion, what are the most critical skills and strategies needed to succeed in the PR industry today? How do you stay ahead in such a dynamic field? 

I think the main qualities of people who want to work in PR should be great flexibility and openness to other people. It is also very important to be able to manage appropriately – both one's own work and the crisis situations that also occur in this industry. At such times, the ability to solve problems quickly comes in extremely handy. 

There is no time for boredom, and every day can bring new challenges. A person working in PR and marketing should constantly keep an eye on trends and events. This offers many new opportunities, sometimes not obvious, which can have a really positive effect. An important part of working in PR is networking, which often leads to various interesting collaborations. As an example, Lenovo events have been a huge success and other Polish companies are following suit. These are events that we create in cooperation with brands outside the IT market, such as the automotive and beauty industries. We create formats that are out of the box and innovative. We invite experts, media and creators to participate. It turns out that this formula, which we introduced two years ago as the first in the market, is very attractive to visitors and, above all, generates interest – both among traditional and social media representatives. As a result, we achieve a very large reach –  we connect brands, people, as well as budgets. 

Personally, I am constantly trying to develop my skills. I attend industry events and conferences and spend a lot of time meeting new people. People are the greatest value – we can not only learn a lot from each other but also create new formats together that will bring business success. 

I think the main qualities of people who want to work in PR should be great flexibility and openness to other people. There is no time for boredom, and every day can bring new challenges. 

Given the rapid changes in digital media and consumer behaviour, how do you envision the PR industry evolving in the next few years? What opportunities and challenges do you foresee? 

Today, PR plays a huge role in brand communication, especially with experts representing the company. It is very important that materials are factual so that audiences can access proven content and avoid misinformation. A lot of material nowadays is produced automatically, and the audience cannot tell which message is actually true. Our role is to carry out communication that will make knowledge widely available and in an accessible form. I believe that building an expert brand image and creating content tailored to the target audience will bring the desired result. 

I think the PR industry will continue to exploit the potential of collaborations with other brands in the future. By combining our resources and the values represented by Lenovo with other strong brands, we can achieve spectacular results. 

What do you enjoy doing in your free time to relax and unwind from the pressures of work? Are there any hobbies or activities that help you recharge? 

What I enjoy most is travelling, exploring new places and their culture and history. Most of my free time is spent with my family and playing sports. Time for myself is equally important to me. I enjoy solitary walks in the woods, it makes me incredibly calm. 

For people at the start of their career in PR, marketing, or branding – do you have any advice you want to share or any words of wisdom? 

Having worked in the industry for almost 18 years, I can say that I strongly agree with the statement that if work is your passion, you won't overwork a single day. I think it's important to look for your speciality, which will not only allow you to develop and fulfil yourself but, above all, will bring you a lot of joy.

Video Edited by Morgan Rachel Geyer

Anna Jablonska is a dynamic leader with extensive experience in IT, team management, and strategic business leadership. Currently, as Country Head at Lingaro in Poland, she leads large teams and oversees strategic areas like BI reporting, reflecting her expertise in both technology and business leadership. Learn more about her in this exclusive interview.

Interviewed by Tracy Soueidy

You have over 18 years of experience working with diverse technologies focused on business intelligence, data management and automation solutions. In this constantly evolving sector, how do you stay ahead of industry trends in data and analytics (D&A) to ensure that Lingaro continues to deliver innovative solutions to clients?

Staying ahead of rapidly evolving technologies is challenging, but we focus on continuous learning, ensuring proper certifications, and investing in the right technologies. Understanding customer needs through data is key for thought leadership and providing tailored recommendations.

We stay informed by attending conferences, connecting with industry leaders, and sharing knowledge via platforms like LinkedIn. Internally, we adopt agile methodologies to adapt quickly to changes in technology and market needs. While staying ahead isn't always easy, we are focused on quickly catching up and continuously improving.

While staying ahead isn't always easy, we are focused on quickly catching up and continuously improving.

