Insights from Nuvadis

Episode 6: The Over-Networker. When Your Name-Dropping Crosses the Line

2025-09-17T10:06:09Z

“During my time working with [insert high-profile CEO here],” starts the candidate for the third time in ten minutes. What begins as an impressive credential quickly spirals into a litany of names, positions and connections. Until it becomes clear they’re more interested in who they know than what they can bring to the table.

Networking is a powerful tool, but when overdone, it can backfire. Leaders who lean too heavily on name-dropping often come across as insecure or lacking substance.

Name-dropping without substance can undermine credibility.

Focus on sharing value-driven stories, rather than listing connections.

The best networkers use their relationships to build bridges, not pedestals.

Episode 5: When the Suit Doesn’t Fit. Why Authenticity Matters in the C-Suite

2025-09-17T10:05:21Z

A great candidate may radiate executive presence. They’ve rehearsed every answer, mastered the content, and projected the perfect image. But something still feels… off. Why?

Because they’re playing a role — not showing up as themselves.

Authenticity is the foundation of trust.

Candidates who focus too much on “looking” the part often miss the essence of leadership: “connection and credibility”. Faking it in the C-suite is a recipe for failure — teams quickly sense when authenticity is missing.

This leads us to ask: What fosters real connection?

Stories

Vulnerability

Personal insight

The most compelling leaders are those who align their values with their actions — and have the courage to be themselves.

Episode 4: The Visionary Who Forgot to Listen. The Cost of Ignoring Feedback

2025-09-17T10:04:54Z

We do say that leaders are visionaries, right? But what happens when a C-level candidate’s grand vision becomes a solo act? Imagine a candidate presenting a groundbreaking strategy that could revolutionize the industry, only to bulldoze through constructive feedback.

Ignoring feedback isn’t just bad form. It’s a no-doubt indicator of poor adaptability. Modern leadership prospers on collaboration and feedback loops.

Feedback is a reflection of the collective intelligence of a team. It’s invaluable, not optional.
Candidates who demonstrate openness to feedback showcase resilience and adaptability.
Listening skills often differentiate great leaders from good ones.

Episode 3: The Silent Saboteur. How Overconfidence Can Derail Even the Brightest Leaders

2025-09-17T10:04:12Z

A brilliant candidate, armed with an impeccable resume and years of experience, sits down for an interview. But within moments, he’s’/she’s not just answering questions, but lecturing. Not noticing the subtle shift in the room, as their overconfidence builds an invisible wall between them and their audience, no matter whether it is a live one or an online one.

Overconfidence can turn sharpest minds into their own worst enemies. While confidence itself is essential for leadership, unchecked arrogance signals a lack of self-awareness: a red flag for any hiring team.

Overconfidence often masks insecurity and limits collaboration.
Simple habits like active listening and asking thoughtful questions can be game changers.
Real leaders showcase their value without overshadowing their teams.

Episode 2: Behind the Boardroom Door. Common Pitfalls of C-Suite Candidates

2025-09-17T10:03:39Z

When the Suit Doesn’t Fit. Why Authenticity Matters in the C-Suite

A great candidate radiates executive presence. He/she rehearsed every answer, mastered all and projected the perfect image. But something feels…off. Why? Because they’re playing a role instead of showing up as themselves.

Authenticity is the foundation of trust. Candidates who focus too much on looking the part often miss the point of leadership: connection and credibility.

Faking it in the C-suite is a recipe for failure: teams can sense a lack of authenticity. Stories, vulnerability and personal insight foster genuine connections. The most compelling leaders are those who align their values with their actions.

The Over-Networker. When Your Name-Dropping Crosses the Line

Networking is a powerful tool, but when overdone, it can backfire. Leaders who lean too heavily on name-dropping often come across as insecure or lacking substance. Name-dropping without substance can undermine credibility.

Focus on sharing value-driven stories, rather than listing connections. The best networkers use their relationships to build bridges, not pedestals.

Episode 1: Behind the Boardroom Door. Common Pitfalls of C-Suite Candidates

2025-09-17T10:03:10Z

The Silent Saboteur. How Overconfidence Can Derail Even the Brightest Leaders

A brilliant candidate, armed with an impeccable resume and years of experience, sits down for an interview. But within moments, he’s’she’s not just answering questions, but lecturing. Not noticing the subtle shift in the room, as their overconfidence builds an invisible wall between them and their audience, no matter whether it is a live one or an online one.

Overconfidence often masks insecurity and limits collaboration. Simple habits like active listening and asking thoughtful questions can be game changers. Real leaders showcase their value without overshadowing their teams.

The Visionary Who Forgot to Listen. The Cost of Ignoring Feedback

We do say, that leaders are visionaries, right? But what happens when a C-level candidate’s grand vision becomes a solo act? Imagine a candidate presenting a groundbreaking strategy that could revolutionize the industry, only to bulldoze through constructive feedback.

Ignoring feedback isn’t just bad form. It’s a no-doubt indicator of poor adaptability. Modern leadership prospers on collaboration and feedback loops.

Feedback is a reflection of the collective intelligence of a team. It’s invaluable, not optional. Candidates who demonstrate openness to feedback showcase resilience and adaptability. Listening skills often differentiate great leaders from good ones.

Episode 3: From Dream to Reality. Isa's Milestone Moment.

2025-09-17T10:02:30Z

How did your time at USWPS shape the professional you are today? Any favourite courses or professors who sparked your passion?

USWPS was more than just an academic experience for me; it was a journey that offered me a sense of direction. What truly made a difference were the lecturers, true professionals in their fields. My first encounter with Professor Wojciech Kulesza in social psychology was a defining moment. His ability to explain complex theories in a practical, relatable way made me realize how powerful psychology can be in real life. This inspired my first training course, The Role of the Individual in a Group, based entirely on social psychology principles.

Then there was Dr. Magdalena Przedniczek, PhD, who opened my eyes to cognitive psychology, but it was her Cognitive Psychology in Practice course that lit the spark for my second training, How to Learn and Not to Procrastinate. She showed me how to unlock the power of memory through simple tricks and tactics.

Last, but not least, there’s Dr. Agata Wytykowska-Kaczorek, my Pro-Dean, who was my biggest motivator. She inspired me to become a proactive student and to take my role in student government seriously. Being Vice President of the Student Council for one and a half years made me realize how deeply I wanted to work with people and advocate for students, which I continued at UWSB Merito. That spark to lead and be involved with the community never really left me since then.

Were there moments during your studies when you thought:‘This would work perfectly in the office’? How did you blend what you learned with what you were doing at Accord Group?

To be honest, my time at USWPS felt very much like a separate chapter and I never really tried to blend the two. The skills I build at university didn’t directly apply to what I was doing at Accord Group. I wasn’t trying to inject social psychology or cognitive theory into the office space, because my work was much more hands-on and dynamic. The foundation I built in those years helped me become more aware of human behavior and more aware of how I could create meaningful experiences for people – skills that a moment later become the backbone of my leadership training workshops.

Juggling student life and work must have been a real challenge. What were the ‘balancing tricks’ that helped you keep it all together?

My team was key here – especially Lidia, who was there every step of the way. She kept me motivated and reminded me that everything I was doing had a purpose. But beyond that, I knew why I was pushing myself so hard – it was all about getting to the point where I could finally start running professional leadership workshops, which had always been my dream. Of course, there were sacrifices. I had to say no to friends and events to make room for work and academic projects, but I knew this was all part of a bigger plan.

Did your involvement in scientific circles feed into your big dream of running workshops?

Absolutely. Joining scientific circles was like planting the seed that eventually grew into a whole garden of opportunities. It started with small collaborations, running training workshops at University, but my ambition never allowed me to stop just there. I began seeking opportunities outside the academic circle, reaching out to places I knew, like my old high school, and offering training workshops for free. It wasn’t about money, it was about gaining experience and building credibility. The feedback I received and seeing the real impact my sessions had on people, made me more confident to do more.

Eventually, it snowballed. I was invited to run trainings for other organizations. My first professional training came through YNG, followed by one at my present University, i.e. UWSB Merito, where I am currently doing my masters. That first session was a game changer. It had the largest turnout of students and it is being considered a repeat event, to be continued next year.That moment was a real turning point for me.

Training others sounds like both a dream and a challenge. What gave you the confidence to step into that role?

Oh, the early days were a rollercoaster of stress! Before my first training, I was overwhelmed by the fear of being misunderstood or forgetting my material. But practice – a lot of it – was the key to my confidence. Each session I delivered helped me get more comfortable and confident in what I was doing. The feedback I got from participants was so precious; they helped me refine my skills and gave me the reassurance I needed. I knew I had the knowledge, because I spent hours crafting and revising each course, but delivering it in an engaging way was an entirely different piece of challenge.

