20 cities, 25 countries and 3 continents: What 25 years in Global HR taught me

Diana, tell us a bit about yourself, about your journey so far and your current mission!  

I have spent most of my professional life in HR, building efficient strategies and simplifying processes to create workplaces where employees can be both happier and more productive. What has always fascinated me is people—the uniqueness each of us brings, the diversity of thought, and the power of collaboration.

Another strong passion of mine is multicultural environments. Being born in Tatarstan, Russia, and raised in Moscow, I was always drawn to the variety of nationalities, backgrounds, and perspectives. Early in my career, I had the privilege of working for a company where over 100 senior managers came from more than 50 countries across all continents. That incredible mix of cultures, languages, and experiences created a powerful synergy—one that drove innovation, fresh ideas, and meaningful impact. From that moment, I made a promise to myself: to help bring that kind of diversity into workplaces and create environments where everyone can shine.

I also carry three strong beliefs that shaped my leadership approach— the ones I learned from an inspiring CEO early in my career. At just 30 years old, he was appointed to lead an Eastern European business unit, and through working closely together, he taught me three things:

✔ Do only what you truly love.

✔ Be bold, but never stubborn.

✔ If you want to be successful, make decisions based on data, not just intuition.

I helped him grow as a leader, and in return, he helped me evolve into a true strategic HR advisor—one who had a seat at the table, influencing business success alongside the C-suite.

Now, after stepping away from the corporate world, I’m shaping my own mission: to help people spend their lives doing what they truly love, to make work more meaningful, and to empower HR professionals to break free from outdated stereotypes. HR is not just about enforcing policies or boosting engagement—it plays a vital role in driving business success.

HR today is more than a support function; it’s a strategic force that helps CEOs and founders turn vision into reality. And that’s exactly what I want to help HR leaders achieve.

How has the HR function changed since you started your journey 25 years ago and what has remained the same? 

When I started (and that was decades ago!), HR was often seen as the function to hire, fire, and set policies and rules**. Unfortunately, this perception still lingers today—often with office management lumped into HR, reinforcing the idea that HR is just an operational function rather than a business driver.

But over time, working with truly disruptive leaders, I realized that HR can evolve into something much more powerful: a key driver of business success. I remember sitting in my first real strategy meeting with executives and realizing—this is where HR belongs. At that time, HR wasn’t even on the agenda—and that’s when I saw the potential. Why were we discussing business metrics but not HR metrics? Where was the HR data that truly correlated to business success? Those questions shaped my approach and solidified my belief that HR needs to move beyond intuition and embrace data-driven decision-making.

Today, I’m glad to see that HR is no longer just about policies—it’s about leadership transformation, aligning people strategies with business goals, and directly impacting the bottom line. The perception of HR has changed, and I love being part of that shift. But one thing hasn’t changed—people. No matter how digital, fast-paced, or remote the world becomes, human nature remains the same. People still crave belonging, clarity, and purpose. They want to feel valued, empowered, and part of something bigger than themselves.

So in today’s world, I see the focus of HR shifting towards building strong team collaboration and aligning individual potential with team success—because that’s what ultimately leads to company prosperity.

And as HR leaders, it’s up to us to make sure that message is heard at every level of the business.

Diana, you have been through a lot of transitions and changes - what is your personal secret recipe for staying resilient?     

Well, that’s a great question. And to be honest, staying resilient all the time isn’t always easy—we’re all human, after all. But here’s what helps me:

First, I remind myself that change is not the enemy—it’s actually our partner in growth. The moment I stopped treating change as something to fear and started seeing it as part of life’s rhythm, everything shifted. Now, instead of resisting, I try to ask, 'What if this is happening for me, not to me?'

Second, I keep my foundation strong. A balanced life outside of work—relationships, passions, physical and mental well-being—makes it so much easier to handle turbulence at work. When I take care of myself as a whole person, I find that I have more energy, clarity, and emotional bandwidth to deal with uncertainty.

Third, if I can’t change the situation, I change my reaction. Instead of, 'Oh no, what’s going on?!' I try to shift to, 'Huh, that’s interesting—let’s see what we have here.' It’s a simple mindset switch, but it makes a huge difference. Curiosity is a great antidote to fear.

At the end of the day, resilience isn’t about pushing through at all costs—it’s about staying open, adaptable, and trusting that even the most unexpected changes can lead to something better.

If you look back into your career - what have been the most challenging stages of it so far and why?

When I look back at my career, the biggest challenges have always come during major transitions—the moments when everything was shifting, and I had to figure out how to navigate the unknown. Three stand out the most:

1.  Leading HR through hypergrowth – Imagine hiring hundreds of people in a year while also trying to build structure and keep the company culture intact. Scaling at 20-40% per year sounds exciting (and it is!), but it’s also chaotic. There’s no perfect playbook—you have to build the plane while flying it. The biggest challenge? Creating systems without killing agility—figuring out how to grow fast but still keep the heart of the company alive.

2.  Post-M&A integration – Mergers are often talked about in numbers and deals, but the reality? It’s all about people. After an acquisition, you’re not just blending processes—you’re blending cultures, leadership styles, and expectations. If handled poorly, you see talent loss, cultural clashes, and missed business potential. But when HR plays a strategic role, M&A can be a springboard for massive business growth. I’ve seen both sides, and that’s why I’m so passionate about helping HR teams turn integration into an opportunity, not a damage-control exercise.

3. Stepping into entrepreneurship – After years in corporate leadership, I went from being inside the system to helping others shape theirs. It was a complete identity shift. At first, it was uncomfortable—going from being part of a large structure to building my own from scratch. But over time, I realized: this is what I love most—helping leaders and HR teams navigate change with confidence, just like I had to.