As Artificial Intelligence (AI) and automation continue to advance, how do you see the role of human expertise evolving in data analytics and business intelligence? How should professionals in the field adapt to these changes?

Professionals like me and my team at Lingaro understand and reflect on the need to embrace changes in technology, particularly AI, and we know that some people were, and still are, apprehensive about robotic process automation. While AI may raise concerns about job displacement, it is crucial to view AI as a tool that can enhance productivity. Regardless of age, professionals can and should learn to collaborate with AI to make better decisions and resolve complex problems.

Although AI excels in repetitive tasks and data analysis, human input is essential for creative, context-driven decisions, especially in addressing ethical considerations like data privacy. The user emphasises that AI won't replace human decision-making, but will complement it, to speed up work while still requiring humans to make critical choices.

Regardless of age, professionals can and should learn to collaborate with AI to make better decisions and resolve complex problems.

Your career has spanned various roles, from Technical Consultant to Country Head. How has your leadership style evolved to meet the diverse challenges of these roles?

Effective leadership today requires adaptability and an appreciation for diversity. Unlike leading a team 15 years ago, current leadership must navigate evolving communication styles and diverse perspectives. Embracing these differences allows for a holistic view of problem solving, which is crucial in making informed decisions. As a leader, I believe it’s important to act more as a coach than as a demanding figure, giving team members the space to make conscious choices about their development and tasks.

My leadership style has always emphasised trust, transparency, and partnership. In a company’s culture, it’s vital to ensure every voice is heard and considered, as diverse input enriches the company’s strategy and decision-making. Despite the changes in team dynamics and responsibilities, maintaining an open, supportive environment and fostering clear communication have remained central to my approach.

In a company’s culture, it’s vital to ensure every voice is heard and considered, as diverse input enriches the company’s strategy and decision-making.

What advice would you offer to aspiring leaders, particularly women, looking to advance in the technology sector?

Don’tbe afraid to embrace your power and potential. Often, people hesitate to act due to fear or self-doubt, worrying their skills might not match the challenge. However, taking risks is part of growth, and making mistakes is a chance to learn. Women, in particular, have the tendency to take smaller steps or even a step back, but it's important to dream big and set ambitious goals.

Invest in yourself if you feel unprepared—seek mentorship, training, or other resources to build your skills. Don’t be discouraged by being in predominantly male environments; you have the same level of capability and leadership potential. Overcome the internal voices that hold you back, be vocal and visible. Remember, there are no foolish questions or topics, and through open dialogue, we can learn and receive valuable feedback.

Don’t be afraid to embrace your power and potential.

In a demanding role like yours, how do you manage work-life integration? What practices or habits have you developed to maintain balance and well-being?

Balancing leadership and well-being can be tough, but daily exercise helps me clear my mind and plan my day. I value my morning gym time because it helps me reflect and relieve stress. Taking short walks during work breaks also helps me manage stress after hard meetings and refocus.

Though I have limited personal time due to family responsibilities, I make time in the evening to read and listen to podcasts, which relax and educate me. Support from loved ones and delegating tasks both at home and work are key to keeping a good balance and staying focused on what’s important. This allows me to handle both work and family life more easily.

Here’s a fun question to wrap up! If you could swap jobs with anyone in the world for a week, who would it be and why? And how do you think your team at Lingaro would handle things while you were off on this adventure?

I always wanted to work at NASA, perhaps as a scientist or part of a space crew. I have always found astronomy fascinating, especially looking at the stars, and when I was younger, I hoped to become a scientist someday. It would be amazing to be part of NASA’s team, knowing they have access to cutting-edge technologies, likely years ahead of others.

Video Edited by Morgan Rachel Geyer

Meet Stéphanie Pinson, Head of Legal for the Americas and Canada at Axens. In this interview, she discusses her journey and experiences in the legal field, the challenges she faced as a young legal counsel in the US, the importance of building a strong team, and her insights on navigating the political landscape within an organisation. Stéphanie also shares valuable advice for young professionals on how to develop soft skills and succeed in their careers.