The first time I led a graduation ceremony at USWPS, I was overwhelmed – but it also gave me a huge confidence boost. The students and staff had heard good things about me, so the trust they put in me was incredibly affirming. It was moments like these that made me realize: yes, I could really do this.

What’s the story behind your first big training project with Accord Group? Was it a ‘pinch me’ moment, or more of an ‘am I really doing this?’ situation?

It was a bit of both, to be honest! I had talked about running workshops for so long that when the opportunity finally presented itself, it felt surreal. But the moment I was asked, I didn’t hesitate. My hand was already up before the question was even finished. This was the moment I’d been working toward and I felt I was ready for it. I was excited and knew this was the right step forward.

You’ve gone from the CEO’s daughter visiting the office to leading projects and training others. How do you define your unique place within the Accord Group?

I’d say I’ve carved out a dynamic role that goes well beyond my starting point as “the CEO’s daughter.” Now, I’m someone contributing to the Accord Group’s leadership practice forward - leading projects, sharing knowledge and empowering others through workshops It’s a unique combination of responsibility and impact. I work hard for making it count every day.

New Year is just around the corner. What advice would you give for others dreaming of walking a similar path, so that they can implement in 2025 and beyond?

Start small, be consistent and don’t be afraid to step out of your comfort zone. I began my journey with pro bono training, running workshops for small groups at places I knew. At the time, it wasn’t about the money; it was all about experience. The doubts I had then – whether I could do it, whether it would be worthwhile – were part of the process and I wish I’d known that progress isn’t linear.

There will be moments when you’ll have to make sacrifices – sometimes putting personal desires on hold for a bigger goal. Looking back, I can confidently say it was worth it, because every step, no matter how small, brought me closer to my dream. And here’s the most important lesson I can share: every experience matters, even the ones that seem insignificant at the time. Also: remember to surround yourself with people who support you, embrace every success – no matter how small – and remember that every step forward is a step toward realizing your goal. Do not wait & make it happen in 2025!

Leading with Integrity. My Call to Rethink Our Professional Norms.

2025-09-17T10:01:10Z

In our world of Leadership and Executive Management, there’s a truth many are reluctant to discuss openly: not every professional acts with the integrity or accountability their title implies. It’s a topic that makes us uncomfortable, but it’s one we need to address, if we’re serious about creating cultures of respect and productivity.

By the end of 2024 I can sadly say: it is too often, many of us work with professionals who fail to honor their word: ghosting commitments, dragging out projects without clear purpose or wasting time and resources with little regard for their team or their organization’s bottom line.

What’s more: many of these actions cost their companies money, reputation and morale. Yet no one seems to care. Why? Because we’ve normalized it. But let’s be real: these behaviors don’t just vanish into the ether. They leave a trail, which is broken trust, exploited resources and wasted potential.

Here are a few of my thoughts, which I can easily turn into 2025 wish list, so that we all can make this New Year a truly new beginning.

1. Would You Work for Free?

Before you ask someone to invest their time, energy or expertise without proper acknowledgment or compensation, pause. Imagine someone asking you to do the same. Would you agree? Reciprocity is at the heart of every strong professional relationship. If you wouldn’t walk the walk, don’t ask someone else to do it for you.

2. Your Word is Your Equity. Don’t Default on It.

When you make a commitment, you’re giving your word. It’s not a placeholder or an optional suggestion: it’s literally a promise. If you treat it as such, you build trust. If you don’t, you create an invisible cloud of disappointments. And trust me, that cloud is very often, hard to chase away.

3. Time is the Most Expensive Resource. Use it Wisely.

Every time you call a meeting with no clear purpose or drag someone into a project without direction, you’re not just burning their time: you’re throwing your company’s money to the bin. Be intentional. Ask yourself: Is this the best use of everyone’s time? If the answer is no, rethink.

4. Accountability is Not Amnesia.

Don’t act as if people will forget poor behavior just because two weeks have passed. They won’t. If you’ve been unreasonable or unkind, don’t double down and ask for favors later. Instead, take responsibility. Accountability doesn’t weaken your authority. There is a big chance it would reinforce your humanity.

5. Companies Are People. Treat Them as Such.

It’s easy to think of a business as a faceless entity, but remember: every organization is made up of individuals. When you waste resources, disengage or act carelessly, you’re not just hurting the company: you’re affecting the people who build it and depend on it.

Leadership is a Mirror. As leaders, the behaviors we model become the blueprint for those around us. If we want to cultivate environments where integrity, respect and accountability are present, it starts with us. Be the leader who remembers what matters: your word, your people and the value of a well-spent minute, hour, day.

In the end, leadership isn’t about having a title: it’s about earning trust. And trust? That’s priceless.

Episode 2: Voices of Encouragement. The People Who Helped Shape My Journey at Accord Group Polska.

2025-09-17T10:00:31Z

You’ve made the transition from observer to participant. What were some of the early moments that helped you feel like an essential part of the team, rather than just a familiar face?

In the beginning, I worried that I’d never fully shake the “CEO’s daughter” label. I had known this team since I was a kid and I wondered if they’d only ever see me as such. But I remember a turning point when I started working on project reports. Initially, I was mostly assisting my Mom, typing notes and handling smaller tasks. When the team started coming to me directly for reports, though, I felt a shift. It wasn’t just about assisting anymore - my contributions mattered. Felt proud, when being relied upon by the team, not just as a helper but as someone who played a part in the bigger picture. The jigsaw puzzle of my doubts and ambitions began to come together finally.

Finding your own footing can be a trial by fire. Were there any particular projects or tasks that became your first big ‘trial’?

My first big trial was more about facing my own doubts than any specific project. Everything felt challenging initially, but tackling real projects and making mistakes along the way became essential to finding my confidence and Isa’s rhythm. It was less about any particular task and more about facing each of them with a mindset of me growing & moving forward.

You’ve been growing under the mentorship of team members like Gosia Gołębiewska, Lidia Kupidura and Monika Bak. Can you share how each of them has helped shape your approach to work and even your confidence in your own skills?

Each mentor has left a unique mark on my journey. Working with Monika was my first experience with real project work. No matter how many mistakes I made, Monika would explain things patiently, even if it meant repeating herself multiple times until I truly understood. Such perseverance is not taken for granted and can sometimes be a painful challenge for more than one mentor, but Monika has not given up on me.

Lidia has been my go-to mentor from day one. Her constant support helped me find my voice and speak up within the team. She always told me: “There are no stupid questions,” even when I was sure I could list quite a few! With her encouragement, I began to believe I had something to offer. She gave me the confidence to balance my work life with my studies, showing me that I could excel professionally without compromising my academic life.

And Gosia. She has been the reliable guide in all things practical, especially tax questions! In those days, I took great care to keep her phone ringing :), calling her multiple times, panicked over some tax worry, while she’d reassure me, patiently explaining things every time. That understanding and support, especially with my student commitments, allowed me to be fully present both at work and in my academic life.

What’s the hardest part of balancing dual identities of Isa-Daughter vs. Isa-Teammate and how did you manage to stay focused on simply being ‘You’?

The hardest part is the inevitable history - the times when people remembered me as “Corinne’s small daughter” or recall a memory from my childhood. At the same time, it was both funny and annoying when a person I didn’t remember in the slightest, recalled a situation in which I was the main character. Who are you? This question was rattling around in my head. I realized I couldn’t change those memories, but I could create a new image of who I am now. This I definitely had the power to do.

When it comes to earning respect through work rather than lineage, what have you found most effective in proving your value to the team on your own terms?

For me, it’s about being dependable and fully committed to whatever I do. If the team needs something, they know I’ll step up and get it done, even if it means adjusting my priorities. I ask questions, I check if it’s for sure, I know it’s worth sharing my own ideas, comments, as one thing is the bond: I care about getting things right. Earning respect is a process, but it’s one I’m committed to every day.

Can you pinpoint a moment where you realized you were standing on your own, making decisions, and handling responsibilities that showed you’d stepped into your own role fully?

A pivotal moment came last September when Lidia trusted me to start speaking directly with candidates over the phone. It felt like a real milestone, a moment where I realized my voice and my judgment mattered. From that point, I started conducting training sessions with Michal Jakubowski (Partner at Accord Group Polska) and what I strongly appreciated: he even asked for my insights. That was a huge shift - realizing I wasn’t just a participant but a valued voice within the team. Yes, it took years, but every day of the walk was worth it.

