This week, in our interview series ‘In the C-Suite’, Nevena Nikolova, from our office in Sofia, talks with Alexander Montchovski, Interim Executive Director at UNICEF, about his career in Interim Management.
If I look at my career honestly, it never followed a traditional corporate ladder. What it did follow is a pattern: I was always invited into situations where something wasn’t working as it should and where change had to happen fast.
I helped scale a fashion e-commerce business across 15 countries to €50M. I built and led global teams at Amazon Advertising serving three continents. I took over a 350-person omni-channel organization as General Manager and later transformed it digitally across 21 markets as Chief Digital Officer. I led global brand marketing for Notino across 28 countries with double-digit growth and I built my own businesses in Canada and Europe.
Today, I serve as Interim Executive Director at UNICEF Slovakia during a leadership transition.
Although I have worked in different industries, there is the same reason I was there: to bring clarity, structure, performance, and calm into complexity. Only later did I realize that this is exactly what interim management is.
A consultant observes and recommends whereas a permanent executive plans for the long term whereas an interim executive walks into the room and starts fixing things on Monday morning.
Interim management is about immediate accountability. You don’t have the luxury of long onboarding, politics, or observation, instead you enter, you understand very fast, and you act.
You are there for outcomes, not for presentations.
Interestingly, companies rarely say: “We need an interim manager.” They say:
What they actually need is someone who can step in, see the full picture quickly, and create order without drama. That is where I am usually called.
The first visible change is not strategy, it is clarity.
Within months you see:
At Studio Moderna this translated into profitability improvements. At UNICEF Slovakia it translated into operational stability and performance focus before any big plans.
Interim impact is visible very quickly because it removes noise.
Because I am temporary, I don’t threaten anyone’s position. I am not part of internal history, I am there to make everyone’s work easier and clearer.
I listen intensely, identify patterns fast, and solve practical problems that teams feel immediately.
Trust is built when people realize: “This person is here to help us perform better, not to judge us£ and that works in every country.
The biggest misconception is that interim is “expensive consulting”. In reality, interim management is often the cheapest way to stop months of inefficiency, wrong decisions, and slow progress.
Another misconception is that “temporary” means low commitment. In fact, interim executives are often more committed because they are measured purely by results, not tenure.
I see huge potential in:
These are environments where experience and speed matter more than hierarchy.
For companies: Give the interim executive access, authority, and a clear mandate. The value comes from action, not observation.
For senior professionals: Interim management is not for those who want comfort. It is for those who enjoy walking into complexity, making sense of it quickly, and leaving the organization stronger than they found it.
Interim management provides something organizations rarely have during critical moments:
Clarity without politics, speed without chaos, and results without excuses.
The biggest mistake is trying to solve structural problems with motivational solutions. Organizations often invest in workshops, strategy decks, or team-building while the real issue is lack of clarity, accountability, and ownership.
Studies from interim management associations across Europe show that over 60% of interim assignments are triggered by organizational inefficiency, unclear responsibilities, and lack of performance structure, not lack of strategy.
Interim leadership addresses structure first. Once structure is in place, performance and morale naturally improve.
Experienced interim executives rely on pattern recognition. Within days, you can assess:
Research shows that high-performing organizations spend 30 - 40% less time in internal coordination because roles and reporting are clear. That difference becomes visible very quickly when you enter an organization.
Digital transformation is often misunderstood as technology implementation. In reality, it is about transparency and visibility.
Dashboards, reporting tools, CRM systems, and data analytics create something powerful: accountability based on facts.
In my experience at Studio Moderna, Notino, and UNICEF, introducing data visibility led to faster decisions and measurable performance improvements. Organizations that use real-time data in decision-making improve operational efficiency by 20 - 25% on average, according to McKinsey research.
Digital clarity removes assumptions.
Initially, there is caution because people don’t know whether change will create more pressure. Very quickly, when they see simplification, clarity, and removal of unnecessary complexity, the reaction shifts to relief. In fact, surveys in companies that used interim executives show that over 70% of employees report improved clarity in roles and priorities within the first 3 months.
Most teams are not resistant to change, they are resistant to chaos.
You need to be comfortable with uncertainty and capable of making decisions quickly with incomplete information.
You need strong pattern recognition so you can see in days what others see in months and you must be emotionally neutral. Interim executives are effective because they are not attached to internal politics or positions.
This neutrality is often cited as one of the top 3 reasons companies choose interim leaders over internal promotions.
When the organization no longer depends on you.
When reporting works without reminders, when teams make decisions confidently and when structure holds on its own.
Industry data shows that successful interim assignments typically last 6 - 9 months, and their success is measured by how sustainable the improvements remain after departure.
The goal is to build a system that works without the person.
Because the impact is visible and measurable very quickly.
Interim executives are often brought in during periods where organizations lose months or even years due to inefficiency. Bringing clarity, structure, and performance in a short period is extremely rewarding.
