In an era where innovation accelerates faster than most organizations can adapt, only a rare kind of leader can see the future with clarity — and build the bridges that help others reach it. Snezana Zivcevska-Stalpers is one of those leaders.
A global business strategist, startup advisor, former professional athlete, and award-winning technologist, Snezana has spent her career standing at the crossroads of strategy, digital transformation, AI, and human-centered leadership. Her journey stretches from North Macedonia to the Netherlands and now the United States — each chapter shaped by reinvention, resilience, and a relentless commitment to helping high-growth companies unlock their next level.
Today, as the founder of EAS Consultancy headquartered in Atlanta, Snezana guides founders, executives, and innovation-driven organizations through some of the most complex challenges of modern business: scaling sustainably, evaluating emerging technologies, designing AI strategies, and shaping future-ready operating models. Her expertise is not theoretical — it comes from decades of hands-on leadership at IBM, NTT DATA, and major European innovation bodies, where she drove large-scale transformation programs across multicultural, high-stakes environments.
Named among Inspiring Fifty Netherlands, honored with the Deloitte BOLD Leader Award, and recognized with the IBM CEO Award, Snezana embodies what it means to lead with purpose, intelligence, and courage. Her transition to the U.S. startup ecosystem — and graduating with a 4.0 GPA MBA at 50 — only strengthened her belief that reinvention is a lifelong mindset.
In this exclusive Q&A, Snezana opens up about her journey, her philosophy, and her vision for the future — sharing wisdom that will inspire every founder, technologist, and leader shaping 2025 and beyond.
Snezana, you have a unique combination of experience across business strategy, digital transformation, aviation, and AI. What early experiences shaped this multidimensional career path?
From an early age, I learned that life is defined by continuous growth. Growing up in North Macedonia during a period of social and economic transition taught me that stability is never guaranteed. That environment strengthened my adaptability, curiosity, and resilience—qualities that would later become the foundation of my leadership style.
When I moved to the Netherlands at 27, I stepped into a world where technology and innovation were advancing at a speed I had never experienced before. I didn’t follow the traditional path into the tech sector. Instead, I built my career by stepping into roles that stretched my capabilities, learning continuously, and proving my value in environments where diversity and representation were still far from the norm. Over the years, I navigated a series of demanding corporate positions across the European technology landscape, including leadership roles at IBM, NTT DATA, and the EU Agency for Innovation, gaining firsthand insight into how complex organizations operate, evolve, and adapt.
Along the way, my work was recognized through several awards that profoundly shaped my professional identity. Receiving the IBM CEO Award Benelux affirmed my commitment to innovation and client excellence. The Deloitte BOLD Leader Award 2020 acknowledged my ability to drive transformation with both vision and intention. Being honored as one of Inspiring Fifty Netherlands 2019 highlighted my dedication to advancing women in technology. And the Opzij Award, recognizing influential women driving societal impact, reinforced my belief that technology should serve people first. These milestones are far more than recognition—they are reminders of responsibility, impact, and the power of representation.
About two and a half years ago, life brought me across the Atlantic, to Atlanta, where I undertook one of the boldest transitions of my career. At 50, I decided to return to academia and pursue an MBA, a decision that became one of the most defining chapters of my reinvention. I graduated with honors (GPA 4.0, summa cum laude), and that experience deepened my strategic thinking, expanded my global perspective, and sharpened my ability to lead in fast-moving, innovation-driven environments.
Atlanta’s vibrant tech and startup ecosystem further accelerated that transformation. Immersing myself in what many call the “Silicon Valley of the Southeast,” I found a community driven by ambition, creativity, and a high degree of diversity—one that felt both familiar and energizing. The shift to Atlanta confirmed what I had believed all along: reinvention is not a moment; it is a mindset. It is the willingness to step forward, again and again, into spaces that challenge us to grow, to influence, and to lead with purpose.
- Growing from a professional basketball player to a business strategist is a powerful transition. How did competitive sports influence your leadership, resilience, and decision-making style today?
My years as a professional basketball player shaped my leadership style long before I ever entered the world of business and technology. Competitive sports teach profound lessons in discipline, focus, teamwork, and mental toughness—lessons few other environments can replicate.
On the court, you learn quickly that success is never an individual achievement. You win through collaboration, trust, and the ability to anticipate how each person’s strengths contribute to a bigger goal. That mindset deeply influences how I lead teams today—whether I’m working with founders, executives, or cross-functional innovation teams. I always look for alignment, clarity of roles, and synergy, because I’ve seen how the right team dynamic can outperform even the most talented individuals.
Sports also taught me resilience in its purest form. You lose games. You make mistakes. You get injured. You get benched. And yet, you show up the next day ready to improve. That discipline—of showing up consistently, even when things are difficult—became one of my strongest assets in business.
- Was there a defining moment when you realized that advising startups and guiding technology-led growth was not just your profession, but your purpose?
Yes, there was a defining moment, and it happened after I moved to Atlanta. I was mentoring a small European startup that was struggling to understand the U.S. market. They had a brilliant product, a talented team, and strong ambition, but they were overwhelmed by the complexity of entering a new environment.
During one of our sessions, I helped them redefine their go-to-market strategy, sharpen their value proposition, and understand how to navigate partnerships in the Southeast. At the end of the meeting, the founder said something that stayed with me:
“You didn’t just give us advice. You changed the trajectory of our company.”