Any humorous or memorable moments with Gosia, Lidia or Monika that stand out? Something that maybe taught you a lesson in an unexpected way?

Oh, plenty! Early on, Monika once apologized for “using” me too much on a report, and I promptly replied, “I like being used!” We still laugh about that one. And every time I called Lidia with a question, I’d start with, “I have a question,” so much so that it became a running joke. These moments made me feel like at home, but also taught me that professionalism doesn’t mean we can’t have fun.

Another memorable moment, which is very fresh in my mind, was when recently Lidia and Michal both complimented my work on the same day. It was unexpected and threw me off a bit, or more than a bit, as I even called Lidia, asking if everything was alright! She reassured me that it was my own efforts that had earned those compliments, which made me realize that I was genuinely contributing something of value. Moments like these remind me that I’m on the right path.

Why I Stopped Taking Myself So Seriously. My Leadership Lessons from the Mirror.

2025-09-17T09:59:57Z

Seeing leadership as an invitation to be fully human, rather than constantly flawless - has changed how I do business. Today I wish to share with you, why I stopped taking myself so seriously and how that decision led me to lead with more empathy, clarity and true connection.

Many of us have been raised on stories of the “perfect leader” - a person who could command respect, who had every answer and who made it all look easy. But as I stepped into my role at some stage of my professional career, I quickly discovered two things:

No one has all the answers and pretending to does no one any favors.

People relate better to the real you than the ideal you.

The truth is: there’s no easier way to be authentic than to allow yourself the occasional laugh at your own expense. I call this “Leadership from the Mirror.” It’s a constant check-in with myself staring back at me and a reminder that I am as human as everyone else in the room.

Lesson 1 Leaders are often tempted to present a perfect image, but perfection doesn’t foster trust; vulnerability does. I remember a time when I made a major strategic error. Rather than insisting on a theory, that it is “part of the plan,” I’ve decided to take a bit of distance and admit to my team, “Well, this one looked a lot better on paper.”

People didn’t lose confidence and appreciated the honesty. Instead of focusing on the mistake, we moved forward together.

Lesson 2 Humor in leadership doesn’t mean cracking jokes all day. It’s all about perspective. Humor is the ability to look at a challenge and see it as manageable. It’s the power to regroup and solve problems in a fresh way.

When we face a challenging client, instead of launching into a defensive strategy meeting, we can choose an approach without tension. We keep stress down and creativity up - a combination that leads our team always to best client solutions.

Lesson 3 Leaders who hold themselves to an impossible standard, end up setting the same standard for everyone else. But a culture of innovation requires accepting imperfection. The best ideas in our company have come from people who felt safe enough to “risk looking silly.”

It is so often, when biggest successes start as an idea someone proposed half-jokingly, starting with: “I know this sounds crazy, but…” If we don’t give our daily operations some oxygen, kick the ideas around, we might miss out on many massive opportunities. My job as a leader isn’t to push for flawless ideas; it’s to encourage fresh ones, however unconventional they may seem.

Lesson 4 Throughout my journey I learned something simple: if you’re laughing at yourself, you’re automatically on your team’s side. One day, after a technical glitch during a big presentation, I looked around and said, “Alright, so it turns out I am a mere mortal, confirmed.” We all laughed, tension dropped and we delivered a great session.

People want leaders who can roll with the punches. They want a person who brings them together, not a persona that separates them. Being able to laugh at myself has kept me connected to my team in a way I could never accomplish by keeping a rigid distance.

The mirror shows us our flaws, but what we can also see is the potential to bring our most genuine selves into every interaction.

Leadership is about standing side by side with those we’re honored to lead.

So, every time I look in my mirror, I try not see a “leader” but simply me, doing my best. I smile or even laugh a little. Once I do, I can see those around me feel freer to bring their whole selves to the table too.

Episode 1: From CEO's Daughter to “What It Is All About"

2025-09-17T09:58:25Z

Q1: Many people assume being the child of a CEO means a life on “easy mode”. What’s one thing about your journey that would completely shatter that stereotype?

Isabelle: “While many might think growing up as the daughter of a CEO comes with perks, the reality is quite different. My mother, Corinne Klajda, is a self-made success story and her journey was paved with hard work and sacrifices. I’ve seen firsthand the late nights and early mornings, the stress and challenges she faced while building her businesses. One thing that really stands out for me is the value of resilience and determination she instilled in me from a young age. There were no shortcuts; I was expected to work hard, understand the business and contribute meaningfully, just like everyone else in the company. This environment taught me that success isn’t given; it’s earned.”

Q2: You were running around the office in heels before you even knew what deadlines were – do you think that gave you a head start on office politics or just a better shoe collection?

Isabelle: “Definitely a bit of both! Wearing heels was my way of feeling part of the professional world and I thought it went well with seriousness and commitment. It was a symbol, that I was ready to take on challenges, even if I didn’t fully understand what those challenges were at the time. While it may have helped me navigate the office dynamics a little better, it was the experience and the relationships I built that truly shaped my understanding of office politics. Plus, I do have quite the shoe collection now!”

Q3: Do you remember your first ‘business negotiations’ as a child?

Isabelle: “Absolutely! It might sound funny, but I think my first real taste of negotiation came when I was trying to negotiate my pocket money with my Mom. Monika, my guide to office-related complexities, has emboldened me, encouraging to fight for the state of my finances:). I started off with 10 zlotys an hour for my duties, but I was really proud of myself when I successfully negotiated it up to 12! It was a small victory, but it taught me the importance of knowing my worth and advocating for myself, even at a young age. This moment had become a symbolic groundwork for my understanding of value in the business world.”

Q4: They say business is about getting your hands dirty. In your case, that was literal! How did tasks like office tidying and administrative work build your understanding of the company’s culture?

Isabelle: “My experiences with administrative work were eye-opening. I dove into tasks, like data entry, with such enthusiasm, that I found myself outpacing what was available for me to do. I always asked for more, driving team members crazy and making them create an additional TO DO list just for me. The company’s culture was hard work and dedication; everyone was expected to pull their weight. I learned the importance of every role within the company, regardless of how big or small it might seem. It also made me realize that a vibrant workplace stands on collaboration and support, what made it more & more interesting for me to witness it firsthand.”

Q5: Whether the ‘office holiday’ was a conscious encouraging plan of your CEO Mum, or a natural turn of events that you accepted?

Isabelle: “It felt like a bit of both. I genuinely enjoyed being around the office and learning about what my Mom did. It was interesting to see how her work shaped our family’s life and legacy, while making us all a part of an international structure. I think my Mom naturally encouraged me to be involved, but I also embraced it because it connected me to our family history. I realized that my Mom’s achievements were not just hers; they were part of a bigger narrative that included me. It made me proud to be part of something greater than just my individual experience.”

Honoring my energy flow. Why protecting downtime means doing it my way.

2025-09-17T09:57:33Z

In the world of productivity hacks and time management strategies, there’s a powerful theory that resonates with many: protect your downtime, maintain clear boundaries and avoid work after hours. On paper, this advice makes perfect sense. But for me, true balance isn’t just about rigidly following a schedule - it’s about honoring my own energy flow throughout the day, embracing flexibility and learning to let myself have moments of downtime when I need them most.

The Theory of Balance vs. My Energy Flow

The concept of not answering emails after 6 PM is often used as a theory pillar of work-life balance. I understand why. Setting boundaries is crucial for preserving our mental and emotional well-being and I know that constantly being “ON” drains us in more ways than one. But while this idea may be perfect for some, I’ve learned that my energy doesn’t fit neatly into those time blocks.

Many find their creativity thrives in the morning. I experience creative & strategic afternoons, while mornings are left for working fast and feeling sharpest. I’ve learned to embrace my natural rhythm and let myself work with that, not against it.

Recognizing the Cost of Overworking – But Doing It My Way

Through years of overworking, I’ve learned that when we don’t protect our downtime, the consequences are more than just a missed hour of relaxation. We drain ourselves mentally, emotionally and physically. I’ve experienced it firsthand, but I also recognize that my energy ebbs and flows throughout the day. There’s no one-size-fits-all formula for when I should or shouldn’t work.

So, while I absolutely avoid working late into the night, I also honor those late bursts of productivity without guilt. This isn’t about breaking the rules - it’s about creating a set of guidelines that fit my energy flow. I respect my own boundaries by acknowledging the times when I feel my best and allowing myself the freedom to accept that.

