Leadership at a Turning Point: A Global Business Expert on Scaling Companies and Building Strong Teams

Business is changing faster than ever. Digital transformation has moved from strategy decks into everyday operations. Hybrid work has become the norm. And artificial intelligence is reshaping how decisions are made, with AI adoption by firms more than doubling over the past two years. As technology accelerates and redefines connection, human intelligence — and a leader’s ability to foster resilient, adaptable teams — is becoming more important than ever.

Elena Putilina is a business executive and leadership advisor with more than 30 years of experience. After holding senior roles at major pharmaceutical companies, she spent 14 years at Tupperware Brands as Area Vice President CIS and General Manager. During this time, Tupperware CIS grew from the ground up, sustaining over 50% year-over-year growth. One of the CIS markets received the prestigious Country of the Decade award among more than 100 regions. 

In 2014, Elena founded E-Inspiration to help companies rethink their strategic direction, strengthen leadership capabilities, and build organizational systems for long-term growth. Since then, she has worked with ExxonMobil, Nintendo, Novartis, Pfizer, and other leading international corporations. She shares insights into Tupperware CIS’s rapid expansion, the realities of scaling in today’s business environment, and how leaders can remain effective in 2026.

— Under your leadership, Tupperware CIS grew into a stable and sustainable business with more than 200 distributors across four countries. What helped you achieve such strong results in your region?

— I believe the decisive factor was the launch of our distinctive leadership development program. Tupperware operates worldwide as a direct sales company built around managers and exclusive distributors. These distributors do far more than sell products — they bring new people into the business, train them, and promote the strongest into managerial roles.

Together with my team, I reimagined this model. We built a structured, transparent pathway for leadership growth — the Tupperware Business School. It enabled professionals from diverse backgrounds, from teachers to doctors, to become entrepreneurs and lead their own distributorships. The school later evolved into the Academy, developed in partnership with a leading state university. Its participants could earn a formal credential alongside practical business education.

Admission was competitive and performance-based. Candidates had to demonstrate results, commitment, and the ability to work effectively in teams. Once accepted, they entered a step-by-step learning journey lasting from six months to a year and a half. And after graduation, they operated within a clearly defined system, with quarterly targets and strong support reinforced by digital tools. We reviewed KPIs weekly, assessed performance, and made adjustments when necessary.

At the heart of our success was a transparent and inspiring motivation system. We accompanied our leaders at every stage. We even introduced a dedicated role focused exclusively on their development — interviewing future distributors, tracking their progress, and mentoring them weekly. Ultimately, it was about building a culture of trust and shared ambition.

— How did you manage to build this kind of corporate culture?

— We invested heavily in emotional engagement. For example, we celebrated achievements publicly at large-scale events with up to 5,000 participants. Rewards ranged from keepsake  gifts to international trips. Yet the most powerful element was the moment of CEO and Group President recognition — when someone stepped onto the stage and was honored in front of colleagues and family.

We also invited inspiring guest speakers — from world champion athletes to astronauts — giving distributors the opportunity to hear their history of breakthroughs and outstanding performance, ask questions, and connect personally. These experiences fostered a strong sense of belonging and aspiration.

And beyond that, we were deeply involved in our distributors’ lives. For example, we launched the Mother Distributor program, where experienced leaders supported their strongest managers in opening their own centers. We stood by them not only in business matters, but also through important life milestones. Our team helped them to create a legacy to pass on to the next generation.

Distributorships were often run by husbands and wives as true partners — men typically oversaw logistics and finance, while women led marketing and sales. Some of these centers reached revenues of over millions.

— After two decades in corporate leadership, what led you to launch E-Inspiration in 2014?

— The market was already entering a phase of strategic and digital transformation. At the same time, I had built a strong foundation: extensive education in medicine, business, and leadership, combined with hands-on experience in corporate management, direct sales, and executive development.

I wanted to extend my impact beyond a single organization — to work with global corporations and ambitious entrepreneurs, helping them scale and build teams capable of delivering bold goals. That is what I have done with clients such as Teva Pharmaceutical Industries, CBRE, LHH, ExxonMobil, and Nintendo. My role has been to translate strategy, values, and vision into practical action and to support transformation at every level of the organization.

— What do you believe contributed most to achieving those results?

— A strong professional network, working in areas where I have deep expertise, and openness to innovation and technology. But above all, I would highlight two qualities: deep listening and curiosity. For me, that means being fully present in conversation — asking open, thoughtful questions, not rushing to conclusions, and showing genuine interest in people’s motivations. When you are sincerely curious about others, the interaction becomes a meaningful partnership.

My medical background partly shaped this approach. In medicine, you are trained to clarify a situation in detail before acting on it. The ability to quickly grasp the essence of what is being said is extremely powerful. In modern management, this is often lacking. I would even say that around 80% of business challenges stem from communication gaps and an inability to truly listen.  

Another important aspect is that I am deeply motivated by growth, expansion, new perspectives, and the results achieved by individuals and teams. I enjoy thinking without artificial limits and truly believe in human potential. My greatest satisfaction comes when clients succeed — when ideas turn into action, and new directions are not only discussed but fully realized.

— Your practice covers leadership development, business scaling, and change management. Who are your clients, and what are the most common requests you receive today?

— The vast majority of my clients are top executives — CEOs and founders, mostly of large organizations. The requests vary, but several themes appear consistently. Companies approach me when they are ready to scale — to launch new business lines, enter international markets, or pursue IPO-level ambitions. We work through very practical questions. Which markets to enter and which approaches to choose? How to present the strategy to investors? And how to build a leadership team capable of driving new directions?