Research across Europe shows that over 75% of companies that used interim executives report measurable financial or operational improvement within the first 6 months.
You enter complexity, create clarity, and leave the organization stronger than before.
Friisberg began working with the Bang & Bonsomer Group in 2004, when Nijole introduced Ernestas to the organisation. In 2009 he moved into the Food & Ingredients division as Business Unit Director before later becoming Chief Business Development Officer. He is now the CEO of Bang & Bonsomer Group and Ernestas remains deeply appreciative of the role Friisberg played in shaping his career.
I originally joined Bang & Bonsomer Group as the Managing Director for Lithuania and was soon appointed to the board. I now live between Finland and Lithuania.
I like to say that we are the invisible player in B2B. No one knows who we are, but we supply raw materials to industries internationally, we are everywhere but no one sees us! We cover a wide range of areas such as beauty & personal care, construction & industrial materials, environment & industry, food and polymers & packaging.
I like to tell people to spend time with a clever person. When I say a clever person I mean yourself. I think it’s really important to take time to learn about yourself, recap, reflect and plan. I often like to do this while I’m walking by the water in Helsinki after work - I find that walking helps to calm my mind and helps me to reflect.
The main quality I look for is what I call RMA. That means the Right Mental Attitude. This is even more important when hiring executives. With athletes there is a saying that it’s about having 5% talent and 95% the right mental attitude. I totally agree with this saying and believe that you can make anything happen if you have the right attitude!
The main piece of advice I’d give is to be yourself and be objective to yourself. It’s good to be ambitious but you should also realise what’s expected from you.
I think it’s very much specific to the position and on a case-by-case basis. Before I was CEO, I was head of the food division, and I’ve transitioned into this role. My team are specialists, but you need different skills and diversity of thought to add value – here is where the right mental attitude is more important! I think it’s easier to learn new skills and it’s a danger to become too narrow, you should be able to direct yourself to new skills and be adaptable.
When something hasn’t gone to plan, I take things back to the beginning. I learn from what didn’t work, look at what I could do differently and try to find other ways to get the best result.
Currently the markets are volatile, very unstable and as a result of that they are not supporting us. We are present in nine countries globally and sit between consumers and the giants. In such a volatile market you have to be dynamic.
My favourite hobby is to ski. I try to get away to the mountains 2-3 times a year. I definitely prefer winter holidays a lot more than the summer holidays and would always choose the mountains over the beach!
Having worked closely with our CEO, Zoltan Petho, Ákos brings a unique blend of strategic insight and operational leadership to the conversation. After more than 17 years in management consulting with global firms such as Boston Consulting Group, Deloitte, EY-Parthenon and EY, Ákos recently transitioned into the world of digital banking to lead BinX Bank through its next phase of growth.
In this interview, Ákos reflects on building businesses from the ground up, the lessons learned over two decades in consulting, and why he believes the future belongs to specialists who can adapt quickly in an AI-driven world. Ákos is a self-confessed Formula 1 enthusiast and shares how a racer’s mindset - focused, competitive and driven - shapes his approach both in business and in life.
I’m Ákos Demeter, CEO and Board Member of BinX Bank in Hungary. I’ve spent more than 17 years in management consulting with Boston Consulting Group, Deloitte, EY Parthenon and EY before moving into neobanking nearly two years ago.
BinX is a relatively new digital bank with a setup comparable to Revolut. For most of my consulting career I have worked with large organisations. Towards the end however, I was looking for change and greater responsibility. Moving into banking gave me the opportunity not only to advise on strategy, but to take full responsibility for delivering it.
Launching the EY-Parthenon brand in Hungary stands out as a defining moment. I served as a Business Development Lead for many years. I think that building something from the ground up and seeing it succeed was a particularly proud moment.
Never look back, always look forwards.
It’s natural to reflect on what we could have done differently, but we can’t change the past. We can only learn from it. Progress comes from applying those lessons and focusing on what lies ahead.
I value sharp thinking and structured problem solving. I look for people who can grasp complexity quickly and get things right the first time. These were qualities that I’ve developed over the years in my consulting background so are highly desired when I am looking to hire new team members.
Equally important is mindset. I look for open-minded, positive individuals who approach challenges with constructive energy.
Artificial intelligence is fundamentally reshaping the landscape. In my view, it presents a greater threat to white-collar roles than blue-collar ones.
My advice is to stay close to change. Understand AI, experiment with it and look for ways it can enhance your performance but don’t rely on it solely. The global environment is unlikely to become more predictable in the near future, and we cannot forecast everything. Adaptability will be critical.
I believe the trend is clearly moving towards specialisation, particularly in white-collar roles.
When I began my career, generalists were highly valued but today, clients increasingly expect deep expertise. Being recognised as an expert in your field creates differentiation and long-term relevance.
Traditional banks are struggling because legacy systems often block innovation. Outdated infrastructure makes it difficult to move quickly and adapt to evolving technologies and customer expectations.