Rewriting My Relationship With Time

I’ve stopped viewing downtime as something I need to “earn” by being productive first. Instead, I’m learning to work with my energy, allowing it to guide how I structure my day. Some days, I may not hit my mental Everest until the afternoon and that’s fine. I’m giving myself the flexibility to flow with my natural rhythm instead of forcing myself into a rigid schedule. This means finding pockets of time to disconnect and recharge - whether it’s in the morning, afternoon or evening.

The Future of Work Is Flexibility

The future of work isn’t about squeezing every drop of productivity out of every hour. It’s about flexibility, about working smarter and respecting the natural rhythm our body needs. Real productivity doesn’t come from pushing non-stop; it comes from balance. And balance looks different for each of us.

For me, balance means I don’t need to adhere to a rigid schedule to be effective. I choose a format which empowers me to disconnect when I need to, but also enables me to reconnect with my work when I feel most aligned with it.

Let’s Not: Emails After 6 PM

Emails after 6 PM? Let’s not. But more importantly, let’s protect something far more precious - the permission to design our day in harmony with how we feel, rather than how we think we should operate.

The best moments in life don’t come from forcing ourselves to be productive at set hours. They come when we learn to move, honoring our unique rhythms and knowing when to power down, because the most important thing we can protect isn’t just our time - it’s our energy.

Why "busy" is the new "boring": How I learned to prioritize what really matters.

2025-09-17T09:57:01Z

Over the years, I’ve noticed a word that often pops out in our conversations: “busy.”

It’s a badge of honour, a default response when asked how we’re doing and a proof for our dedication. But recently, I’ve come to realize that being “busy” isn’t something to be proud of. In fact, it might be the most boring thing we can be.

Let me explain.

The Trap of Busyness

For a long time, I was guilty of wearing “busy” like a medal. My calendar was packed with meetings, my inbox overflowing and my to-do list never-ending. I believed that being constantly busy was a sign of productivity and success. But as the years went by, I began to see that busyness wasn’t synonymous with effectiveness. It was simply a trap - a way to feel important without actually accomplishing anything meaningful. Being “busy” can be a convenient excuse to avoid the uncomfortable work of prioritization. What for? Everything seems urgent. We’re caught in a cycle of reacting rather than leading and that’s when busyness becomes not just boring, but also dangerous.

Shifting from Busy to Purposeful

The turning point for me came when I started to ask myself a simple question: “Am I busy, or am I productive?” The difference between the two is profound. Productivity is about creating value, movement and making a lasting impact. Busyness, on the other hand, is often about filling time, appearing occupied and staying on the hamster wheel. I began to reassess how I spent my time and energy. I realized that being busy had caused me to lose sight of what really matters - our people, our mission and my long-term goals that were to lead me to success. I started to strip away the non-essential tasks and focused instead on what would truly move me and my team forward.

The Power of Prioritization

Prioritization became my new mantra. I learned to say “no” more often, delegate tasks that didn’t require my direct involvement and schedule time for deep work - those projects that require focus and creativity. I also started blocking out time for reflection, strategic thinking and simply being present with my team. These aren’t just nice-to-haves; they’re essential to leading with purpose. This shift hasn’t been easy. It required me to change long-held habits and challenge the notion that being busy equates to being valuable. By focusing on what truly matters, I’ve found more clarity, made better decisions and ultimately felt more fulfilled in my work since then.

Embracing What Matters

As a company, we need to collectively shift from celebrating busyness to valuing purposeful work. This means encouraging each other to prioritize, to focus on outcomes rather than output, and to recognize that sometimes, the most important thing we can do is to step back, reflect and think. We should be asking ourselves: Are we spending our time on the tasks that will drive the most value? Are we creating space for strategic thinking? Are we supporting each other in finding that balance between doing and being?

In a world where busyness is often equated with importance, LET’S BE DIFFERENT.

Let’s embrace purposeful work and find fulfillment not in how busy we are, but in the impact we’re making.

The vital and debated role of self-care in leadership

2025-09-17T09:56:27Z

In the intense environment of corporate leadership, where every choice can determine a company’s fate, caring for well-being by a CEO is often seen as a sign of weakness. This belief is not just old-fashioned - it’s outright dangerous. As a CEO or leader, making your mental and physical health a priority is not just helpful; it is vital for enduring success. Why should this be the new standard, rather than an exception, in our business world?

Challenging the Invincible Leader Myth

Corporate culture often perpetuates the myth that effective leaders must be invincible -constantly working, never showing vulnerability and always putting the company first. This outdated belief harks back to an era that idolized the stoic, self-sacrificial leader. However, this myth must be debunked. Effective leadership isn’t about unwavering toughness; it’s about resilience, adaptability, and, above all - wisdom. These essential qualities are greatly undermined when leaders fail to take care of their own well-being.

The Hidden Price of Ignoring Self-Care

Reflect on the true consequences of neglecting self-care. Burnout among executives isn’t merely a personal health concern; it significantly impacts decision-making quality, reduces productivity and ultimately leads to financial losses for the company. A study by Harvard Business Review reveals that companies led by burned-out leaders frequently encounter higher turnover rates, diminished employee engagement and substantially lower overall performance compared to those addressing well-being issues responsibly. The irony is striking: leaders who sacrifice their health for productivity are often the root cause of their companies’ struggles.

Self-Care is Strategic, Not Selfish

Self-care is more than a personal indulgence; it’s a strategic necessity for effective leadership. By investing in their well-being, leaders enhance their ability to lead with insight and resilience. A CEO who is well-rested and mentally alert is better positioned to navigate challenges and motivate their team. Additionally, leaders who prioritize self-care set a strong example for their workforce, promoting a healthier and more sustainable organizational culture.

Embracing Vulnerability – a Leadership Strength

Acknowledging the need for rest and recovery doesn’t indicate weakness; it highlights our human nature. Vulnerability can be a formidable asset in leadership. According to Brené Brown, a research professor at the University of Houston, vulnerability is the starting point for innovation, creativity and any substantial change. By admitting their own limitations, leaders can cultivate a more transparent, genuine and cooperative workplace.

The New Leadership Paradigm: Holistic Success

I do strongly believe, that the future of leadership lies in a holistic approach that values personal well-being as much as professional achievement. This means recognizing that taking a break, seeking therapy or even admitting burnout are not signs of weakness but of strength and self-awareness. Leaders who are in tune with their needs are more empathetic, communicate better and ultimately – end up with being more effective in their roles.

Leadership and the Well-Being Culture

For those who remain unconvinced, it’s essential to recognize that fostering a culture of well-being begins with leadership. When leaders prioritize their own health and well-being, they set a precedent that shapes policies promoting work-life balance, mental health support and overall employee well-being. This approach not only enhances individual performance but also cultivates a workforce that is more loyal, motivated, and productive.

“It’s time to redefine what it means to lead with strength. It’s not just about enduring challenges; it’s about recognizing when to pause and recharge. It takes courage to prioritize self-care despite societal expectations and outdated norms, but by doing so, leaders not only enhance their personal well-being but also cultivate more successful organizations.

To all CEOs and leaders: dare to be unconventional.

Embrace self-care as a cornerstone of your leadership approach. Let’s show the world that genuine strength comes from acknowledging and respecting our humanity.

Corinne Klajda

The future of retail is closely tied to its past and present

2025-09-17T09:55:33Z

I am excited to share insights from the 2024 Future of Retail webinar hosted by the Consumer Goods, Retail & Luxury Practice of AltoPartners. The event featured three esteemed panelists: Pedro Pereira das Silva (Bridgewhat Partner & Executive Board member), Thomas Knudsen (Managing Director of Pandora Eastern Europe), and Marc Estourgie (Advisory & Supervisory Board member). Their collective expertise provided a comprehensive look at the future of retail, something that affects us all.

The way we shop and experience retail is undergoing a shift, but it might not be for the reasons you think. While technology is advancing at an astonishing rate and the economy is in constant flux, it’s the consumer that has changed the most. The heart of retail is still the same as it’s always been -trading goods for value, but the way people engage with retail is evolving. Retail has always been about the same core principle: offering goods and services in exchange for something valuable from the customer. This hasn’t changed, nor does it need to. What has changed is how consumers approach retail. Today’s consumers are more informed, connected and selective. They seek experiences that go beyond simple transactions; they want to feel inspired and valued.

So why complicate things when it comes to retail? Simplification is key. When we talk about the future of retail, we should focus on the present and what people need and desire right now. Retailers should aim to create spaces and experiences that make people feel good about themselves, giving them a sense of belonging and being wanted. This emotional connection with consumers is what truly matters. In today’s retail landscape, inspiring consumers is crucial. Retailers should focus on creating moments of delight and surprise for their customers, whether it’s through personalized services, interactive experiences, or simply making shopping more convenient and enjoyable. By doing so, retailers can foster a sense of loyalty and connection with their customers.

