Andreea Lupu, Lupu Management Consulting

Andreea, you have built a strong professional path in Switzerland, particularly in Geneva. What were the defining moments that shaped your leadership style along this journey?

Switzerland is the seventh country where I have lived—and the one where I have spent the longest time: more than twenty years.

When we became Swiss citizens, we attended a welcoming ceremony where the local MP gave a speech. We were more than a hundred people, coming from all continents. His message was warm and inclusive ; we were encouraged to continue honoring our birth heritage and cultures, as they enrich society and are deeply valued here.

This reflects the spirit of international Geneva, where around 41% of the population (cantonal level) are foreign nationals. Living here is a daily lesson in multiculturalism, inclusiveness, and tolerance. The Swiss spirit also means collaboration, respect in relationships, long-term thinking, sustainability, and a constant pursuit of excellence.

Over time, these values have become part of my own leadership philosophy.

Having worked in high-responsibility roles within the Swiss business environment, what do you believe are the key elements that differentiate Swiss corporate culture from others?

Having studied in the US and worked for many years in U.S. companies, I was strongly shaped by the American business environment and I believe many of us instinctively carry this cultural model.

U.S. corporate culture is often characterized by speed, individual leadership and a high tolerance for risk. Organizations tend to prioritize rapid decision-making and execution, with a strong emphasis on decisive leadership and visible accountability.

Swiss corporate culture, by contrast, tends to emphasize consensus, stability and long-term stewardship. Decision-making often involves broader consultation and careful analysis, reflecting a preference for precision, predictability, and sustainable outcomes. Quality is achieved through discipline and continuity.

At the workplace level, Swiss organizations place great value on discretion, formality and work-life balance.

These cultural differences shape not only leadership styles but also governance practices defined by structured decision-making, clear accountability and careful risk management.

Through Lupu Management Consulting, you advise leaders across different types of organizations. What are the most common challenges leaders face today and how do you help them navigate these complexities?

I see organizations as living systems in constant evolution. At every stage of growth—whether a start-up, a scaling company or a mature organization—new leadership and organizational questions emerge.

One theme appears consistently in my work and it is especially sensitive in family business: do we have the right leaders for today and how do we prepare the leaders for tomorrow?

My work begins with helping founders, shareholders or C-level executives clarify their values and leadership standards and with defining what performance and potential truly mean within their organization. From there, I support them in assessing internal and external talent, structuring leadership teams and designing development and succession plans for the next generation of leaders and shareholders.

As a humanist, I feel fortunate that—even in a time dominated by discussions about artificial intelligence—many of the conversations I have remain deeply human. They are about purpose, family harmony, life goals and ultimately about the kind of organizations and societies we want to be part of.

In your view, how important is adaptability in today’s business landscape, and how can leaders balance resilience with long-term strategic thinking?

That is fundamental and can be done via a well thought performance management system. I am a firm believer in the balanced scorecard type of model with indicators for short term and long term performance.

Short-term metrics may track quarterly revenue growth, cash flow, customer acquisition, or operational efficiency. At the same time, long-term indicators should monitor elements such as innovation pipeline, leadership development, employee engagement, succession readiness, or ESG performance.

By managing both types of indicators together, leaders ensure that immediate performance pressures do not undermine the capabilities and investments that sustain competitiveness over time.

What advice would you give to Romanian entrepreneurs who aspire to build a career or expand their business in Switzerland?

Romanian entrepreneurs wanting to take advantage of Switzerland’s opportunities should start by investing time in understanding the local business culture and building trusted relationships.

Switzerland is a relationship-driven market where credibility, professionalism and consistency matter greatly. Decisions—especially investment decisions—often take longer than in more transactional environments, but, once trust is established, partnerships tend to be stable and long-term.

Entrepreneurs should also invest in learning at least one of the national languages and integrate into local professional networks, chambers of commerce, innovation hubs, and industry associations. Building a local presence and demonstrating commitment to the country significantly increases credibility with partners and investors.

On a more personal note, what continues to inspire you in your work?

By helping build healthier and more sustainable organizations, I feel I contribute to the idea that business can be a force for good for people and communitities —and that is a constant source of energy for me.