At the same time, challenger banks are gaining momentum rapidly. Their agility allows them to scale faster, which creates significant pressure for universal banks.
In Hungary, we operate in the B2B segment. With a population of around 10 million people and approximately 2.2 million customers banking with our main direct competitor, I see strong opportunity. The market is proven, and it’s one we intend to capture.
Outside of work, I am a passionate Formula 1 fan and would describe myself as a racer at heart. I enjoy go-karting and have played squash for more than 20 years.
For me, a racer’s mentality is not just about winning every time. It is about drive, focus and the constant desire to improve. Of course, I always want to win, but it is that competitive energy that fuels me rather than burns me out.
This week, we provide exclusive insights into the thinking of leading decision-makers from the Consumer & Luxury sectors.
Today’s guest is Florian vom Bruch, CEO of BUBEN&ZORWEG, the German luxury house renowned for its high-security safes, precision watch winders and bespoke storage and display systems for collectors worldwide.
The blend of technology, meticulous craftsmanship and design coming together to create true masterpieces is something very special. I also find the strategic and creative work on collections, limited editions and unique pieces highly inspiring, especially within the dynamic collaboration between designers, creatives, engineers, master craftsmen as well as sales and marketing experts.
Feeling the joy of clients throughout the design process, and especially once a piece is put into operation, is incredibly motivating. Knowing that we create something highly personal and lasting for our clients and often grow together in the process is a wonderful feeling.
In addition, working with our international retail partners and their clientele is deeply inspiring, as every product crafted in our manufactory tells its own unique story. Equally important is the very strong set of values within our community: trust, appreciation, teamwork and humanity - principles I personally hold in high regard.
I see four essential areas:
Manufacturers must create desirable, sustainable premium products that meet the highest standards in materials, technology and long-term value - ideally becoming an emotional companion for clients over many years.
Products must be commercially viable to produce, ensuring an attractive price‑performance ratio in global competition. A customer-focused, long-term service offering across all sales channels is also part of this.
Over the past decade, the landscape of omnichannel tools has changed dramatically. The future belongs to manufacturers that implement; a well‑orchestrated, brand‑aligned mix of global marketing and sales instruments. They should tap into the potential in major non‑European markets such as North America, Asia, the Middle East and India through tailored market strategies.
A reliable governance structure that serves the company’s needs is crucial. This includes finding the right balance between family leadership, professional management, strategic and operational committees, and where appropriate, external (financial) partners.
If German and European manufacturers succeed in managing all four clusters in an integrated, courageous way (for example through targeted use of AI) and with the maximum level of performance required in global competition, then we are, metaphorically speaking, like a perfectly tuned Formula 1 car and team = unstoppable.
A wonderful question. Fortunately, there are many things that give me energy and allow me to embrace my “high‑intensity job” as CEO of BUBEN&ZORWEG, now in my eighth year, with full passion.
Here is a small collection of my personal sources of energy: My wife and closest friends, nurturing old and new friendships, being in touch with inspiring people, Peloton, good coffee, fine food, nature and walks. I love to travel the globe to experience other cultures, including Sydney & Tokyo. I appreciate timeless architecture and furniture, my community of family business leaders, manufacturers and athletes, the photo memories displayed on my iPhone, and a beautifully crafted watch dial!
As 2026 rolls in, it is the perfect moment to reassess our goals, but how many of us actually follow through? According to a recent YouGov poll, only 28% of people fully achieve their New Year’s goals, and a staggering 35% have already given up by January. The struggle to stick to resolutions is not just personal, it is one we see in both the athletic and business worlds.
We spoke with Alexandra Wenyon, our Head of Global Marketing at Friisberg, and former Paralympic GB coxswain, about how she built goals as an athlete, and how that framework can be applied in the workplace:
As an athlete, I honed a framework for setting and achieving goals that kept me accountable, focused and motivated. I have successfully adapted these principles to my work in the business world and applied them to the world of executive search. Revisiting goals every six months helps me track progress, recalibrate where necessary, and ensure alignment with my long-term goals.
For a coxswain, you guide, you decide, and you stay composed when everything around you is moving fast. Behind that composure was a goal-setting framework that kept Alex grounded and performing at her best: Bronze, Silver and Gold goals.
These are the practical, daily actions that allow you to show up and perform:
These small, consistent habits are the foundation for bigger achievements, both on the river and in the office.
Silver goals sharpen your craft and your leadership:
These are the targets that improve performance, refine skills, and build credibility.
Gold goals are the ultimate outcomes, the reason you are doing all of this:
“Bronze goals enable silver goals, which make gold goals achievable. The same applies in the boardroom as it does on the water.”
Elite sport holds many parallels with leadership:
Great leaders, like great coxswains, rely on a structured approach to goal-setting. The results speak for themselves.