Retail is all about sharing experiences together. It’s not just about the product anymore; it’s about the journey the customer takes, the memories they create and the community they build around the brand. Think of it as a cycle of life. Just like any other industry, retail evolves over time while maintaining its core essence. It adapts to the changing needs and desires of consumers but keeps its foundational DNA intact. Imagine retail as a crocodile. The creature has been around for millions of years, adapting to various environments and challenges, yet its core characteristics remain unchanged. Retail is similar - it adapts to new technologies and consumer trends, but its underlying principles stay the same. This evolutionary process allows retail to stay relevant and thrive in any era.

But let’s not get too caught up in lofty predictions about the future. The present is where we should concentrate our efforts. It’s about understanding what consumers want right now and how retailers can meet those needs. This means listening to customers, staying agile and continuously refining the shopping experience to match their expectations. Let’s continue this conversation and explore how we can all be part of this exciting journey, where retail means shaping the future, while paying attention to the present and holding on to the timeless principles of trading and commerce.

Corinne Klajda

Celebrating National Marketing Operations Appreciation Day with AltoPartners Marketing Dream Team

2025-09-17T09:53:44Z

Building a strong team is essential for success. How do you cultivate an environment that fosters female leadership and encourages women to thrive in the marketing industry?

[Julia] It is less about the female aspect and more about the fact that we are highly skilled professionals. The marketing and communications industry is predominantly increasingly viewed as female-led so that’s not our USP. For me, there is a delicate balance between leading a team and giving them the autonomy to be creative. Innovation and creativity cannot thrive in an environment where people are micro-managed or constrained. However, it is important that all members of the team are part of the creation of the marketing strategy and approach (so they take full ownership of the strategy and are accountable for deliverables because they crafted the strategy). Our team works really well together because we have crafted the communications strategy together and each takes accountability for activities. One of our biggest strengths is the fact that we don’t have a team made up of traditional “marketing” skills, instead, we have a team who have skills in journalism and editing, communications strategy and positioning, and branding, marketing and social media. We leverage each other and learn from each other. We also appreciate each other’s sense of humour and are not afraid to give each other constructive feedback in a respectful way. Our pursuit is to always improve and produce work that our global partners are proud of, where they want to be featured and that they are excited to share with their clients and networks.

With the rise of social media influencers and digital platforms, being a team of dynamic women in marketing, how do you ensure your content stands out in a sea of competition? Any secret ingredients or just a sprinkle of magic dust?

[Julia] Quite simply, we know our audience and enjoy finding new ways to keep them engaged. Having the global experts that we have daily access to ensures we are able to produce outstanding content. We produce content that can be tailored to multiple platforms – for example, we use our corporate website as the centre of our ecosystem and then all platforms link back to that centre. The website is where we publish the longer form articles and white papers and then we adapt the length of those pieces to be relevant for other platforms. We produce a combination of short, sharp blog-style posts (the “Ask Alto” and “The AltoPartners Guide to DE&I” series) and longer form, research-driven thought leadership. To stand out from others, we ensure that we produce high-quality, well-thought-through content but what truly differentiates us, is understanding that our audience is a global one and they want insights that showcase local expertise within global trends. Our partners truly are our greatest assets when it comes to our ability to produce insightful content from across the world. Another aspect that sets us apart is the understanding that our audiences are not all mother-tongue English speakers, so we produce content that is “insightful but accessible” by writing in a style that is conversational (many of our competitors write for an English-speaking audience only using jargon that is hardly ever used in real business settings). Our clients have responded well to this approach because they can read and digest our content easily.

[Gail] Basically, we stay in our lane. We don’t try to be everything to all people.

We often talk about the power of storytelling in marketing. How do you leverage storytelling to advocate for societal change and women’s advancement in business?

[Julia] We understand that we have an impressive global reach (currently, AltoPartners is made up of 61 offices across 37 countries… and growing!) and through that reach, we can reach multiple audiences, at a very high level, and share insights into important topics (like those relating to the multiple facets of DE&I and leadership). We don’t just focus on diversity from a gender perspective; instead, we aim to be as inclusive as possible by distilling issues and trends into easily digestible pieces for our audience, as we know many of our readers are time-poor.

[Renee] But we’re also not vanilla, especially on social justice topics and factors that can drive societal change. We are very lucky to have the support of an organisation that encourages us to ask hard questions and doesn’t shy away from debate.

[Gail] We also know that we are competing for attention with organisations and teams with far greater resources than we have. What we do have though are people on the ground who can talk authoritatively and knowledgeably about their lived experiences of specific issues and demonstrate how it has impacted their clients and their searches in different countries and regions. This is storytelling at its best: showing, not simply telling.

What have been your favourite campaigns or pieces of work over the last year (the most meaningful, the most interesting to you personally)?

[Gail] At AltoPartners, our IP is our people. I love finding ways to showcase their abilities, their quirks and what makes them tick in a way that is fresh and interesting. People don’t bond because they share a job title or work in the same industry. They bond over a love of dogs, or a passion for tennis or the fact that they binge-watched Slow Horses (which is very good by the way). That’s why my favourite campaigns have got to be Phenomenal Women of AltoPartners which we launched in celebration of International Women’s Day in 2022, in a nod to the amazing Maya Angelou; followed by our most recent campaign, The Company We Keep. The trick is to keep it personal and keep it real.

[Julia] It has to be our most recent research report which we put together in record time for International Women’s Day 2024. Originally, we had planned a short blog piece but once we started digging, the piece took off. We are already planning next year’s piece!

[Renee] For me the absolute stand-out project is the Succession Planning in Family-Owned Businesses thought-leadership piece. It was a big undertaking – but I learned so much by talking to AltoPartners experts in the various countries. They are all such interesting people! And I love the way it illustrated how the three of us work as a team: Julia did all the organising and upfront strategising, and Gail and I shared the interviewing and writing. When one of us is under pressure, the other just picks up what’s needed. And all three of us edit and proofread and work with the designer. Working from home, and alone a lot of the time, I am always grateful to be part of this small, supportive and amusing team.

We’ve all seen marketing activities that miss the mark. How does your team avoid common pitfalls and ensure your messaging is both empowering and inclusive?

[Julia] We have had campaigns that we launched, and were very excited about, that just didn’t get the traction we were hoping for. We have all been in this industry for a very long time and have learnt not to take things personally or as a failure. These are learnings and we are able to assess why the campaign didn’t work, what we should do better or differently in future and go back to the basics of “know your audience” to understand what would resonate with them. Marketing / communications is not an exact science. It is subjective and we also have to understand cultural nuances that will impact how campaigns are received. We never have a “one size fits all” approach as we know we would end up missing our audience and their needs.

They say laughter is the best medicine. How do you infuse humour and levity into your marketing strategies without diluting the seriousness of Executive Search & Leadership?

[Julia] For me it is less about levity and humour, and more about creating content that is “insightful but accessible” by telling the story in a way that is relatable and people-centred. AltoPartners is a globally and culturally diverse team, and not all humour resonates with people in the same way because they view the world through their own cultural lenses. We would never want to assume that what we find funny, others would also. It is about distilling the business jargon down into a conversational style and being culturally sensitive. We often share our thoughts on brand images or terminology with partners from different cultures and countries to understand how they view and interpret it. The insights we gain from this are always eye-opening!

If marketing were a superhero team, what would each of your roles be and which marketing challenges would you conquer together?

That’s a hard one! We don’t really think of ourselves as superheroes – we just get up, put our game face on and do the work. We can all write, edit and proofread and have our various skills. But if we had to be pinned down, it would probably look like this:

The Connector – that’s Julia, who holds in her head all the names, personalities and roles of the 350+ people in the partnership. She networks, she holds the AltoPartners vision, she keeps it all together and always knows who the right people to talk to are. She is also the brand guardian.

The Visionary – Gail looks ahead, thinks about what we need to be doing now to be better down the road, has deep corporate roots and an outstanding analytical brain.

The Content Queen – Renee writes like a dream and, as a former journalist, knows immediately if a story is worth telling or writing about. She is allergic to nonsense and keeps us grounded.

Dear Placed Candidates!

2025-09-17T09:52:19Z

We are thrilled to inform you of a special initiative by Accord Group Polska that aligns with our commitment to sustainability and growth. As part of our ongoing efforts to make a positive impact on the environment, we have decided to plant 10 trees for each candidate placed in executive roles.

These trees symbolize more than just environmental stewardship; they represent the growth and prosperity of your career. Just as these trees will flourish and thrive over time, we believe your career will also see continuous growth and success.