Interviewed by Irene Reyes Suero

What motivated you to move from France to the United States to pursue your education and career?

I think it's a personal taste that you develop as you grow up. I always wanted to come to the US for some reason. I grew up watching MTV music videos as a teenager, and the US seemed like a world of possibilities to me. At the same time, I was a law student, studying business law in France, and I knew it wouldn't be easy to move to the US because law is very specific to your jurisdiction.

So, I continued my studies and started working. Eventually, because I was with an international company, they offered me an assignment in the US, and I was very, very happy about it.

How has being licensed to practice law in both Texas and France influenced your approach to international contracts and disputes within the energy sector?

It's been a work in progress. I started working in the US and knew I needed a license here, so I decided to go back to school. I attended law school here, took the bar, and passed it in 2022, which was more than 10 years after my qualification in France. Things happen in the long run in your career. It was absolutely a must because here in Texas, it is a legal requirement to have a state license to practice law. So, it was not just a nice-to-have for me; it was mandatory.

Working for a French group in the US, having dual licenses is a tremendous plus because I understand both legal systems: civil law and common law. I wouldn't do it any other way.

The bar exam seemed unapproachable to me. I was competing with US students at their level, so I had to work even harder. But during the preparation, I just got on with it without overthinking. Determination and trusting the process are key. Things will work out if you stay committed and work hard.

Determination and trusting the process are key. Things will work out if you stay committed and work hard.

Can you describe a typical day in your role as Head of Legal for the Americas and Canada at Axens?

This is a new role for me. It's not even been a year since I was promoted to this role, which now includes managing a small legal team. My goal is to organise the work of the team in the most efficient way for the company and ensure the most enriching environment for the people I work with, so they can get a grasp on many different aspects.

We cover the commercial zones of Canada, USA, and all Central and Latin America. Our main role is to support the sales team in getting business, obtaining contracts, and generating revenue. We work with different businesses, so we need to understand them to support them legally in the best ways. Practices and risks differ across companies, so understanding the core business is extremely important when you work in-house as a legal counsel.

Unlike working in a law firm, where you always stay on the legal side and advise different clients, as an in-house legal counsel, you don't just advise—you also make decisions based on the company's governance. Personally, I feel more part of a team effort to grow the company. There are many conversations about markets, business improvements, and how legal can be part of that by simplifying processes and creating solutions. Legal is often seen as an impediment, but business must go on, so finding a balance between risk and business needs is crucial.

Even though I've been with this group for over 10 years, the changing business environment in the energy sector, especially the shift towards renewables and decarbonisation, keeps me engaged and on my toes. I'm never bored in my role, and I enjoy helping and mentoring younger lawyers, sharing the knowledge I've acquired over the past decade. I hope this helps them grow their knowledge and careers. Keeping people motivated and interested is important to me because it's what keeps me motivated and interested in my own role.

Keeping people motivated and interested is important to me because it's what keeps me motivated and interested in my own role.

With extensive experience as corporate counsel in various energy sectors, what are some of the most significant legal challenges you’ve faced, and how have you successfully navigated them?

The first challenge I encountered was when I first came to the US as a young legal counsel. I had to work for an affiliate in the oil and gas industry that had never worked with a legal counsel. They were concerned that having a legal counsel might slow down their business. I was a solo counsel, reporting to the general counsel in France, and faced significant challenges as a young, female lawyer trying to gain the trust of experienced Texas businessmen.

Consistency in my work, showing that I was prepared and knowledgeable, and including them in the decision-making process helped me gain their trust. After two years, they offered me a permanent position, which validated my efforts.

Another challenge was returning from maternity leave and being promoted to Head of Legal. Organising a legal department, recruiting the right people, and building a team that best represented the legal department within the group were new challenges for me. Being in the group for so long gave me a clear understanding of what was needed, but it was still on a learning curve.

Consistency in my work, showing that I was prepared and knowledgeable, and including them in the decision-making process helped me gain trust.

In your current role as Head of Legal for the Americas & Canada at Axens, what have been some of the key initiatives or projects you have led on, and what impact have they had on the company's operations?