There were days I operated on pure commitment and very little sleep, leaving London for early morning sessions, working full days afterwards, and spending nearly every hour of annual leave on training camps. Burnout was real, funding was limited, but my ‘why’, my gold goals, always brought me back.
Whether in the boat or the boardroom, goal-setting is a layered process. Bronze goals create the habits, silver goals develop the skills, and gold goals define the ultimate outcomes.
I’m currently wearing three different hats: Senior Executive Search Consultant, local Partner and people manager, and Finance Director for the entire Friisberg company.
What I really enjoy most is facing highly complex circumstances, projects and interactions that force you to think out-of-the-box, to stretch beyond your current knowledge and skills-set, to challenge the understanding of who you are and to constantly reinvent yourself. I often try to do things that scare me and to constantly push the limits of the “doable” - as St. Francis of Assisi wisely noted: "Start by doing what's necessary; then do what's possible, and suddenly you are doing the impossible."
Some people believe that the Executive Search consultant is a magician or superhero capable of finding any profile (any combination of requirements) in any geography for any contractual terms without any communication/coordination or support from the client company. In fact, we have found solutions in cases of extremely challenging search projects but very often it is all about redefining the expectations without compromising with the goal and/or the mission.
What we as Executive search consultants face, are more and more complex requirements as part of the assignment brief. The search of the ideal candidate includes considering succession planning aspects, stronger emphasise on cultural fit and specific leadership style, diversity considerations, specific team role contributing to the Board efficiency/balance etc. It is more and more the case of somehow contradictory requirements – both zoom in and zoom-out capacity, or team oriented but able to stand alone attitude, tough but empathetic personality etc. In this challenging context the system thinking, the straight talk and the passion to pull it off are the names of the game.
I approach each human being with unconditional respect and genuine curiosity, I listen to understand, I try to be fair without judging. I believe in kindness, grace and generosity as being fundamental when working with people.
I’m an aspiring independent filmmaker – I write, direct and co-produce short live action films - I have made five already.
I started out as a stage performer, then briefly moved into theatre directing, but it was filmmaking that truly captured my creative heart. My journey has taken me from student shorts to international festivals.
My short films have screened across Europe, the U.S, and beyond - winning awards for direction, performance, cinematography, and more. Highlights include THE CREATURE premiering at the iconic Chinese Theatre in Hollywood, L+T at the Cannes Film Market, and most recently, FRECKLES, which began its festival run by winning four major awards at TMFF Glasgow - Best Film, Best Director, Best screenwriter, Best Lead actress and was nominated for Best cinematography.
Each project has deepened my love for visual storytelling and my drive to explore emotionally powerful human stories through film.“
I’m currently working on my first feature film project – the script is in development and with my producer we are exploring various options to finance it.
Hiring a perfect leader may be as hard as casting the perfect lead.
I’ve learned a lot from some of the most acclaimed movie directors that have discovered and nurtured rising stars. Martin Scorsese is famous for casting actors not for their resume but for their raw energy and authenticity. He discovered the then unknown Lorraine Bracco (Goodfellas). “It’s not about experience“, he claims,“ but about instinct and truth.”
Steven Spielberg (discovered Christian Bale, among others) on the other hand values emotional intelligence and the ability to listen, to be present even in silence. Greta Gerwick is working a lot with emerging talent like Beanie Feldstein and Florence Pugh – she is casting for something unpredictable; she bets on actors that can surprise you.
But mostly, like Kathrine Bigalow, I’m looking for this very special spark in the eyes…
Business leaders and filmmakers might operate in different worlds - but both are tasked with turning vision into reality through people. Directors create compelling stories on screen. CEOs create impact in markets. Both must lead teams, inspire creativity, and make high-stakes decisions under uncertainty.
Below is some advice Executives could borrow from filmmakers
Find something that you really love… and let it consume you! 😊
The luxury goods sector is a dynamic industry requiring leaders who combine innovation with respect for heritage.
The global luxury market reached €1.5 trillion in 2023, with Japan leading growth in 2024 due to a tourism boom. However, headwinds such as economic slowdown and shifting consumer expectations are influencing strategies. Key trends include:
Our team in Friisberg possesses unparalleled expertise in the global luxury goods sector, rooted in decades of first-hand industry experience and a commitment to staying ahead of market trends.
We know the luxury sector, its many facets and its various fields of activity, because we have experienced it from the inside, in important companies that feed it. We have learnt the concepts of "tailor made" and "customisation" that are specific to this world, and we apply them in the selection of the professionals that the sector requires. We continue to monitor its trends and evolutions in terms of digital transformation, sustainability and consumer expectations to ensure that the candidates we propose are 'tailor-made' to the client's needs and able to lead and innovate. Our focused experience in the industry gives us a unique perspective, allowing us to assess candidates in depth and find those who possess the qualities that the best luxury brands need.
