Inna and Kseniia on growth, trust and leadership at Novature

Stronger together

Inna and Kseniia on growth, trust and leadership at Novature

They have known each other for fifteen years, long before they joined Ciellos, part of Novature. From Kharkiv in Ukraine, Inna Lobanova and Kseniia Golovan built their careers side by side: first as QA engineers, then as consultants, and today as directors of consulting teams across two continents. Inna leads the European teams from Spain, Kseniia the North American operation from Canada. In this conversation, they interview each other about collaboration, leadership and what drives them.

Getting started

Kseniia: You've been at Ciellos for more than ten years. What was your first impression of this international setup?

Inna: Honestly, it was both exciting and challenging. Working with teams across cultures and time zones immediately exposed me to diverse perspectives and communication styles. That quickly became the most energizing aspect of my work. What made you step into a leadership position?

Kseniia: It was a very natural process. As the company grew, I spent more time guiding others and supporting complex decisions. I got just as much energy from building teams as from delivering projects myself. There wasn't a single moment where I was appointed. People start following you because you naturally take responsibility. You become what I like to call: the adult in the room. The title came later, when it was already clear I had been filling that role all along.

Inna: I recognize that. We both come from Ukraine, and both relocated to be closer to our customers. Four years ago, I moved to Spain. That was exactly the right moment: we were expanding across Europe, and in Portugal we now have our largest development center.

Kseniia: Similar for me. We were getting more contracts in the US and Canada, and I was constantly flying back and forth across the Atlantic, until I decided in 2018 to move to Canada with my family. With you covering Europe and me covering North America, we complement each other naturally, including across time zones.

From execution to enablement

Inna: How would you describe your role in one sentence?

Kseniia: I support teams and customers in making informed business decisions by applying deep domain expertise and ensuring pragmatic delivery, on time and on budget. What does a typical week look like for you?

Inna: Very dynamic. It combines project architecture, delivery oversight, pre-sales and mentoring. The aspect that took the most time to understand was letting go of being the person who always has the answer. That shift from execution to enablement delivered the greatest payoff. You have to empower people and give your team the confidence and space to lead conversations on their own.

International collaboration

Inna: How does international collaboration show up in your daily work?

Kseniia: It means adapting your communication style and being mindful of local contexts. A simple example: small talk is unavoidable in the US and Canada. European customers often get straight to business. That's not rude, it's simply how business communication works there. We specifically train our consultants on this.

Inna: The biggest difference between countries comes down to communication style and how decisions are made. Some customers want step-by-step information. Others need a high-level overview and the space to reach their own conclusions. If you recognize those differences early, collaboration becomes much smoother.

Kseniia: It's truly an art to sense how deep you should go. Do they want the big picture, or do they want to dive straight into the details?

Inna: Exactly. And if I had to name one thing that makes collaboration smooth, it would be clarity. Clear goals, clear ownership, clear expectations. You can't eliminate all assumptions, but you can minimize them.

Kseniia: That's why we always document assumptions as a mandatory section in our project estimates. The documentation creates the clarity. That's the key.

Projects and impact

Kseniia: Which moment best represents the impact of your work?

Inna: When complex projects result in a confident, happy customer. And when consultants I've mentored start independently leading key workstreams. For us, an implementation is not just about delivering the system and walking away. We want customers to feel truly confident using it every day. When mentored consultants grow and lead complex projects on their own, that is the most rewarding thing there is. What gives you the most energy right now?

Kseniia: Strategic finance discussions at CFO level. That seems to suit me well, partly thanks to my financial background. But beyond that: growing leaders within the team. When you see your approach working and people moving forward because of it, that's incredibly rewarding. The biggest challenge right now is balancing speed and quality. You need to deliver results fast but also protect your team from burnout. The good news is we have techniques to set the right expectations and create a realistic timeline that works for both sides.

Lessons learned

Kseniia: What has been your biggest learning over the past year?