In this type of work, identifying the leader’s strengths is crucial to overcoming growth barriers. A founder may be a strong motivator but needs support in formalizing processes. Another may be highly systematic yet emotionally restrained — then we explore how they can express emotional intelligence more clearly. 

It is equally important to assess the strengths of the leadership team and consider how to elevate it further. One of my favourite approaches is to look at internal mobility and identify who could step into a higher position. I not only prepare a well-founded recommendation for the founder, but also work directly with the potential candidate to develop specific competencies or strengthen confidence, depending on the situation.

Another major area of requests involves organizational transformation, often connected to technology. For example, companies are transitioning to activity-based workplaces without fixed desks to encourage cross-team interaction. This requires solid infrastructure — smart meeting rooms, seamless connectivity, reliable IT systems — but even more importantly, a shift in behavior. Letting go of familiar routines often creates resistance. Addressing those emotions and protecting employee well-being is at the heart of effective change management.

— Have these requests changed recently? Are there new priorities that have emerged?

— Teams have largely adapted to remote work, and the new challenge is returning to the office — restoring productivity in a shared space without disrupting one another and moving from constant chat-based exchanges back to real dialogue.

Many organizations have adopted hybrid models — two or three days in the office each week — and responses vary. Some people perform consistently regardless of location; others struggle. Leaders need to recognize these differences and manage them deliberately. Recently, I led two major projects focused specifically on this transition.

At the same time, as teams became more distributed, delegation has emerged as a critical issue. Organizations have to learn to trust local leadership and grant genuine autonomy. For large corporations, this is a significant cultural shift.

— How long do your projects typically last?

— In some cases, it is a comprehensive change management program lasting a year and a half to two years. In others, projects may consist of several strategic consultations with a CEO. Even then, our relationships often continue for years. We may complete one assignment, and when the company enters a new phase, the CEO returns with a new challenge.

Regardless of scope, every project begins with diagnostics and goal clarification. That stage always takes time. In my experience, clearly formulating the desired outcome accounts for at least half of the success. Unclear goal-setting is one of the main barriers to growth. In this sense, business is very similar to medicine: without a proper diagnosis, you risk treating the wrong issue — or nothing at all.

Often, leaders themselves are not entirely certain about what they want. My responsibility — and my mission is to understand what the client truly aims to achieve and help them move toward it.

— And how do you usually approach diagnostics in practice?

— Through mentoring, in-depth strategic sessions with the CEO and the leadership team, research, surveys, and observation. The key is to ask open, detailed questions, refine them if necessary, and repeat sessions until the goal becomes clear.

And of course, physical presence is essential — both to understand the CEO’s perspective and to see how the team experiences the situation. You cannot fully grasp what is happening until you see it firsthand. A CEO can describe themselves as a strong delegator, yet their team simply underperforms. But when I visit the office, I may see the same person interrupting team members several times a day with minor questions. Employees feel mistrusted — and performance declines.

I do not steer the ship from the shore — I am on board with the crew. My role is to listen to everyone, align the vision, draw conclusions, and propose several strategic scenarios. The CEO then chooses the path that best fits their personality, strengths, and leadership style — the one they can authentically champion.

— Earlier, you mentioned the importance of identifying a leader’s strengths. In general, which skills are most critical for CEOs today?

— First, being able to set a clear vision — and ensure its execution. A CEO must define expectations and mobilize the team to achieve them. Consistency matters: if priorities shift every week, trust erodes. I strongly recommend that CEOs discuss ideas with peers and advisors and only communicate stable expectations to their employees.

The second essential skill is the ability to build a strong team. A common mistake is expecting to hire fully formed leaders who mirror the CEO. In reality, such people either run their own companies or already hold comparable positions. If you are looking for someone at your exact level, you will not find them waiting on the market. The real task is to hire people with potential and invest in their growth.

The third pillar is building a corporate culture. Retaining key talent requires understanding what truly motivates people. For some, it is compensation. For others, recognition, growth, or new challenges. Leaders need to identify these drivers and reinforce them. Sometimes companies already offer what employees need but fail to communicate it clearly. And I am not referring to corporate parties, but to meaningful conversations with the team about direction and values.

Ultimately, it is the CEO’s responsibility to create an environment where people feel valued, needed, and able to grow.

— In light of AI’s rapid adoption, how should CEOs adapt their skills and leadership approach?

— From a CEO’s perspective, AI represents an operational reset. It enables organizations to eliminate routine tasks, accelerate data analysis, and shift focus toward efficiency and return on investment. In this context, a strong understanding of AI and its potential is critical for informed decision-making.

The second major dimension is people development. As AI is implemented, certain roles may shrink or evolve — but that does not make employees less valuable. Leaders, together with HR, must proactively assess how to expand their teams’ capabilities or redirect talent into new areas. Transformation plans should be designed with care to avoid fueling fear. Announcements of mass layoffs have never motivated anyone.

The most important point I want to emphasize is that emotional intelligence remains central to long-term success. In a world where people interact with bots, human connection becomes even more valuable. If a highly competent employee shares their best ideas only with AI, it doesn’t translate into progress. Companies advance when people listen to one another — and truly hear each other.

My former partners still send me presentations of innovative IT solutions and say, “Take a look at this — let’s think it through. Where could this go next?” It’s because creativity is born in dialogue. Enthusiasm, determination, and empathy cannot be automated. No organization has ever grown without them.