Iluta Gaile, Board Member of ASTRAL Executive Search, met with Jūlija Zandersone, Board Member of AS “Iterum” and former company CEO, as well as Chairwoman of the Board of “TESIL FIBRES”, to learn about a woman’s experience in a leadership role, her career path, professional challenges, and the satisfaction gained from her achievements.
How would you describe yourself and the organization you work for in three words?
I am someone who enjoys stepping out of my comfort zone, and I am genuinely motivated by growth in its many forms — within companies, teams, and myself. I see myself as a leader who always looks ahead, thinking about how we can do things differently to reach new heights and continue growing. To me, courage is not recklessness; it is the willingness to take responsibility and venture into the unknown. This reflects my approach: if something is interesting and meaningful, that becomes my direction. New challenges are like oxygen to me.
Currently, I am active in two companies. I serve as a Board Member at ITERUM, the only company in Latvia focused on recycling PET bottles. The “green” direction of this business is very close to my heart, and almost the entire production is exported. The second company is Tesil Fibres in the Czech Republic, where I am the Chairwoman of the Board. It works with polymers and their processing into fibers, both from primary and recycled materials. I have been in this industry for about three years — it was completely new territory for me.
Previously, I spent many years in the construction and engineering sector, which I truly enjoyed. However, at one point, I felt I was solving the same problems over and over, just on a different scale. I wanted a new type of challenge, different questions, and a new stage of growth.
Kas Tevi iedvesmoja tiekties pēc uzņēmuma vadītājas lomas? Kad un kā Tu saprati, ka esi gatava uzņemties šo atbildību?
I cannot say that at the beginning of my career I had a conscious goal to become a company leader. It wasn’t a “plan” I set for myself. I moved forward wherever it was interesting, challenging, and offered opportunities to learn. In my case, it was more a combination of personality traits, innate abilities, and being in the right place, at the right time, and in the right environment. Much of it came through experience — executing projects, collaborating with different people, overcoming challenges and difficulties with a team, and sometimes tackling what seemed like “impossible missions.” You get noticed, recognized, and simply keep moving forward. Growth happened quite organically — step by step, from one level to the next. At some point, however, there came a moment of awareness when I realized: “Hey, I am a leader!”
I became a team leader very early. Looking back, I see that I was quite “green,” but that is a phase everyone goes through. I was around 23 years old when I was already leading a team, and of course, I did not yet have enough life experience. There were many successes, but there were also mistakes, situations when people left the team, or things didn’t work out. Those moments made me reflect. Self-reflection is natural for me, so I started analyzing, seeking mentors, asking for advice, and thinking about what I could do better. It was during this process that I solidified the awareness: I am not just a doer; I am a leader. My focus became very practical — how to work with people in a way that achieves the desired results.
From that moment, my growth became more conscious — developing competencies and skills. Experience then brings a certain level of maturity. I realized that first, you have to be a leader to yourself. After all, how can you be responsible for others if you are not initially responsible for yourself, for your discipline, decisions, and actions? And that, again, is a new transformation.
How would you define a good leader today? Has this definition changed over the past ten years?
I don’t think the definition itself has changed significantly. I believe it can vary greatly across different companies, depending on the organizational culture. Looking at different environments, I see that the idea of a “good leader” can differ widely.
What I think has transformed more is the understanding of the essence of a leader’s role. It is fundamentally about working with people. Emotional intelligence, empathy, and the ability to collaborate with different personalities are extremely important in this context. It is precisely in such an environment that something creative and new can emerge — new ideas and innovations. And this, in turn, drives long-term financial results.
Do you think there is a single ‘right’ formula for being a good leader?
No, I don’t think there is a single formula. It’s similar to trying to say there is one ideal employee — there simply isn’t. We are all human, and we are all different. I believe that is what makes it most interesting, and it also means that leaders are always diverse.
What is the biggest challenge of being a female leader in a technical industry? Do you often encounter gender stereotypes or specific challenges?
I’ve always had something that draws me to technical things. This applies both to my career and my hobbies. Even in wildlife photography, for example, there are still relatively few women, although the numbers are increasing in recent years. The same goes for business, where conversations and efforts around gender equality, diversity, and inclusion are gaining more traction.