Being quite new in my role , I would say that I have really focused so far on building a team that will sustain us for the next few years. It's very important to have a team you can trust, because when you support other functions in the company, there are different forces at play, especially between legal and commercial. We all want to achieve the same goal—to get business done—but sometimes the commercial department may want to move forward quickly and overlook red flags, whereas legal needs to ensure due diligence.

It's crucial to have team members who understand these dynamics and possess soft skills, not just hard legal skills. Law school and passing the bar ensure the minimum requirements for the job, but what makes a difference is how one thinks, perceives company tendencies, and explains viewpoints to those who disagree. These skills help smooth the process when working with different perspectives.

I've focused on choosing a team that has these qualities and can continue to improve and grow them. This has been my biggest achievement so far.

As a member of the WIL Talent Pool Programme, what are your expectations and goals for this initiative? How do you envision your involvement contributing to the development of future legal talent?

I am extremely pleased to be part of this programme. I was amazed by all the incredible female leaders I met in London back in March. It was very inspiring. I love that it wasn't just legal; it was open to any type of profession, which was really enriching for me. Often, you only get to network within your own profession, so I really appreciated the diversity.

Having the opportunity to exchange with female executives and renowned leaders is extremely motivating. You just want to hear their experiences and ask questions. That's what I'm hoping to gain from this programme.

What I've learned so far is the importance of understanding who can be your ally within your organisation and how to navigate the political landscape. As a young manager, you don't often think about the politics of a group, identifying allies and those who might oppose you. This awareness has been eye-opening for me over the past six months.

I'm looking forward to continuing the small group discussions with mentors after the summer. These discussions help with very concrete issues you're facing in your career and sharing them with one or two other talents is incredibly helpful. This programme is truly amazing.

I hope that, in my small way, I can help any young attorney or young professional by giving advice on navigating expatriation or career challenges. I'd be happy to share my experiences and insights with anyone interested.

You mentioned before that hard skills are crucial and can be a differentiator in the selection process. While acquiring hard skills is relatively straightforward, what advice would you give to those entering the job market on how to develop soft skills?

Firstly, I would say, make decisions based on what you can control right now. I wanted to come to the US, but I also enjoyed studying law, so I focused on what I enjoyed. When you enjoy the process, doors open. Focus on the process, not just the results.

Secondly, be the person who gets things done. In internships or first jobs, bosses and managers want doers, not complainers. Show initiative, find resources, ask questions, and come prepared when seeking help. Even if you need extra help, demonstrate that you've done your homework and made an effort. This approach is valuable for both young and experienced professionals.

For soft skills, practice active listening. Listen to people, even if they seem antagonistic or defensive. Understand their needs before responding. When people feel heard, they calm down, creating space for mutual understanding. In negotiations or internal discussions, acknowledge others' concerns and propose solutions that balance their needs with yours.

Many people don't listen; they just think about their next response. This is counterproductive. By truly listening, you build trust with your counterpart, whether internal or external. Validating their needs, even if you can't meet them, helps build trust and fosters productive relationships.

By truly listening, you build trust with your counterpart, whether internal or external. Validating their needs, even if you can't meet them, helps build trust and fosters productive relationships.

Video Edited by Tara Arnott

Meet Tiziana, a seasoned professional at Ingersoll Rand who successfully navigates the complexities of Mergers and Acquisitions (M&A) integration and champions DE&I initiatives. Tiziana shares insights into her career journey and her international experiences, and elaborates on how participation in the Women Talent Pool programme at WIL is contributing to her leadership development.

Interviewed by Anastasiia Hresko 

Having worked at Ingersoll Rand for the past 18 years, starting in Product Management and later moving to Engineering, what motivated you to transition to work in the Mergers and Acquisitions (M&A) department? 