Inna: The shift from giving quick answers to creating space for others. Consultants should steer the conversation toward the areas that haven't been covered yet, by asking the right questions. That takes the patience to listen rather than to tell. Was there a moment that really changed how you approach your work?

Kseniia: Not one exact moment, but a series of experiences where I realized that leadership doesn't mean carrying everything alone. When I started trusting others with ownership, outcomes improved significantly. No matter how good you are, you always have limited capacity. Our teams together count around forty to fifty consultants, roughly twenty in Europe and twenty in North America, and we share resources between regions. The departments aren't rivals; they complement each other and function as one. If I could start over, I would be more deliberate about where I invest my time and energy. In the beginning, I tried to do everything myself, and there were moments when I felt burnt out because of it. That could have been avoided if I had started delegating earlier. I believe you should feel enjoyment and curiosity in your work. As soon as that disappears, it's a signal that something needs to change.

Working together as a duo

Kseniia: When we joined Ciellos, the company was just starting to grow. The two of us were coordinating the functional side, essentially working side by side in the same room. A core team, almost like a singularity. Over time, we started delegating and each took ownership of different domains. But we've always continued to work closely together. Our departments are complementary teams, not separate silos.

Inna: You bring deep finance and localization expertise, while I focus on supply chain and business process best practices. Combined with different time zones, we can support our teams and customers continuously. That makes it a natural and powerful combination.

Kseniia: And we challenge each other daily. It never feels personal; our conversations are focused on finding the best approach together. We don't always agree, quite the opposite. But it's precisely that friction that helps us find the best solutions.

Inna: When we discuss ideas, it feels like brainstorming. We always come out of it with concrete outcomes.

Personal energy and work style

Inna: What keeps you motivated in a fast-moving international environment?

Kseniia: The feeling that we're not standing still. Seeing progress in people, projects and customer confidence. We're very results-driven, but in ERP projects outcomes aren't always immediate. That's why I find my motivation in progressing improvements along the way. What helps you stay focused when things get complex?

Inna: Structure. One hundred percent structure. When I see a mess somewhere, I want to organize it. I'm a process-driven person and that helps me enormously in preventing the team from getting overwhelmed. What I personally need to perform at my best is trust and clarity. It's incredibly important to have a manager who believes in you. That makes more of a difference than people think.

Looking ahead

Inna: Where do you want your team to be in two years?

Kseniia: I want to see strong, independent teams with confident leaders who can own complex projects on their own. It's all about growth, to the point where we can truly delegate and scale well. What skills do you want to develop further?

Inna: Leadership at scale: leading by enabling others to lead. With the rise of AI, our teams will probably look very different. It's increasingly about the quality of our people and the tools we use. I'm incredibly curious to see where we'll be in two years with our current approach and mindset.

To close

Inna: What is something people don't know about you, but that influences how you work?

Kseniia: That I'm deeply driven by responsibility. Once I commit to something, I fully commit. What about you?

Inna: I strongly believe in leading by example. I never ask others to do something I wouldn't do myself. If I had to describe you in one word, it would be strong. I'm always impressed by how you handle the most challenging conversations at CFO level. Especially with finance people, who have a very specific mindset, that's a unique quality.

Kseniia: And for you I'd choose: Structured. As soon as we step into a project, you make sure everything is organized so that others can follow. When something needs to be structured, I know it's in good hands with you.

Inna: I truly appreciate having Kseniia in my life, as a colleague I always learn from, and as a friend. We don't see each other as often now that we live on different continents, but at conferences and events we always make the most of it. That combination of professional respect and personal friendship gives me energy.

Kseniia: Likewise. What makes Ciellos unique is that we take on the most complex cases. Partner teams often engage us when an extra perspective or specialized expertise can help move a project forward. We come in as advisors and collaborators, helping guide the path to a successful solution. I'm incredibly proud of the role we play in making that happen.