We are excited about the possibility of working together and contributing to both your professional journey and our planet’s well-being.

Thank you for considering opportunities with Accord Group Polska.

When a tree is planted, does it make a difference?

2025-09-17T09:51:39Z

In a world grappling with environmental challenges, the act of planting a single tree might seem insignificant. After all, how can one small sapling make a meaningful impact in the face of deforestation, climate change, and the relentless march of urbanization?

According to the World Wildlife Fund (WWF), an estimated 18.7 million acres of forest are lost every year, equivalent to 27 soccer fields every minute. This staggering rate of deforestation results in the release of greenhouse gases, loss of biodiversity and disruption of local ecosystems.

Amidst this alarming situation, a single tree might seem like a drop in the ocean. However, the impact of planting a tree reaches far beyond what meets the eye.

✔ A mature tree can absorb up to 48 pounds of carbon dioxide (CO2) annually. Over its lifetime, this can add up to a significant reduction in atmospheric CO2 levels. Imagine the difference if millions of trees were planted worldwide.

✔ Trees provide habitat and sustenance to countless species. Planting trees helps preserve biodiversity by creating ecosystems where diverse plant and animal life can thrive.

✔ Trees filter the air by trapping pollutants and releasing oxygen. Just one tree can supply a day’s worth of oxygen for up to four people.

✔ Tree roots help prevent soil erosion and improve soil quality, which is crucial for agriculture and overall ecosystem stability.

Thankfully, the world has recognized the importance of tree planting and numerous businesses, organizations and governments are actively participating in reforestation efforts, like within the One Trillion Trees Initiative. Launched at the World Economic Forum in 2020, this initiative aims to plant one trillion trees by 2030. Governments, businesses and environmental organizations worldwide have pledged their support.

We, as individuals, communities and businesses have all the power to contribute to this collective effort. The next time you plant a tree or support a tree planting initiative, remember that it does indeed make a profound difference—one tree at a time.

The Power of Executive Search in Uniting the Best Minds for a Better World

2025-09-17T09:50:40Z

In a world teeming with challenges and opportunities, finding the right individuals to lead the charge towards positive change is paramount. Enter the realm of executive search, a dynamic process that has the power to transform the landscape of industries, organizations and ultimately, the world itself. As we stand at the crossroads of innovation and progress, understanding the significance of Executive Search in bringing together the best minds for making the world a better place is imperative.

Unveiling Executive Search: More Than Just Hiring

Executive Search is more than just recruitment; it’s a craft that seeks out individuals, who embody not only the required skill sets, but also a passion for creating meaningful impact. These searches extend far beyond the realm of a conventional job posting. They are carefully tailored quests to identify the leaders, visionaries and change-makers who can drive an organization’s mission forward.

Precision and Alignment: Catalysts of Change

The heart of Executive Search lies in its precision. It’s not about finding candidates who merely fill roles; it’s about identifying individuals whose personal and professional values align with the organization’s core mission. When this alignment occurs, something extraordinary happens. The synergy between an individual’s purpose and an organization’s goals creates a powerful force that brings to life initiatives aimed at making the world a better place.

Tapping into Global Talent Pools

The power of Executive Search lies in its ability to tap into global talent pools. Organizations seeking to make a positive impact on a global scale can benefit immensely from the diversity of thought, experience and perspective that international talent brings. Executive Search transcends geographical boundaries, uniting brilliant minds from all corners of the world to collaboratively address complex challenges.

Cultivating Leadership for Change

Leadership plays a pivotal role in shaping the trajectory of organizations and movements. Executive Search goes beyond identifying candidates with impressive resumes; it dives deep into the qualities that make exceptional leaders. These leaders possess the ability to inspire, innovate and influence others to join them in their pursuit of a better world. By identifying and nurturing such leadership potential, executive search becomes a conduit for channeling positive change.

Fostering Innovation and Disruption

In a rapidly evolving world, innovation and disruption are essential components of progress. Executive Search actively seeks out individuals who possess the courage to challenge the status quo and the creativity to devise groundbreaking solutions.

A Ripple Effect of Goodness

The power of Executive Search extends far beyond individual organizations. When the right leaders are identified and placed strategically, a ripple effect of goodness is set in motion. Collaborative networks form, partnerships are forged and a collective momentum toward positive change is generated. These leaders, driven by a shared purpose, collaborate across sectors to tackle challenges that affect our planet, society and future generations.

Cultivating a Greener Future: Accord Group Polska's Tree Planting Initiative

2025-09-17T09:10:04Z

In an age where corporate responsibility and environmental sustainability are becoming paramount, you can’t be solely focused on your bottom line but also on your impact on the planet. We, Accord Group Polska team, are proudly confirming our commitment to environmental welfare through our tree planting project, run together with www.posadzimy.pl. It does not only showcase our dedication to fostering a greener future, but very strongly reflects our “WE CARE” attitude.

Why have we decided to kick-off our project? Let us explain in just a few lines.

Planting Seeds of Change

Accord Group Polska is more than just an Executive Search company. Our goals and values extend beyond filling job vacancies – it encompasses a deep-rooted commitment to the betterment of society and the environment. This year, with our tree planting initiative we have planned to plant 336 trees, marking the beginning of a journey toward a more sustainable future.

Nurturing a “WE CARE” Attitude

The tree planting project is a testament to Accord Group Polska’s unwavering “WE CARE” attitude, a value that underpins every facet of our operations. It goes beyond corporate social responsibility checkboxes; it’s a sincere reflection of our genuine concern for the environment and the community. We do hope to leave a positive footprint on the world!

Planting with Purpose: A Synergistic Approach

With a strategic vision in mind, we have devised a unique plan to amplify our environmental efforts. Moving forward, Accord Group Polska team pledges to plant 10 trees for every successful Executive Talent we successfully place with our client’s company. This idea aligns our business growth with environmental conservation, proving that success need not come at the expense of our planet.

Cultivating a Greener Future

As each sapling takes root, it becomes a symbol of hope and growth – values that resonate both in the business world and in environmental conservation. The trees planted by Accord Group Polska will not only contribute to the reforestation of our landscapes but will also stand as a living testament to our commitment to making a positive difference.

Joining the Movement

In a world where sustainability is more than just a buzzword, this initiative also invites our clients and partners to join hands in this journey and collectively making a greater impact on our planet!

Enhancing Interim Management with AI: Elevating Decision-Making and Project Outcomes

2023-08-03T10:15:35Z

In today’s dynamic business landscape, the convergence of Interim Management and AI is reshaping industries by redefining problem-solving and management approaches. Discover the potential of AI-driven Interim Management to revolutionize business transitions and conquer challenges. Unleash the synergy between experienced interim managers and AI, propelling decision-making, talent alignment and project optimization to unprecedented heights.

Interim Management: Powering Transformation Through Expertise Interim Management, a niche discipline, appoints seasoned professionals to lead organizations temporarily, guiding them through tough phases such as restructuring and mergers. Now, imagine the infusion of AI into this process, injecting fresh insights into problem-solving and operational efficiency. AI fortifies both interim managers and organizations, propelling them towards enhanced outcomes.

Empowering Decision-Making Through AI Insights Unlock the potential of AI-driven analytics and machine learning algorithms to swiftly and accurately process vast data from diverse sources. The marriage of human acumen and AI insights fosters problem comprehension, driving great outcomes. Elevate decision-making with real-time data-driven inputs, enriching your business portfolio.

AI-Powered Project Optimization: Navigating Success Witness AI’s fluency in project optimization during interim management engagements. AI algorithms continuously monitor performance indicators and project progress, identifying bottlenecks and deviations. Empowered with real-time insights, interim managers implement timely corrective measures, ensuring project success and aligned outcomes.

The Human Element: Amplified by AI While the benefits of AI-Interim Management synergy abound, it’s essential to preserve the human touch. Intuition and emotional intelligence, cornerstones of interim management, receive an AI-driven boost. Data-fueled insights amplify these aspects, leading to a holistic approach, thriving on human-AI collaboration.

Data Security and Integrity: A Paramount Priority AI’s potential is matched by concerns of data privacy and security. Safeguard sensitive information with robust measures, ensuring data integrity and confidentiality. A solid framework wards off potential breaches, guaranteeing a secure AI integration.

Cultivating a Tech-Forward Culture for Seamless Integration Successful AI-Interim Management integration hinges on a culture embracing technology. Empower interim managers and employees with training, facilitating a seamless transition to the AI-augmented landscape. An innovation-driven culture paves the way for a smoother adoption of this groundbreaking standard.