After a period of robust growth, we see that the luxury sector is facing a slowdown. Factors such as economic uncertainties in major markets like China and the U.S., along with increased prices, have contributed to this deceleration. Notably, LVMH reported a 3% drop in sales in Q3 2024, marking its first decline since the COVID-19 crisis.
Consumers are increasingly favouring understated elegance over conspicuous branding, and this 'quiet luxury' trend emphasizes high-quality, timeless pieces without overt logos, reflecting a shift towards subtlety and sophistication. The younger generations, particularly Millennials and Gen Z, are becoming significant drivers of luxury consumption. They prioritize experiences, sustainability, and authenticity, prompting brands to adapt their strategies to meet these preferences. There's also a growing consumer preference for luxury experiences over products. This includes exclusive events, personalized services, and unique travel opportunities, leading brands to expand their offerings beyond traditional goods.
Considering the global luxury market in 2024 so far, we are witnessing a change in consumer behaviour in specific regions. China’s economy has been slowing down and Chinese consumers have been questioning their luxury buying transactions. Due to the weakening Yen, Chinese consumers are spending their shopping budget in Japan rather than their local market. For this reason, Japanese sales have been growing despite the global trend. Other markets, including China and the U.S., are experiencing stagnation or decline. With a 23% sales increase in Japan and a growth in all regions, Hermès stands out with its long-term focus and continued success story.
By consistently staying ahead of industry trends, including digital transformation, sustainability, and the evolution of consumer expectations, we ensure that the candidates we recommend are equipped to lead and innovate. Our targeted industry expertise gives us a unique vantage point, enabling us to assess candidates holistically and find those with the qualities that top luxury brands need.
These trends indicate a dynamic and evolving luxury market, with brands needing to adapt to changing consumer behaviours and global economic conditions to maintain their relevance and growth.
For many luxury brands, filling senior roles also requires a sensitivity to cultural and geographic considerations, as well as an understanding of emerging markets and global consumer trends. We incorporate these factors into our strategy, ensuring our clients can access the most suitable candidates regardless of their location.
My colleague Leila Othieno, who has worked extensively in the fashion and entertainment industries, recently noted that whether it’s goods, experiences, or hospitality, the word ‘Luxury’ evokes a feeling - something intangible yet unforgettable. It carries its own kind of magic, and at the heart of this magic lies one critical element: people.
There is no doubt that leaders who inspire, who cultivate cultures that bring out the best in their teams, and who connect authentically are essential. In the luxury sector, where every detail matters, selecting the right leaders is more than a strategic decision - it’s an investment in the brand’s legacy and future.
The luxury goods market in New York saw stable growth despite challenges from macroeconomic uncertainties and changing consumer behaviours. Recovery in tourism, particularly from international visitors, supported demand for premium products and experiences. However, growth slowed compared to prior years due to inflation and cautious spending among domestic consumers. Key trends included a focus on "less but better" purchases, with watches and jewellry remaining strong performers. Emerging preferences for subtle, minimalist styles ("quiet luxury") contrasted with past tastes for logo-heavy items, reflecting broader economic pressures. Additionally, younger luxury buyers leaned into tech-driven innovations and showed interest in sustainable and ethical practices, signalling a shift in brand engagement strategies. These developments indicate the sector's need to balance exclusivity with accessibility to maintain relevance and growth.
Luxury brands are unique because their leaders must embody the brand's DNA while driving growth and innovation. Our recruitment process is highly personalized - we invest time understanding each brand's identity, values, and market positioning. This enables us to find leaders who can authentically connect with consumers and inspire teams. Confidentiality is also crucial in this sector. We prioritize discretion throughout our process, handling sensitive matters with professionalism to maintain the trust and integrity that our clients expect.
In 2024, Poland's luxury goods market is thriving, driven by rising consumer confidence, economic stability, and growing wealth. Premium and luxury cars lead the sector, with increasing demand for electric and hybrid models. Personal luxury items such as designer apparel, watches, and jewelry are also popular, reflecting a cultural trend to display status through high-end brands. E-commerce is gaining traction for personal luxury, although in-store shopping remains significant for items like beauty products and fashion. Meanwhile, luxury real estate and experiential luxury, such as premium hospitality, are expanding due to rising incomes and a surge in domestic and international tourism.
When we work with companies, our role goes beyond filling a position; we build enduring partnerships with our clients. We remain involved as their businesses evolve, providing insight and expertise to help them navigate change. Our track record speaks for itself - we consistently place leaders who make meaningful contributions, enhancing their brands’ market presence and cultural significance. Our success is rooted in a deep understanding of the luxury sector, mirroring the emphasis on reputation and relationship-building that defines the industry.
Team Friisberg: The key lies in understanding the unique essence of each brand and aligning it with leaders who can honor its heritage while fostering innovation. It’s a delicate balance that requires industry knowledge, a trusted network, and an unwavering commitment to excellence. For luxury brands, every leadership choice is a strategic investment in their legacy and future.