I also have a family story that perfectly illustrates this “technical curiosity.” As a child, my grandparents left me alone at home for a short while while they went to the store. During that time, I took an iron and my grandfather’s screwdriver and disassembled the iron into pieces. My grandfather looked at me and said, “Alright, now you’ll have to put it back together.” The most interesting part, of course, is that I actually did. I think this story really explains why technical fields have always fascinated me.
In my career, I ended up in industries traditionally dominated by men, especially construction. Over the years, I’ve seen the situation change. For me personally, it became something of a mission to encourage girls and women not to be afraid to work in construction. It’s a challenging field, but extremely interesting. There is a special satisfaction because the results are tangible and lasting. I even have my “favorite intersections” in Riga. I can walk down the street, look at the buildings, and know that before, these buildings weren’t there — and my team, along with my own expertise, played a part in making sure they will stand for the next 50 years. That is incredibly inspiring.
Regarding stereotypes — of course, I have encountered them. There were moments when I faced dismissive attitudes. For example, I have walked into meetings with experienced construction professionals, and the reaction would sometimes be something like, “Hey girl, bring me a coffee.” But at that moment, I represented the interests of the company. My approach in such situations has always been quite simple: not to get stuck, to ignore it, and to keep moving forward with the focus on the tasks I need to accomplish.
When you start addressing things substantively, solving problems, and making decisions, respect grows. Then stereotypes fade into the background, and what really matters are knowledge and work.
In your experience, you have worked in both the private business sector and the public sector. What do you think are the most significant differences between these segments?
I think the differences change over time. For example, many years ago, I worked at Latvijas Pasts, where I was also part of the management team. Today, it is definitely a very different organization. If you asked me about that period, I would say — yes, it was very bureaucratic, very complicated, and necessary business decisions were often not made, which could lead to organizational stagnation. At the same time, I saw how companies like Tet and Citrus Solutions were developing. Of course, there are many stakeholders with different interests to consider, but still, there are opportunities to build successful business development. Looking at how companies have transformed over the years, they can become completely different organizations.
The same applies to private business, where there is a trend toward creating transparent corporate governance. This is undoubtedly beneficial. However, at the same time, one must be careful not to overdo it, because in large and complex structures with boards and multiple stakeholders, differing opinions can lead to delays or decisions not being made when they are needed.
I have also worked in a company that was owned by a single individual. Everything happened exactly as the owner decided. On the one hand, this can be good because decisions can be made very quickly. On the other hand: are those always the best decisions? Does it stifle people’s initiative? Does it motivate strong employees to act if their initiative is essentially blocked at the root? These are big questions.
That is why I don’t think it would be correct to lump all companies “under one hat” and say that all public companies are the same and all private businesses are identical. As Latvia grows and develops, increasingly aligning with international business practices, corporate governance overall is improving.
What are the key lessons and insights you have gained after many years of work experience in various leadership positions?
I learn every day, even outside of work. Even while sailing in Antarctica, I learn about leadership, because you can never truly “switch it off.” One of my most recent insights came from a very specific situation. We were a 12-person team sailing across the Drake Passage — some of the most dangerous waters on the planet. The journey was about four days long. During trips like this, everything rocks, falls, and tilts.
One woman from the team came to me and said, “We’re sailing across the Drake, and the captain is sick and asleep.” I turned to her and, based on my experience, said, “If the captain is asleep, then everything is fine!” She later told me, even three weeks after the trip, that this phrase was one of the most powerful lessons she had taken away from the entire journey.
It also gave me a moment to reflect. Perhaps sometimes it’s actually good that “the leader is asleep.” That doesn’t mean the organization is in trouble; on the contrary, it can mean the system is working and the team knows what to do. The role of a leader is to create the system and assemble a team that can operate in the day-to-day even without them.
Even more, I know that our captain feels and listens to the yacht, even in his sleep and even if he is unwell. The same applies to a company leader. This experience also reminded me that we often assume that a leader must always be extremely busy. That’s not really true. If you are constantly busy and never take time to reflect, there is no space for new ideas or new directions to emerge.
What has been your greatest sense of fulfillment or achievement in your work so far?