Staying Ahead in AI Evolution Act alongside of AI’s rapid evolution by staying informed about developments and best practices. Regular updates to AI systems, guided by AI specialists, empower your organization to leverage cutting-edge technology, securing a competitive edge.

AI: A Catalyst, Not a Replacement Embrace AI as an empowering tool, enriching human expertise rather than supplanting it. The AI-Interim Management symbiosis is a strong indication for the future, where innovation and human acumen converge, moving your business towards new horizons.

Nuvadis Interim & EPUNTO Interim Management joining forces!

2023-04-16T08:50:28Z

“EPUNTO Interim Management™ and Nuvadis Interim™ join forces to serve their clients in Spain and Poland”

Both companies will provide coverage to Spanish and Polish companies for their Interim management needs from their headquarters in Madrid and Warsaw. Once again, Interim Management is proving to be a powerful tool for promoting and executing projects at an international level, which may be complemented by additional recruitment services to cover permanent placement needs.

Nuvadis Interim™ and EPUNTO Interim Management™ (Global Manager Spain) are part of Globalise™, the largest international network of companies specialized in “transition management”. This is the nexus of union and origin of the relationship between these two companies, leaders in their specialty in Spain and Poland.

According to the latest data published in January 2023 by the Polish Investment and Trade Agency (PAIH), Poland received nearly €3.7 billion in investments from foreign markets, €200 million more than in 2022. For its part, ICEX, which reports to the Spanish Ministry of Industry, Trade and Tourism, endorses in its “Economic and Trade Report. Poland 2022” the data presented by the PAIH, highlighting that Spain is the fifth country, in terms of investment levels, in Poland, being this the eighth trading partner of Spain with accumulated trade flows of over 12,000 M€.

The mutual interest in strengthening trade relations between the two countries is evident. The President of the Spanish Government, Pedro Sánchez, and the Prime Minister of Poland, Mateusz Morawiecki, established a formal agreement to strengthen bilateral relations between the two countries at the “XIV Spanish-Polish Summit” held in July 2022.

Based on this clearly upward trend and the business synergies between both companies, the managers of EPUNTO Interim Management™, Emilio del Prado and Nuvadis Interim™, Michał Jakubowski, have established a collaboration pact and defined a cross-border working procedure to support Spanish and Polish companies with interests in both countries. As entrepreneurs linked to export or internationalization processes know, having the right person and professional teams to execute their projects in foreign markets is decisive to achieve their goals.

For more information: Nuvadis Interim | Michał Jakubowski m.jakubowski@nuvadis.com | +48 882 436 452

An Interim Manager is your success supplier!

2023-04-13T08:37:12Z

Supply chain management is a critical aspect of any business, and it plays a pivotal role in determining the success of an organization. The supply chain process involves several stages, such as planning, sourcing, manufacturing, and delivery, which must be executed seamlessly to ensure optimal efficiency and productivity. However, many organizations face challenges in their supply chain operations, which can lead to delays, increased costs, and decreased customer satisfaction. This is where interim managers can come in to provide support and help streamline the supply chain process.

Here are some of the ways in which interim managers can support supply chain management:

Enhancing Supply Chain Strategy Interim managers can help develop and implement supply chain strategies that can increase efficiency and productivity. They have extensive knowledge of supply chain best practices and can identify areas that require improvement. They can work with the supply chain team to implement new processes, streamline operations, and enhance overall performance.

Managing Supply Chain Risks Supply chain management involves several risks, such as delays, disruptions, and supply shortages. Interim managers can help identify potential risks and develop contingency plans to mitigate these risks. They can also work with suppliers to ensure that there is a robust supply chain network in place that can handle any disruptions that may arise.

Implementing Technology Solutions Technology plays a vital role in supply chain management, and interim managers can help implement technology solutions that can streamline operations and increase efficiency. They can evaluate existing systems and processes and recommend new technologies that can automate processes, reduce costs, and improve overall performance.

Improving Supplier Relationships Interim managers can work with suppliers to improve communication, collaboration, and overall relationships. They can help establish clear expectations and ensure that suppliers are meeting the organization’s needs. They can also negotiate better terms and contracts with suppliers to reduce costs and improve delivery times.

Managing Change Change management is essential in supply chain management, and interim managers can help manage change effectively. They can help communicate changes to the supply chain team and stakeholders, address any concerns or issues that arise, and ensure that the changes are implemented smoothly.

Supply chain management is a critical aspect of any business and organizations must ensure that they do not miss out on opportunity to make it best!

Interim Management remains a future trend

2023-03-31T08:06:09Z

Interim management has become an increasingly popular solution for organizations across Europe to meet their short-term and project-based needs. With the flexibility and expertise offered by interim managers, it is no surprise that the market for interim management in Europe is expected to continue to grow over the next decade.

The predicted growth is at a CAGR of 6.7% till 2030, according to a recent report by Grand View Research. This growth is driven by several factors, including the need for skilled professionals to manage complex projects and the growing demand for flexible workforce solutions.

One of the key drivers of the growth in the interim management market is the changing nature of work. Many organizations are now turning to project-based and flexible work arrangements to adapt to the fast-paced and constantly changing business environment. Interim managers are able to provide the expertise needed to manage these projects and initiatives, without the long-term commitment associated with permanent hires. In addition, the shortage of skilled professionals in certain sectors, such as technology and healthcare, is also driving the demand for interim managers. Organizations are finding it increasingly difficult to recruit and retain top talent, and interim managers provide a cost-effective and flexible solution to this problem.

Another factor driving the growth of the interim management market in Europe is the increasing use of technology. As businesses become more digital, they require skilled professionals to manage and implement technology projects. Interim managers with expertise in areas such as cybersecurity, data analytics, and digital marketing are in high demand. Furthermore, the COVID-19 pandemic has accelerated the adoption of remote work and virtual collaboration, which has opened up new opportunities for interim managers to provide their services across borders. With the increasing globalization of business, interim managers who are able to work across different cultures and languages are becoming increasingly valuable.

With the changing nature of work, the shortage of skilled professionals, the increasing use of technology, and the impact of the COVID-19 pandemic, the demand for interim managers is expected to continue to grow in Europe. As organizations seek to adapt to the rapidly changing business environment, interim managers will play an increasingly important role in providing the expertise and flexibility needed to succeed.

Are You Ready For An Interim CMO Boosting Your Performance?

2023-03-13T14:09:04Z

Hiring an interim CMO is a plug’n’play solution for large organizations, who need a temporary executive marketing leader to provide team direction and boost the performance of their entire marketing apparatus. An interim CMO can come in with minimal interruption and bring a fresh perspective to the company, medium-sized or otherwise. He/she can streamline processes and make decisions quickly, allowing them to get up to speed quickly. With the help of an experienced executive marketing leader, companies can benefit from their expertise in order to maximize results with minimal disruption.

Interim CMOs are especially beneficial for companies, who do not yet have a permanent CMO role or those looking to add a new marketing function and create a whole new marketing team. Apart from bringing in their experience to the company, providing guidance on how to manage teams, build efficient processes or enhance existing marketing strategies, they can help the company identify areas that need improvement. What is crucial: they do it all, while also assessing any risks associated with launching new initiatives.

With years of industry experience, interim CMOS understand the nuances of marketing and are able to bring that “marketing magic”, which internal teams may be missing. As experienced marketing leaders, they can easily apply their expertise in developing strategies tailored specifically for that business, setting them on the path towards success.

Many organizations are turning to a time CMO to help them reach their marketing objectives and take their performance to the next level. With a load of fresh insights, the right Interim CMO will make you see the return on investment fast, while optimizing your results.

These seasoned executives bring a wealth of experience and knowledge to the table, allowing them to take brand culture and acting on marketing objectives in order to gain a sustainable competitive advantage. They are able to guide organizations through the process of creating cohesive marketing departments that enable success. As such, having an interim CMO can provide directors with breathing room when it comes time to hire a full-time executive. This can be especially helpful for companies who cannot afford a high level of leadership at the moment, but still need comprehensive guidance from an experienced marketer.

While a lot being said about digitalisation – Interim CMOs will take your business performance up a notch and once they do, they are ready to step back, when they are no longer needed.

Get ahead of the future and hire an Interim Manager today!

2023-03-01T14:00:42Z

It’s no secret that the future of business is rapidly evolving. With technology, new regulations, and economic uncertainty, it can be hard to keep up. To stay ahead of the competition and prepare your organization for whatever comes its way, consider hiring an Interim Manager. An Interim Manager acts as a consultant, who can help you evaluate the current state of your company and develop strategies for future success. With his expertise in change management, organizational structure and more, an Interim Manager can provide valuable insight and help you navigate challenging times. In this article, we will explore why now might be the best time to hire a leader for your business.