Recruiting senior talent for luxury brands demands an intimate knowledge of the industry’s nuances, trends, and cultural significance.
Friisberg’s team combines first-hand experience, strategic insight, and a tailored approach to connect luxury brands with visionary leaders who drive both tradition and transformation.
Dorota Serwińska from our office in Warsaw, spoke with Beata Stelmach, Chair of The Supervisory Board, of The Polish Association of the Listed Companies
Not so long ago, corporate governance meant the proper organization of relations with shareholders, paying particular attention to the organization of mutual relations between the leading shareholder and the group of minority shareholders. Another important issue was the presence of independent members of the supervisory board. Moreover, great importance was attached to the quality and transparency of communication with the market. This is still very important, but it is no longer enough. We look at the impact of the company's activities on the environment and how its presence affects all stakeholders with whom the company has relations. In short, we evaluate a long-term sustainability strategy. This is a much more serious responsibility for the organization and management of the company, taking into account environmental, social and corporate governance aspects.
In short, we are talking about ESG standards, and all these areas are jointly assessed by shareholders or rating agencies, which consequently translates directly into the company's value. Therefore, today a code of good practice is not enough.
The world's economies have been growing at a breakneck pace over the years, and we have been content with growth and progress, but we have paid little attention to the environmental damage that this development has brought with it. Air and water pollution, gas emissions contributing to global warming - all this has gone too far not to react decisively and stop the environmental devastation. Therefore, business has been tasked with protecting our planet. Regardless of whether we are dealing with production, services, trade or heavy industry we need to look at the entire chain of events to ensure appropriate standards of operation.
One of the most important regulations that should be mentioned is the CSRD (Corporate Sustainability Reporting Directive) - these are EU regulations regulating the scope of mandatory reporting in the area of sustainable development. The regulations require company management to place ESG issues at the center of business planning and short and long-term strategies.
In addition to taking care of the above-mentioned environmental issues, companies are expected to take even greater care of their relationships with stakeholders. The rights of investors and shareholders have today been supported by tough regulations to not only standardize the method of communication, but also to lead to even greater transparency. Other regulations also appeared along the way, including: guaranteeing transparency of remuneration in public entities, which is aimed primarily at eliminating the pay gap between women and men in similar positions, or ensuring equal representation of various groups at the level of company authorities.
The "Women on Boards" directive aims to increase the representation of those groups that are underrepresented on company boards. In practice, it is expected that more women will be invited to the group of managers. The first moment when entities will be obliged to publicly submit an appropriate report is 2026, so shareholders should take care to ensure the diversity of the bodies appointed for the new term of office today during general meetings.
It is expected that modern enterprises will ensure diversity in the workplace, in particular among management and supervisory bodies, respect minority rights, introduce mechanisms that guarantee an inclusive environment and open to diversity, encourage teamwork, and ensure the education and improvement of competences of their employees.
Of course. The main point is to create a work environment that will respond to new challenges and expectations of employees. The workplace is our second home, but this also means appropriate balance of activity and division of time into work and rest. Therefore, another directive worth mentioning concerns "work-life-balance". It is not only about respecting private time, but also about taking care of the physical and mental health of our employees. It must be admitted that the pandemic and remote work have opened our eyes to a number of new needs. Today, hybrid work is a standard, but there are new risks: loneliness, the unnoticed problem of burnout, depression... it is a big challenge for companies to take care of their employees.
A motivated, well-coordinated team means better well-being at work, but also greater commitment, identification with the company, and in turn, greater responsibility and a proactive attitude.
Let's look at the Polish Stock Exchange. Among the largest WIG-20 companies, half are companies with State Treasury shareholding. Corporate governance has been in great "disarray" over recent years. Meanwhile, listed companies should be a model for all other entities on the market; by definition, they should be the best organized, respecting market laws, treating all shareholders equally, caring for their image, and respecting public market standards. They also include competent management and supervisory boards composed of independent members, but there are also many listed companies where the majority of shares are still in the hands of the founder. As long as corporate governance is respected, stock investors entrust their funds to the company's development. However, it sometimes happens that it is difficult to accept public market standards, the desire for manual control prevails, and independent and competent specialists are reluctant to hire - and this destroys the trust of financial investors.
Research shows that over 80% of professional investors take into account how corporate governance rules and ESG requirements are met. Professional investors, funds and asset management entities directly adopt investment strategies aimed at entities and their instruments guaranteeing a sustainable development strategy. The application of these principles translates directly into the valuation of companies, image, recognition and attractiveness for business partners.
Complying with ESG standards simply pays off. At the same time, by taking care of the environment and the community gathered around the company, we create a culture and values that attract investors, business partners and loyal employees who identify with the workplace. By operating according to transparent rules, companies become attractive to shareholders for many years, which guarantees further development.
Volvo Trucks is a world-leading truck manufacturer, committed to drive progress and shape the future landscape of sustainable transports.