Product Management (PM) plays a key role in determining a company’s strategy. Many corporates have a PM-centric vision thus helping the product manager to interact and develop connections with all the main functions. After 15 years covering a range of regional and global roles, it was the merger of two large American companies, Ingersoll Rand and Gardner Denver, that helped me see a perfect opportunity for a career shift. In an industrial company like Ingersoll Rand, my technical background in engineering, in addition to my financial background have been critical to help me in targets selection and to find the right approach to strategy alignment, and led me to decide  to move to the M&A department. 

Can you elaborate on your current role as Process Excellence and M&A Integration Manager at Ingersoll Rand? How do you leverage process excellence principles to ensure smooth M&A integrations? 

Our competitive differentiator at Ingersoll Rand is called IRX or “Ingersoll Rand Execution Excellence”, and this helps the integrations (parts of the business that have been integrated) to establish a plan that is reviewed weekly. It is also very efficient in helping to fix new priorities. This tool provides the structure and the guidelines to ensure a smooth process where every single function involved, from HR to finance, knows exactly what to do when welcoming a new company “in the family”, whatever the size and location. Of course, cultural differences need to be adjusted for, but the main principle stays there as a backbone. I have done seven integrations so far, which is a lot and is due to the company’s  huge pipeline, and having a well-defined structure behind it has been of great help.

M&A transactions have become increasingly complex due to factors such as global economic uncertainty and rapid technological advancements. What are the most significant challenges you've encountered during a M&A integration processes, and how do you overcome them to achieve successful outcomes?

Economic slowdowns actually serve as a very good opportunity for M&As to show up since it is  when many companies realise that it is time to find an ally to continue the growth of the company. I would say that cultural differences, technology integration and talent retention are the most significant challenges during integrations. Having done a wide portfolio of acquisitions, from small to big companies, from Spain to Slovakia to Italy, I see that the only way to have a successful integration is to have a solid playbook to work with, a committed and skilled team to rely on and a post-mortem meeting to collect all missing activities, best practices and the lessons learned.  

When it comes to technology, not only AI but also tools like Teams and SharePoint greatly facilitate our work, and I am constantly improving my skills in this area by taking up additional certification and courses. 

Cultural differences, technology integration and talent retention are the most significant challenges during integrations.

Having worked in both Venezuela and Italy, how has your global perspective influenced your approach to business and problem-solving at Ingersoll Rand?

“Being a local” while working on M&A is crucial to make people feel comfortable, and my skills in Italian, Spanish and English have been of great help, as well as the fact that I grew up in Venezuela which is a very multicultural country. I built an international network at university and have worked with people from various backgrounds which has helped me develop problem solving skills. But to be honest, the best problem-solving school is being a mum! Having a 10-year-old with my husband and living with no family in Milan while having to travel more than half of my working time, I would say it’s a great example of how a woman can be a great addition to business as an excellent problem solver and planner!

The best problem-solving tool is being a mum! 

Aside from your current management role we’ve discussed, you were also a chair and ally of DE&I EMEIA. What role did you play in developing and implementing DE&I strategies for Ingersoll Rand in these regions?

Helping women and learning from them has always been a must for me! A focus on DE&I in Europe has been important Ingersoll Rand since the company operates in a very male-oriented industrial environment where some women believe that they do not have the right to occupy senior positions or don’t make the organisational leap internally due to imposter syndrome. 

We try to empower women and improve their experience both in the workplace and in their personal life. . The two are mutual: if you are happy in life, you are happy in the workplace and vice versa. Sponsoring and mentoring are also crucial since they allow for external and internal “visibility” of women as professionals. Thus, our more than 10 chapters in DE&I involve strategies around these topics.

Helping women and learning from them has always been a must for me!

As a participant in the Women Talent Pool (WTP) programme at WIL Europe, how do you believe this experience will contribute to your leadership development and aspirations for senior leadership roles?

I found the WTP leadership programme when surfing the internet in desperate need of some “female networking” and, having seen the WIL page on LinkedIn, I immediately realised that this was something for me. We met at the WIL Annual Gathering in London earlier this year with all the WTP Talents and partners and I returned home with a wealth of new knowledge and culture-related insights.