What do you wish you would have done differently? 

Honestly, I wouldn’t change much—every mistake, every failure, and every detour shaped me into who I am today. And looking back, even the toughest moments had their purpose. But if I had to give my younger self some advice, I’d say this:

1. Speak up sooner. Early in my career, I sometimes waited for permission instead of stepping forward with my ideas. I thought I needed to be more experienced, more prepared, more sure of myself. But the truth is, real impact happens when you take ownership—even when it feels uncomfortable. If I had realized that earlier, I would have stepped into leadership with more confidence from day one.

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3. Invest in your own growth as much as you invest in others. HR professionals are great at developing people—but we often forget to actively shape our own growth path. I used to prioritize supporting others’ leadership development while putting mine on the back burner. Now, I know that to truly support others, you have to keep evolving yourself.

So while I wouldn’t rewrite my journey, these are the lessons I carry forward—and the ones I share with others stepping into leadership today.

A large part of your career has been within diverse multi-cultural teams - have you noticed any recurring challenges that come up in such mixed teams around the globe?     

Oh, absolutely! And what I’ve learned over the years is that cultural differences don’t just exist between countries—they exist between companies too. Every organization has its own unwritten rules, decision-making style, and ways of working. And if you’re coming from a different background—whether you’re joining a multicultural team or stepping into a newly merged company—it can feel like you’re speaking the same language but somehow still missing the message.

Some of the biggest challenges I’ve seen:

🔹 Communication gaps – Not just language barriers, but how people express themselves. What’s meant as constructive feedback in one culture might feel way too blunt—or way too vague—in another.

🔹 Decision-making styles – Some teams move fast and independently, while others expect alignment and consensus. If you don’t recognize those differences early on, you can end up either frustrated or completely out of sync.

🔹 Psychological safety – In some cultures, pushing back on leadership is normal—even expected. In others, questioning decisions can feel risky. If people don’t feel safe to speak up, great ideas get lost and collaboration suffers.

But honestly, this isn’t just a "cultural" thing—it happens in any new environment. That’s why onboarding is so much more than just paperwork and policies. It’s about understanding the way things are done in a company, so you don’t misinterpret a colleague’s comment or request through the lens of your past experience.

And here’s one universal piece of advice I always give—whether you’re joining a new team, a new company, or even moving to a new country:

Spend your first 6–12 months learning, observing, and asking questions. There is always a logic behind how things work—even if it’s not obvious at first. And just because something is different from how you’re used to doing it, doesn’t mean it’s wrong. One of the best ways to embrace these differences and turn them into strengths is through tools like CliftonStrengths. They help teams understand how each person naturally works, thinks, and makes decisions. Instead of seeing differences as obstacles, you start recognizing them as complementary strengths—and that’s when real collaboration happens.

At the end of the day, the best multicultural teams don’t just "tolerate" differences—they use them as a competitive advantage to drive innovation and smarter decisions

What are your thoughts around learning and growing in the times of ChatGPT & Co.?

Honestly? I don’t see AI as a threat—I see it as a shortcut to focusing on what truly matters. It won’t replace human connection, leadership, or strategic thinking—but it will absolutely change how we work, learn, and make decisions.

For HR, this is actually a huge relief. Let’s be real—too much of our time has been spent on manual work, reports, and repetitive processes. Now, we finally have tools that can take that load off, so we can focus on what we’re really here to do—coaching, leadership, culture-building, and driving business impact.

But I’ve also seen people get overwhelmed by AI, feeling like they need to "catch up" or become tech experts overnight. Here’s the thing: AI is just a tool. It’s only as powerful as the people using it. What really matters is how we integrate it into our work without losing what makes us human.

What is the most difficult part about growing as a HR leader from your own experience, but also from what you see as a coach and mentor? 

The hardest part? Learning to balance people and business. HR leaders often start their careers deeply people-focused—helping employees, solving conflicts, creating a great culture. But at higher levels, you have to balance that with business realities—restructuring teams, making tough calls, and ensuring HR is not just "support" but a business-driving function.

Another challenge? Finding your voice at the leadership table. Many HR professionals struggle with being seen as a true strategic partner rather than just "the people person." This is why I focus a lot on helping HR professionals build confidence in business discussions, use data, and speak in a way that influences decision-makers.

What would you recommend to the HR professionals who are going through a transition within their career and/or a transition with their organisations?  

•  Know your unique value. What makes you different? What do you bring to the table that no one else does?

• Be willing to unlearn & re-learn. Transitioning means letting go of old ways of thinking and embracing new approaches.

• Find your support system. Change is easier when you have mentors, coaches, or a strong peer network to navigate it with.

• Take action before you feel "ready." Confidence comes from doing, not waiting until you feel 100% prepared.

And for those leading HR through business transitions, such as post-M&A integration:

Think beyond structure changes. Merging companies is not just an HR process—it’s a business transformation.

What is the one book that you would recommend to read people who are going through transitions? 

"The Café on the Edge of the World" by John Strelecky. It’s a simple but powerful book about questioning what truly matters, embracing change, and seeing transitions as an opportunity to realign with your purpose. A great read for anyone at a crossroads!

…final thoughts:

Change can be uncomfortable, but growth never happens in comfort zones. If you’re navigating a transition—whether in your career, leadership, or an M&A integration—the key is to stay strategic, embrace the unknown, and turn change into opportunity.

That’s exactly what we’ll be exploring in our upcoming enablement session (free!)—so if you’re an HR leader looking to understand how to drive M&A success from the people side, let’s talk!

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The original post was published on HRnuggets.io