My greatest sense of fulfillment has always been about the people in my teams. Results are extremely important to me because I am a goal-oriented person. I enjoy seeing the numbers, but if you asked me today whether I remember the exact financial results, for example, in 2012, I honestly don’t. Perhaps the results were fantastic, but that’s not what stays in my mind.
What does stay in my mind are the people and their growth. If you asked me, for example, “Do you remember Lienīte from your team?” — I do. I remember how she grew, and that is where the true sense of fulfillment lies: in the opportunities you can provide and in how people develop. I think, at the end of my life, I will reflect more on the people I met, how I made them feel, and how they made me feel.
In your opinion, what are the most common myths or mistakes that leaders make when building their careers?
One of the most common myths, in my opinion, is that a leader always has to be highly extroverted, loud, and constantly “in front” or “on stage.” In my life, I have met fantastic leaders who are quite introverted and quiet. Yet, their words carry weight, and their presence as a leader is strongly felt.
With this, I want to inspire people who are naturally less loud or noticeable. It doesn’t mean they cannot be great leaders. Of course, we all need to develop certain skills — the ability to communicate effectively and to stand in front of an audience — but these are competencies that can be trained.
Another insight I personally try to follow as a leader is about where we place our focus for development. We are often told to work on our weaknesses. I believe that there are core competencies that need to be at an acceptable baseline, but beyond that, it is important to focus on developing your strengths, because that is where your true potential lies. If we only focus on what is not working well, we risk developing mediocrity rather than excellence.
I’ve noticed your exotic hobby — wildlife photography — and that you’ve just returned from Antarctica. Could you tell us more about this fascinating pursuit?
There wasn’t a single, conscious moment when I decided that wildlife photography would become my hobby. Rather, several things naturally came together. My grandfather put a camera in my hands at a very early age — I must have been around 11 or 12. Back then, I don’t think anyone even imagined that wildlife photography could be a pursuit.
But my love for animals and nature has always been there. I subscribed to and read magazines; as a child, it fascinated me. Later, as my interest grew, I started buying books and photo albums, and eventually the idea came that I could take photos myself and learn more. It all came together naturally. Essentially, it is a form of documentary photography: you photograph nature and animals in their homes and, through the images, show the beauty of our planet.
Why is this important to me? Because I care about this planet. I see it as a miracle. I want to share that feeling so that others care too. People often don’t think about nature and animals in their daily lives. Not everyone can travel to Namibia and volunteer with cheetahs. My husband still has trouble telling a cheetah from a leopard or a leopard from a jaguar. But when you tell vivid, personal stories, people remember them. It’s the emotional, personal stories that stay with people. When something touches us emotionally, we start to care.
Last year, I opened my first exhibition. That was the moment I realized I wanted to share these stories publicly and show the photos to a wider audience. What was originally intended as a one-time, short-term project has now grown into a larger project with traveling exhibitions, public presentations, and talks.
I also see a very clear connection to leadership. Leadership is about the ability to tell a story. For example, if you tell someone about participating in a procedure where a cheetah had a C-section and the cubs were delivered, it becomes personal and emotional. Then it’s no longer “something distant” about nature; it becomes an experience the person remembers. In this way, the next time, that person may pause and reflect on their everyday choices and whether they are good for the environment. I believe that personal, emotional stories are the best way to make people care. And that, for me, is the greatest sense of fulfillment.
Which animals did you photograph in Antarctica?
I have always wanted to photograph a leopard seal. This animal is very special to me — it looks like a seal, yet it is a predator. Large and beautiful, with grey spots.
Why did I want this so much? It’s a very personal and moving story. I was inspired by a photographer I have been following for many years. He shared his experiences in Antarctica, including encounters with leopard seals, during a TED talk. These animals are usually considered aggressive and dangerous, but his story had humor: underwater, a leopard seal didn’t attack him — it tried to feed him, offering both live and already deceased penguins. I found that so human and touching that I knew I wanted to see this animal in real life. Leopard seals live in Antarctica, and from that moment, I knew I wanted to go there and photograph one. And yes — I saw and photographed them.