Małgorzata: Completely! 12 years is a long time, and today we are totally different. I joined an organization managed in a directive manner, organized in silos, where information was treated as an asset to build an advantage to maneuver within the company. Few people understood why I, a woman, with no technical knowledge of trucks, suddenly became the Managing Director. I had to deal with some problems and the reluctance of others, who did not believe that a woman in a truck business could survive in the long -term, but I managed. Let me remind you that the concept of diversity was not that strongly promoted at that time, and I joined what was a very macho business.
Much time has now passed, and we have made many collective changes to become a great organization today, balancing experience with new generations, more women, as well as activating engagement of individuals to fight jointly for the company goals.
Małgorzata: Building a culture of open communication and trust. It's a long process, but it has paid off in many ways. I didn't know about the technicalities of the trucks, but I knew how to deal with people. Today, we are all proud of the community Volvo Trucks Poland creates, and some of our solutions are inspirational, not only for other Volvo Group entities, but also for our competitors. I have to say proudly that we created and still create many talents.
Katarzyna: One of the assumptions of our strategy is the slogan: #Inspired by Your Needs. It means that we are inspired by the needs of our customers, our employees and our business partners. Our company employs 500 people in 13 distributed branches. This is not the easiest structure to manage, so we need to be close to people, genuinely listen to their needs and address them appropriately. People feel cared for, they feel our concern for them (the “care” factor increased from 60% to 90% in the last 3 years), it's not a slogan, but our everyday life.
Małgorzata: This approach strongly impacts the company's results. Last year we achieved our highest result and we believe we are doing so because we listen to people - I mean all people: our customers, our business partners and of course our employees, who are definitely the biggest assets of our organization, as well as the creators of our common achievements. As a Management Team we travel around our locations, give space to ask questions and listen to ideas, analyze and address what people say, no matter whether it concerns basic or more sophisticated issues. We don't sweep anything under the rug. Maybe sometimes we don't have an answer immediately, but we acknowledge the issue and come back with answers encouraging local colleagues to propose solutions, improve processes, and to make constant small improvements.
Małgorzata: Volvo Group is an organization that appreciates people feedback, but what we do is that we create “Local WHY” with everything we do in Poland. Today Poland is the 4th Volvo Trucks market in Europe and 6th in the world, so we are an important player, and we need to be strong for our customers, who act in an extremely difficult and competitive international environment.
Sales of the trucks as such, is not enough. In Volvo Trucks we want to be the best and the most desired transport solution provider. It means that what we do must have a measurable value for our customers and our approach must be effective and focused on premium services. We also need to have a very professional and transparent dialogue with our customers to build relations for good and bad times.
Katarzyna: Employees feel listened to and cared for. They consciously work for innovative solutions. We believe that our customers can feel that we have a unique culture and that employees are stronger, dedicated, engaged and want to work with us.
Employees are ambassadors, they feel a unique sense of belonging here to our Volvo community, and this attracts customers. This energy transfers from people to people. This is what distinguishes us from the competition.
We are the market leader in many fields and have very high customer satisfaction which is measured systematically either in the area of trucks sales and delivery, or service market and retail services or financing provided by our sister company Volvo Financial Services. We care a lot about how our customers assess us and what can we still improve.
Małgorzata: Absolutely YES!!! People returned to working back in the office within two weeks after the first lockdown during Covid. Many other companies are still struggling to have people back in their offices. Our people are genuinely committed, have lots of new ideas and feel connected to the company and the Volvo Family we create. I believe that is why we have such a phenomenal performance.
Katarzyna: We have decreased the number of voluntary leavers twice to 4%. It is very difficult for our competition to encourage our people to leave Volvo Trucks. People go beyond their area and emphasize their strong bond with the company. Every year we organize the Health Challenge and other programs to take care of both the physical and mental health of our employees - but we never do it without checking what they really need. People organize it themselves, take an active part in it, fuel and motivate each other.
Also regarding additional benefits, we decided to introduce a pre-paid Volvo card system because people need different things. We have 25% of each generation in terms of age, it is a very well-balanced organization, and we need to accept that people have different needs. We do understand it and we care about it.
Małgorzata: As in every corporation we are a results driven company, there is high time pressure and results pressure, so we try to monitor the stress associated with it so that our people feel taken care of. We do what we do for real, we don't provide KPIs - because that's a corporate requirement, but we use them to Keep People Inspired, to Keep People Interested, and to Keep People Innovative. We don't follow fashion, but we do something for people in a real way and it pays off so well.
Our people increase our competitive advantage, optimize our activities and make us busy with so many great ideas and initiatives. And by this our Performance KPIs are also outstanding. We have a great Management Team, where we are also very gender, age and personality balanced: 4 Women + 4 Men, isn’t it great?
Katarzyna: We both have great pleasure and satisfaction in working for such organization, and I am more than sure that most of our employees feel the same way.
