When you exceed your expectations, opportunities start to find you

Introduce yourself in several sentences – names, company, position in the current company.
My name is Aneta Natova, co-founder and CEO of LeadFit Global.

Tell us what the philosophy and values of the company you currently represent are?
We believe that good work starts with the person. We help leaders and teams achieve results that endure over time, without losing their humanity. We work from the inside out: first — clarity and intention, then — skills and habits in communication, and finally — discipline in execution. We learn through experience — with our model EBWith (Experiential, Behaviour-Based, Challenge-Driven) and the framework Be–Become–Belong — this is how ideas turn into concrete changes: more trust, higher engagement, faster decisions, higher quality results. We believe that the workplace can be a place for meaning and growth.
Values: connection and trust; courage and responsibility; learning and growth; simplicity and high standards.

How long have you been developing your current company? What are the most valuable lessons that the current situation has taught you during this period?

I have been developing the current company for two years, which I co-founded in partnership. Before that, I built a corporate career for 22 years and my teams achieved high results.

Today I work with full creative freedom – I choose the partners and clients with whom we create meaningful projects.

The most valuable lesson: we are not for everyone and that is okay. We are for those who want the highest quality, refuse mediocrity, and expect relevant, practical solutions with measurable impact.

Our promise: a human approach, high standards, and real results.

If you personally had to write a job advertisement, how would you attract the attention of a future employee?
We are a place where you will grow not only professionally but also personally. If you are ready to learn constantly — we are your people.

What does your company do to organize a constructive and fruitful working environment for everyone? Do people in the team need to be friends?
We are a consulting company and we teach others — that’s why we are also our own experimental field. We do everything we teach our clients. We have a clear rhythm: short daily sync (“daily huddle”), weekly planning, and monthly retrospective. In the daily sync — 10–12 minutes in the morning, whether we are in the office or not — everyone answers three questions: 1) What is my focus today? 2) How will I measure success? 3) Do I have any obstacles? We talk specifically — with names and projects. We keep one key thing in focus every day — this drives us towards the big goal.
It is not necessary for everyone to be friends; it is important to have respect, trust, and clear responsibilities taken. Friendship is a bonus. The foundation is psychological safety — being able to speak the truth kindly and in a timely manner.

What makes you enjoy going to work? How do you deal with difficult and stressful moments?
I love my job — it is also my hobby. Even if I had all the time and money in the world, I would still do this. In stressful moments, I pause for a moment, breathe, and return to my intention. I turn difficulty into learning: why is it hard for me, what am I resisting, what do I need to understand here and now, what is happening with the other person — and what is the next necessary action. Then I take the small next step.

What work model does your company advocate – office or remote? What do you think about flexible working hours?
Both — office and remote. We give great freedom and require high responsibility. Freedom and responsibility go hand in hand. I don't look at the clock; it’s important that the work is done in the best way — without compromising on quality and deadlines. I support flexible time when the results are clear and measurable.

How do the constantly evolving technological changes worldwide affect your business?
We actively follow them. We read, test, and when we lack expertise — we pay consultants to learn quickly and apply what is meaningful.

How important is hierarchy and what does it mean to you? What kind of communication do you advocate in your company?
The hierarchy in our company is minimal — just enough to have direction and clear responsibilities. As the CEO, I set the theme of the year and strategic highlights. Together with the team, we align quarterly and monthly priorities and goals. From there on, everyone has autonomy and is responsible for what they have taken on. If someone sees a risk or a delay, the expectation is to speak up in a timely manner. Communication is “adult–adult”: tell me what you need, what you want to achieve, how — and how I can help. I believe in a coaching approach with mature, competent, and motivated people — and I work entirely with such.

What is your career advice for all people who are building a strategy for their professional development?
Give your best — always. Work with full presence. Surprise pleasantly — yourself and others — by exceeding expectations. When this becomes a habit, opportunities start to find you. Then you choose where to invest your energy and attention — and true freedom comes.