The monthly workshops help to refresh my knowledge of topics and reflect on how to lead with purpose, how to build my personal brand and how to make my voice heard by top management. I appreciate receiving feedback from other women and having dedicated time during sessions where we can exchange ideas in small groups. These things are having a huge impact on my development.

Having joined this community of female leaders, have you noticed a certain quality present in most of them that you admire the most? 

This year’s cohort of the WTP leadership programme is amazing, with women who have backgrounds in Finance, IT, Legal, Universities, NGOs and the European Commission, amongst others. We have such a diverse team, very full of energy and eager to learn and share knowledge! It is great to exchange real cases with them and I always feel very comfortable talking to others and exchanging valuable feedback. This is gold for me! Everyone is very talented, and we are growing together. I cannot wait for the second round of Career Development sessions to start soon.

This year’s cohort of the WTP leadership programme is very diverse, full of energy and eager to learn and share the knowledge!

Video edited by Tara Arnott

Meet Eveline Tsui, Category and Sampling Manager at Tarkett. In this interview, Eveline discusses her career path, insights on sustainability, and offers valuable advice for those beginning their career journey.

Interviewed by Anna Marin

Could you share a bit about your background and describe your journey to becoming the EMEA Category & Sampling Manager Carpet at Tarkett?

After graduating, I did not know what I wanted to do or in what direction I wanted to go. Instead of focusing on university or college, I decided to go abroad for a year. I spent a year in Argentina, studying and living with a host family, which led me to being  immersed in the Spanish language. Upon returning home, I decided to study translation and interpretation in Spanish and English. I did that for four years and had a great time, but as soon as I got into the actual work, I realised that it was not really for me. I had really enjoyed the studies, but the jobs within translation and interpretation did not feel the same. I switched and did a pre-master’s programme in international business and then a master’s programme in international business. This master’s degree helped me make a switch, to a more commercial field.

After my master’s I was accepted in a graduate programme in Barcelona, and that is when I moved there. That was a great opportunity for me to work in an international environment, meeting people from different cultures, but also a great way for me to start a commercial career. I did the graduate programme for one and a half years and then I got offered a business position back in the Netherlands, where I really got into my commercial career and business management.

I worked for about 9 years in the same company but then Covid hit. I did not know what the next steps of my career would be. That is also when a recruiter contacted me about this interesting position at Tarkett and here I am today!

How have your previous roles influenced your current position?

For me, it all adds up. Being in Argentina and learning Spanish, and deciding to continue with that, made me confident enough to move to Spain. In the end, knowing Spanish was not a necessity for the graduate position in Barcelona, but I think it made me more comfortable, to make connections with local people both outside of work but also inside the company. Knowing languages has helped me during my entire career.

Alongside learning languages and working in another country, I also learned a lot from the management position I got after my graduate programme. In that position I had to take care of almost every aspect of managing, and I was thrown into the deep end a little bit, but I did learn how to swim and that got me connected to every aspect of that business. I realised which aspects I do like, and which aspects I do not like as much. Based on that experience, I started to figure out in which direction I wanted my career to go in, which lead me into category management.

Tarkett is committed to overcoming sustainability challenges within a circular economy. How do you contribute to these goals in your role?

Within the Carpet Unit we are extremely passionate about sustainability and the road towards circularity. We have been on this road for about 8-10 years and within that decade we made huge steps to become circular. Today, we can confidently say that we are.

We have our own recycling here on location and collect carpeting tiles from all over the world, and that makes it possible for us to create a circular product here on site. But it is also important to think about the steps in between, to create a product that lasts for a really long time.

And if we only look at what you do at Tarkett, how do you contribute to the sustainability goals?

I am part of the marketing team here, so I am heavily involved when it comes to communicating on sustainability. We need understand what the market wants, what the world needs, and we deliver that knowledge and feedback to the teams that create the product. In that sense, everybody is responsible for how we work towards a more sustainable product and company. It is my job to make sure that everybody is briefed correctly on what is needed to make the correct steps on our sustainability journey.

