I wasn’t looking for a revolution, but for evolution – and I got exactly that. I uncovered blind spots and left with clear actions, some of which I put in place right after the programme.
“I’ve always wanted to evolve and develop.” That mindset of staying open, stretching beyond comfort zones, and actively seeking growth has shaped every step of Natalja Voronova’s 20-year journey across industries, continents, and leadership roles. Whether moving from Latvia to the UK to take on a global marketing role or switching from FMCG and pharma into the world of automotive, Natalja has consistently followed her instinct for challenge.
Now based in Singapore, Natalja leads Goodyear’s regional marketing efforts across ASEAN, Korea, and ANZ. “It was something completely different – a new business model, a new way of working – but I’ve really enjoyed it.” Before this, she held roles at Unilever, Reckitt, and Abbott, shaping global and regional strategies for some of the world’s most recognisable brands. Her current role bridges strategy and execution between global and local teams, “You’re sandwiched between global functions and local market realities, which are very different culturally – and I quite enjoy the complexity of that.”
I felt I could do more. I was looking at how I could contribute more to the company, how I could enable the transition, be a change agent – and better support my team through it.
Natalja’s commitment to learning has been constant throughout her career, and joining an executive education programme came at a natural inflection point. After settling into her new role at Goodyear and navigating a period of organisational change, she felt ready to pause and reflect.
Her choice to enrol in the women-specific leadership programme, Women Leaders Programme, wasn’t accidental. Coming from industries like FMCG and pharma, where gender balance at senior levels was more established, Natalja noticed the shift upon entering manufacturing. “There are differences – in how we approach business, negotiation, networking. I wanted to see how I could really thrive better in that environment, by leveraging my strengths and addressing some of the gaps as well.”
One thing that stood out early on was the programme’s selective admissions process – something Natalja valued deeply. At this stage in her career, she wasn’t seeking theory, but practical insights, coaching, and the company of experienced peers. The rigour of INSEAD’s application process gave her confidence that she’d be learning alongside high-calibre leaders – and that’s exactly what she found. From group coaching to informal dinners outside the classroom, the connection among participants ran deep. “We came in as strangers and left as a tribe,” she reflects. And then there were the moments that could never have been planned – like meeting a fellow participant from Saudi Arabia who is part of the International Space Programme. “She’s an astronaut. Meeting someone like her… that’s something I’ll never forget.”
The learning environment at INSEAD stood out for its highly collaborative and immersive nature. The Women Leaders Programme dedicated a substantial portion of time to creating the safe space for participants to reflection on their real-world challenges—whether business-related or personal. For Natalja, the time spent in the programme surfaced assumptions about her leadership style and how she was perceived. Her 360° feedback assessment highlighted a blind spot: her team while navigating uncertainty needed more visible support which she had lapsed. “That insight hit home. As soon as I returned, I adjusted how I was showing up for them – making time, listening more, being present.”
Another reflection caught her by surprise – one of being too positive. “One of the coaches gently pointed out that relentless optimism can occasionally prevent others from opening up about challenges. It made me pause and think – maybe I need to sit with the discomfort more often, acknowledge the hard stuff rather than try to fix it right away.” Natalja describes her own journey as a steady evolution. “There wasn’t one big ‘aha’ moment – But a series of creative gains, small shifts in mindset and behaviour that add up.”
It helped me build clearer actions to get closer to my goals.
Since completing the programme, Natalja’s overarching goals have remained consistent but the path toward them has become sharper. She shared that the experience also prompted her to reflect on longer-term questions; “When you reach a certain stage, it’s no longer just about promotions or pay checks—it’s about what you want from life and what you want to give back.”
Part of that reflection was sparked by Couples That Work by programme director Jennifer Petriglieri. “It really made me pause and reflect on the different transitions we go through in life—not just professionally, but as a family,” Natalja shares. The book offered a framework to navigate dual-career journeys with greater clarity and intention. “It helped me think more consciously about how we support each other, and how we shape the life we want—not just the career.”
From prioritising networking internally and externally to broaden conversations about her performance and potential contribution, to seeing a responsibility to scale the learning to younger women in her organisation, Natalja continues to apply the reflective mindset and the tools cultivated during her time at INSEAD.
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