I think a more difficult question would be the other way around because for me it was quite simple. I still remember the first call I got to gauge my interest. I was in a good place with my career, so they said, I am happy for you, but this is the one you have been waiting for! They were right. The brand, the business model, the level of autonomy, the chance to drive success across the entire value chain - it was all too magnetic for me. And that was all before I met the people. The sheer excellence of HEINEKEN people is the company’s true competitive advantage, and I feel together we can really amplify the value we create in our entire ecosystem.
Let me start with the sense of joy. First and foremost, I get that from my team. The insights they teach me, the laughs we share, the passion and effort they put into our work; the sense of belonging in this team is simply amazing. I get my energy from having people around me and working with others towards ambitious goals. HEINEKEN provides ample opportunity for that. There is a level of transparency and authenticity that is quite unparalleled, and that creates the perfect environment for people to come together and really solve problems.
In terms of challenges, I would say most of the things that keep me up at night are also the things that give me energy in the morning. Biggest one would be maintaining the growth path HEINEKEN is on, even through an increasingly difficult business and labour context. Luckily, I found a solid organization, with motivated and engaged people, which is unquestionably due to the Management Team and my predecessor.
Ever since day one, I acknowledged that I had not met another organization where people use such terms as psychological safety, autonomy of decisions, or accountability so much, so naturally, and so freely. These are key cultural elements for delivering in such a fierce business environment, and at HEINEKEN, they can be summed up in one word: TOGETHER.
I also bow to the natural generosity of my colleagues. Starting with my team, who gave me all their time to help me integrate as quickly as possible, all the way to the managers, whose obvious interest is developing their teams. I am happy to see the premium brand we produce translates into the premium people we have. Or is it the other way around?
HR was a surprise. I often say I stumbled into HR, because in the beginning of my working life, I had no idea what it was. I had not studied it, and I had not really encountered an HR person in real life, so I was not even considering something I was unaware existed.
And then, about 13 years ago, I applied for a Sales role with an FMCG company. I went through all the interviews and the tests, and was actually offered the role. And just I was accepting it, the manager said , You know, we probably have something else you might be good at, but you’re probably not interested, because it’s in Poland. I basically said I will do it without even knowing what the job was (I assumed it had to do with Sales, but did not really ask). Mostly because at that point in my life I was really craving an international experience. Long story short, I started my HR career in Employee Service Delivery and Compensation & Benefits, which worked out great because they played into my analytical side. From there, I just kept finding new ways to develop myself, and the organization, through a function that has a lot of untapped value to give.
I think this is my fourth sector as an HR person, fifth overall. This day and age, I do not know any industry that is not challenging for HR. What I believe works “in our favour” is the speed and complexity of the market, consumer behaviour, legislation, and sustainability developments. They all challenge HR to really flex our creative muscle, and ensure we are building a winning organization. But then again, this is exactly what I signed up for.
Thank you! With all the professional milestones I’ve hit, my family is still my biggest accomplishment. I often share that as a kid I was changing my idea of a dream job quite often, but I’ve always known I wanted to be a father.
I guess I was lucky to work for organizations that supported me in my search for balance, and that helped me be more engaged and deliver more heartily at my job. HEINEKEN is one for the books from this perspective. With clear priorities and accountability, and even clearer rules of engagement with one another, it not only allows, but promotes people’s wellbeing. For me and my family, this is extremely important, and it works the other way as well. When the pressure is on at work, I get the support I need to strap in and be there for the organization.
Would not necessarily call it advice, but lessons I’ve learned along to way. One would be that I only assume two things about the person in front of me: positive intent, and that they are smarter than me in (at least) some things. It is hard not to come out of any conversation richer than before. And the second one is a personal KPI of mine: number of smiles in meetings. I don’t actually count them, but I try to make sure they are there, even through tough times. Smiles are an extremely powerful retention tool, and a brilliant catalyst for problem solving.
That is a tough question, because the answer is still not what I would like it to be. Although I am getting better at carving some time for myself as well. Adapting to the new reality is key. With three kids on my back, I rarely have time for a standard chess game, but I’ve come to love speed chess games, where I would play anything between 2-to-10-minute games. I also try to join a friendly football game every couple of weeks, usually after the children’s bedtime.
Oh, I actually know the answer to this one ! About five and a half years ago, when my wife was pregnant with our eldest daughter, we moved into a bigger place. And as the landlord gave us the keys and left us in the empty apartment, we took a minute to cherish the way our lives were changing. And we did something that will always stay with me. We decided then and there what our core values were, so that as parents, we would live by them, and try and instill them in our children. So we took a bit of chalk and scribbled these four words on the kitchen walls: TRUST, COURAGE, KINDNESS, FUN.
I won’t go into details on any of them, only say I found them in plenty supply here at HEINEKEN. The company’s mission of brewing the joy of true togetherness strings all of them together perfectly.
Be kind. Be brave. Be patient.
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