How to be prapared for the unexpected?

We all know that the future is never certain. But there are ways to prepare for the unexpected. An Interim Manager is a professional who can step in and take over your business operations on short notice. He/she is usually hired on a contract basis, and his/her main purpose is to keep your business running smoothly during difficult or transitional periods. If you’re facing an uncertain future, hiring an Interim Manager is a great way to protect your business to help you navigate through tough times and keep your business moving forward.

Why an Interim Manager can be the solution made for you?

This solution can provide the fresh perspective and outside expertise that you need to get ahead of your competition:

An Interim Manager can help you assess your current situation and develop a plan for moving forward.
An Interim Manager can help you implement new strategies and processes quickly and efficiently.
An Interim Manager can help you manage change effectively, minimizing disruptions to your business.
An Interim Manager can bring a wealth of experience and knowledge to your organization, providing valuable insights that you may not have otherwise considered.
An Interim Manager can act as a sounding board for your ideas, helping you to refine them and make them even more effective.
An Interim Manager can provide objective feedback on your performance, helping you to identify areas for improvement.

Challenges can hit you tomorrow – act today!

The future is unpredictable. You never know when a challenge will hit.

Interim Managers are experienced professionals who can help you navigate through difficult times. They can provide guidance and advice when you’re facing a tough decision and they can help you implement changes quickly and efficiently.

If you wait until hard times hit you, it may be too late. Act today and hire an Interim Manager to get ahead of the future!

Self motivation had never been an issue for me!

2022-11-03T08:26:27Z

What a pleasure of speaking to an Interim Manager, as experienced as Krzysztof Lobert.

Since 2005, you have been walking the professional path set by interim projects. What made you choose this option for building your career?

My strong need is to explore, which in turn is related to another: the need to escape from routine. The variability of challenges, and at the same time the conviction that certain processes are independent of the industry, made this path seem most appropriate and natural at a certain stage of my career.

How do you maintain a level of commitment, a fresh mind, alertness, attentiveness, moving from project to project - how do you continually motivate yourself?

I’m fortunate that I don’t need external stimuli to maintain my motivation level. The most important elements to keep an open mind are flexibility, not focusing on building your own relationships internally, not getting emotionally tied up, but fully concentrating on the task at hand and using your potential to become a real help to the organization. I tremendously like to see the results of my work, I do not accept inaction - self-motivation is therefore not a challenge for me.

When, in your opinion, should we definitely not consider taking on the role of an Interim Manager?

The most sensitive area in this context, is mental construction. If we value stability, regularity, continuity and lack of variables above all - this path may not be for us. The emotional sphere is also hugely important - there is no room for building close relationships on the path of fulfilling the tasks of an Interim Manager. It is necessary to avoid involvement at the level of emotions precisely. The third pillar that we should verify before making a decision is the substantive aspect. When we limit ourselves to one industry - it may be easier for us. However, as I mentioned, some processes are the same for many sectors, and then we have to decide whether we are open to risk more and test our competence in an area that we have not been close to before.

Is there a constant threat to succeeding and completing the mission, regardless of the industry?

By far, the strongest threat may arise in the context of the ownership structure of a company that has asked for help from an Interim Manager. When the company’s Board of Directors is in charge of the process from the company level, there is a good chance that the process will become dangerously protracted. When we have involvement from the ownership level, it is more efficient to work out an agreement and generate strong statements and willingness to implement change. The long list of so-called brakers and lack of support are significant risks. After all, it should be remembered that simply inviting an Interim Manager does not equal magic - harmony, understanding and support from those responsible for management are essential.

Does the Polish market differ in any parameters from other markets that make the Interim Management formula not yet so popular?

Based on my own experience, I can say that the main inhibitor to fully opening up to this format is the fact that boards tend to personalize problems. They forget that there is a PROBLEM to solve. Instead, they bring to the forefront actions pointing out a specific culprit for the situation in the first place. Openness, shying away from personal threads, a willingness to step out of one’s comfort zone, building strong and credible communication with employees - all this can definitely increase the chance of more and more Interim projects appearing on the Polish market.

Is Digital Marketing scary? Not at all with the right Interim Manager on board!

2022-10-27T13:20:39Z

When talking to Jakub Lewandowski, a Digital Marketing expert and an experienced Interim Manager, we regretted to end up with five questions only.

Why did you decide on the formula of interim management as the perfect career step? Your area of competence is desired, when it comes to permanent placement.

I started my digital marketing journey at the age of 17 with a series of agency assistant roles, what gave me the insight of what ground I am stepping into. Once I was sure this is exactly the competence area I wish to develop, I started to build my career more consciously. I moved smoothly from one company to the other, from smaller structures to those strongly developed. My skills were appreciated and awarded. I remember the day, when at the age of 30 I was standing at the Warsaw’s, so called, Mordor and trying to answer myself a question: Is this my path? Do I still fit in the digital space created by younger generation? How to best use my broad experience, without joining the client’s structure on permanent basis? It was when a solution came to me, of how to keep my mind fresh and spurred to action – I took on my first Interim Management placement and very soon I noticed hitting the jackpot. With Interim Management being often wrongly associated with temporary ad-hoc service, I can only comment by saying: an Interim Manager is a Guide & a Difference Maker!

Digital marketing strategy sets a course, but many companies still tend to operate without it, although this results in a lack of clear development goals. How do you see the importance of your competencies in building a company’s competitive advantage?

The truth should not be feared: those who high-fived digital marketing, when Covid hit us all, are in many cases, not raising their hand now. Marketers talk a lot about new trends or those upheld, but when it comes to digital marketing any prognosis is fairy. Data-driven marketing, influencer marketing, personal branding, employee advocacy are on the list of what companies / brands need to focus on in the nearest future. However, they will not succeed until they put scenario based strategies over linear ones. My skills and experience at the level of multiple structures can tip the balance towards success of managing changes.

What was the biggest challenge within your last Interim Management placement?

One of the most valuable bonuses, which the company gets with inviting an Interim Manager on board, is that of getting a keen observer on board. Once I see what is around the corner, the biggest challenge is to reconcile management’s expectations with my know how and deliver the success. It is crucial for the company’s management to understand my threefold role of an advisor, mentor and filter.

To what extent have the tasks facing digital marketing experts changed over the past years - have any new challenges emerged?

With over fifteen years of professional experience I know, there are two sub-groups in the digital marketing community. Those, who work on permanent basis directly for the client, focus on business, while not fully delving into the ins and outs of media. The others, representing the agency – are media experts, with not enough sense of the flavors of doing business. The Digital Marketing Interim Manager needs to have the skill to be able to combine both worlds. Nowadays, even more, than in the past.

Having done your part, are you following up on the future of the company for which you have been a real support?

Always. I would say, that after the task is completed, I step into relationship nurturing stage😊. What is very encouraging and is a proof that I chose my path well, is that I am been reached to for advice and opinion after completing my task. It is always so uplifting to see the company grow, after I have been invited for support down the road.

Is there a place for an Interim Manager in the world of snacks?

2022-10-14T10:57:10Z

Our guest couldn’t imagine a different staffing decision, when he planned his expansion into digital world. Maciej Tomaszewski, CEO of a leader in the salty snacks segment, had shared his thoughts with us.

What challenge, within the operation of the company, led you to consider working with an Interim Manager as the best option?

“The need to complete the portfolio of competencies. We had plans for digital development, and while in a long-term context, our scenario was successively being implemented, we lacked a commercial take on the subject. Interim Manager in the structure is to break down barriers, doubts and move forward dynamically.”

Has the search process been easy?

“I had no doubts when it came to, how to search for the right person for us. The only wise solution was to turn to a specialized entity, that has a database of candidates.” - Maciej points out. “Especially since the very process of creating the profile of such a candidate can be difficult. Thanks to the partner who guided us, we were able to sort out the data and questions and match them with our expectations.”

In a few words: what competency values the Interim Manager brought to your structure?

“Definitely excellent market knowledge. If an Interim Manager has the whole spectrum of soft skills, but does not prove strong enough in terms of content, achieving the goal may not be so obvious. We focused on carefully profiling expectations, so we had the pleasure of working with a person who has a deep understanding of the digital market and is free of industry constraints.”

👇👇👇

“If the management concentrates on the “we-know-better” scenario, this is when introducing the Interim Manager to the structure and letting him do his part, can be a huge challenge. Once we are opened and ready for the real change happening here and now – the success of working with an Interim Manager is just a moment away”, concludes Maciej.