We had anchored our sailing yacht near a Ukrainian research station, surrounded by thousands of penguins. They said there were about 6,000, though I honestly don’t know how they counted them. I sat there thinking, “This is a buffet for the leopard seal. It has to be here.” And again, this is a story about stepping out of your comfort zone and how far you are willing to go to achieve what you truly want. Part of the team stayed on the yacht to rest, while others went to the station, but I felt compelled to go out — that’s where all the beauty we came for was. I convinced one of my teammates to join me in the small boat.
We entered a fairy tale. We sailed among icebergs. I am still searching for the right words to describe the sense of wonder. I was certain that the leopard seal had to be here. They like to rest on ice floes. It was just a small step out of my comfort zone — not staying in the cabin, but going a little further. We sailed for literally about 20 minutes, and then we saw someone lying on an ice floe. In the end, we saw three leopard seals, and this only happened because we decided to go a bit further by boat.
Of course, the penguins were hilarious, very social, and curious. You photograph one group, and another rushes over. There were also many whales. At one point, I tried to count how many I saw in a day, but quickly realized I was losing track — you see two in one spot, then five, and it continues like that.
What surprised me most was Antarctica’s majesty and harshness, yet simultaneously, the silence — unlike anywhere else on the planet. There is no background noise; the only sound comes from you. The calm, the mountains, cliffs, huge icebergs — you float past icebergs the size of nine-story buildings. We were lucky with the weather — the sun shone, the light was beautiful, and you just breathe it all in. You take this experience with you and try to convey it to others as best you can, using both creativity and technical skills. Not everyone can or wants to go to Antarctica, but people love stories like this, and they stay with them.
Antarctica may seem far away, but we are actually closely connected to it. The climate and sea levels here in Latvia are directly influenced by what happens there. Many don’t realize that if the glaciers in Antarctica continue to melt and ocean levels rise, even Riga could be flooded. Antarctica has a huge impact on the planet’s climate and ocean temperatures. When major changes happen in the ice, the consequences are not “somewhere else” — they affect us too.
Have you, through this hobby—which requires patience, focus, and planning—also developed any skills that help you in performing your leadership duties?
Yes, definitely. First of all, it’s patience. It’s obvious that without patience, you won’t achieve anything in wildlife photography. Secondly, it’s managing expectations and being able to clearly define what “success” really means. When photographing wild animals, nothing is guaranteed. You can do everything possible, but the animal might simply not appear.
This reminds me a lot of business, where similarly, you can do everything right, give 200%, and still not get the result exactly when you wanted it. This is where a long-term perspective becomes crucial.
I also have a very specific example that has stayed with me. Once, I had a conversation with a business partner—a fantastic, inspiring man—before I went to Kyrgyzstan to participate in a volunteer program hoping to see a snow leopard. The chances were tiny, but the program was important for the conservation of this species. My business partner asked me: “Listen, if you know there’s a 99.99% chance you won’t see it, why are you going?” My answer was very simple: “If I stay at home on the couch, I have a 100% chance of not seeing it.” That 0.01% is what calls me.
On that trip, I didn’t see a snow leopard, nor on the second trip. But on the third trip to China, I finally saw two, about a kilometer and a half away, on the last day, in the last hour before leaving. Only because I had gained more knowledge and was willing to invest more effort and not give up.
This clearly teaches goal orientation and persistence, even if you don’t achieve your objectives immediately or exactly as planned. The key is not giving up right away, but continuing to act and find a way forward.
If you could go back to the beginning of your career, what advice would you give yourself?
At the beginning of my career, there were certainly many successes and failures, as well as mistakes. If I had to name one thing, I would probably advise myself to focus earlier on developing emotional intelligence. I think that due to my ambitious attitude early in my career, I lost some great people from my teams. Had I worked on emotional intelligence sooner, I might not have lost them.
Thank you for such an interesting and inspiring interview! Is there anything else you would like to add to what you’ve shared?
I want to encourage women. I feel that many still sometimes think they are not good enough or not competent enough. That is changing, but I want to repeat, again and again, that it is not true. Especially to young girls: technical fields are exciting and fascinating. They have their nuances and specifics, but that is exactly what makes them so engaging and inspiring. I want to inspire them not to be afraid and to give it a try.