I also oversee our sampling administration department, where we send numerous samples daily, because without samples, sales are unlikely. I am working on improving the return of samples since many are simply thrown away. My goal is to have as many samples returned as possible for recycling purposes.

Everybody is responsible for how we work towards a more sustainable product and company. It is my job to make sure that everybody is briefed correctly on what is needed to make the correct steps on our sustainability journey.

Looking ahead, what vision do you have for advancing sustainability within Tarkett’s carpet category? What long-term goals are you working towards, and how do you plan to achieve them?

When it comes to sustainability, the journey is never ending. We can always make more progress. That is our goal as a company, and we want to make sure that our carbon footprint impact is as low as it possibly can be. I take this with me in my personal life as well, and I think everybody can really make a difference and contribute. It might feel like small steps reducing your plastic waste or taking your bike instead of your car, but if we don’t start with ourselves no one is ever going to follow through. We are all in this together. 

It might feel like small steps reducing your plastic waste or taking your bike instead of your car, but if we don’t start with ourselves no one is ever going to follow through. We are all in this together.

How has your role at Tarkett affected your personal views on sustainability? Have you learned a lot that you did not know before?

I've always been passionate about sustainability, and when I sought a new career challenge, I was particularly focused on this area. I knew I wanted to work at a company that was contributing to a more sustainable society, one and that put sustainability as a primary goal.  

When I started working at Tarkett, I started to learn more about the technical details, how the production works and all the calculations behind it. This got me more and more interested and did affect some of the decisions in how I live my own life, making sure that I make decisions with sustainability in mind.

Having worked in various locations, including the Netherlands and Spain, how have these diverse cultural and regional experiences shaped your professional approach and outlook?

I think that, for everybody, getting in touch with different norms, standards and culture is enriching within itself. It allows you to view the world in a much broader sense. Up until I was 18 years old, I had only lived in the Netherlands. When I moved to Argentina and became immersed in the culture and that world, I noticed that there was a lot of differences. These differences were not better, they were not worse – they were simply different. Learning this helped me understand myself, where I lived and where I come from.

Seeing how people are living in different areas of the world, and working with people from across the globe, has made me realise that we have an incredible standard of life in Europe and the Netherlands. We have safety and security up to a certain level which is not the norm. I experienced a situation in a country in which you cannot always rely on the police if something happens, which was unusual to me. But understanding that there are differences, that is important.

I think that, for everybody, getting in touch with different norms, standards and culture is enriching within itself. It allows you to view the world in a much broader sense.

How do you manage a demanding career while maintaining personal well-being? How do you achieve this balance, and what practices help you stay grounded?

This was one of the things I struggled with in the beginning, when I moved back to the Netherlands. What helped me at that point was volunteer work: I ended up working for the animal ambulance in Amsterdam. I did that for three years and that gave me this wonderful balance, it helped me focus on something that was so completely different to my day job. It provided me with a lot of positive feelings, contributing to something that was not profit-oriented. When I moved away from Amsterdam, I started to look for something else I could do and that is when I joined the voluntary firefighters. I have been doing that for about 5 years now and it allows me to support society in another form, and I do like the action!

So, in case of a fire would you be one of the firefighters helping out?

In the Netherlands, the only places that have professional firefighters are the cities, but all the villages outside of the cities rely on volunteering firefighters. So yes, I have a pager and if the alarm goes off in case of a fire and I am in the area I would go to my station, get ready and do whatever I needed to do. 

Reflecting on your diverse roles and career journey, what advice would you give to young professionals just starting out? What key lessons have you learned that are crucial for long-term success and fulfilment in any industry?

Make sure to ask dumb questions. If something is unclear, do not be afraid to appear stupid - just ask the question. Otherwise, you are just going to stay dumb. Make sure to ask, make sure to speak up, make sure to lean in. You need to take the learning opportunities even if you feel insecure. Asking a “stupid” question does not matter so long as you learn from the fact that you asked that question.

If something is unclear, do not be afraid to appear stupid - just ask the question.