That sentence was my defining moment.
It made me realize that the knowledge and experience I had built across Europe and the U.S. had a much deeper purpose: to help founders accelerate their growth, avoid unnecessary mistakes, and make more confident decisions. For years, I had led large-scale transformation programs within major organizations, but working with founders felt different. It was personal, immediate, and deeply impactful.
The Startup Advisor’s Mindset
- Startups often face chaos, uncertainty, and pressure. What is your approach to creating clarity and structure when advising emerging founders?
Early-stage founders operate in an environment where everything feels urgent and nothing feels certain. My role is to bring structure to that chaos and help them see the bigger picture so they can make decisions from a place of clarity rather than pressure.
The first thing I do is listen deeply. Most founders don’t need more noise—they need someone who can understand their true challenge beneath the surface.
Once I understand their vision, constraints, and current state, I help them break the complexity into three essential pillars: strategy, focus, and execution.
- Strategymeans identifying what truly matters: the problem they solve, the customer they serve, and the goals they must achieve in the next 60–90 days.
- Focusmeans removing distractions, opportunities that don’t align, and tasks that don’t move the business forward.
- Executionmeans creating a simple, realistic roadmap with clear steps, resources, and success indicators.
Beyond structure, I bring calm and emotional clarity. My approach is always the same: simplify the complex, prioritize what matters, and give founders the confidence to move forward with purpose.
- You mentor companies across different industries—from tech to aerospace. How do you adapt your advisory style to each startup’s maturity, culture, and needs?
Advising companies across diverse industries and stages requires flexibility, curiosity, and an understanding that every startup has its own rhythm.
My approach always begins with diagnosis before guidance. I assess their maturity, team dynamics, decision-making style, and current pressures. A seed-stage startup with two founders needs a completely different type of support than a scaling aerospace company with established processes.
With early-stage startups, I take a more hands-on, clarifying approach—helping them define their value proposition, sharpen priorities, and build momentum quickly. With more mature companies, the focus shifts to strategy, operational excellence, partnerships, and long-term scalability.
I adapt my communication to each culture as well: some teams need direct, fast-moving guidance; others need context, structure, and deeper explanation.
Across all industries, I stay industry-aware but problem-focused. I ask:
What is blocking progress? What is unclear? Where is the team stuck?
From there, I tailor my role—sometimes strategist, sometimes coach, sometimes connector. What remains consistent is my commitment to tangible progress and empowering teams to think bigger while acting smarter.
- What is the most common mistake you see founders make in their early stages, and how do you help them course-correct?
The most common mistake early-stage founders make is trying to do everything at once—building the product, exploring multiple customer segments, chasing partnerships, fundraising, and expanding the roadmap too early.
In the rush to grow, they lose clarity on what truly drives traction.
My approach is to help them remove the noise and return to the fundamentals:
What problem are you solving? For whom? What evidence supports your assumptions? What is the next milestone that actually matters?
Once clarity and focus are restored, decisions become sharper, progress accelerates, and the strategy naturally becomes more aligned and impactful.
Business Strategy, Innovation & Digital Transformation
- You’re recognized for aligning technology with business outcomes. How do you evaluate whether a tech solution truly creates value—rather than becoming “innovation for the sake of innovation”?
I believe technology only creates value when it solves a real problem, improves a core process, or strengthens the company’s ability to grow. So I always start by removing the excitement around the technology itself and asking:
What business outcome does this enable?
If that answer is unclear, the solution is not adding value.
I evaluate tech using a simple framework:
- Does it reduce cost or risk?
- Does it increase efficiency or revenue?
- Does it improve the customer experience?
- Can the team realistically implement and maintain it?
- Does it integrate smoothly into existing workflows?
If a solution can’t demonstrate measurable impact in at least one of these areas, it becomes “innovation for the sake of innovation.”
I also look closely at adoption—technology is only valuable if people actually use it. When tech decisions align with business goals, operational realities, and human behavior, innovation becomes meaningful rather than superficial.
- When guiding companies through digital transformation, what frameworks or principles do you rely on to ensure adoption, scalability, and long-term sustainability?
When guiding companies through digital transformation, I rely on a few core principles to ensure the change is not only implemented but sustained.
Clarity of purpose: Every transformation must start with a business outcome—not a technology trend. If the “why” is strong, adoption becomes easier.
People first: Technology fails when companies underestimate culture, skills, or change readiness. I always map the human impact early—who is affected, what behaviors need to change, and what support teams require.
Start small and scale: Instead of large, risky transformations, I help companies design small pilots that validate value quickly. Once a model works, we scale it across teams, processes, or regions.
Data-driven decision-making: Clear KPIs, measurable value, and continuous feedback loops are essential. If we can’t measure the impact, we can’t sustain it.
- If you had to choose one emerging technology that will reshape business models in 2025 and beyond, which would it be—and why?
If I had to choose one emerging technology that will reshape business models in 2025 and beyond, it would be agentic AI—AI systems that don’t just analyze information but take action, coordinate tasks, and operate autonomously across workflows.
Unlike traditional AI, which requires humans to interpret insights and make decisions, agentic AI will fundamentally redesign how organizations function. It will handle complex operational sequences, manage exceptions, optimize processes in real time, and interact across systems with minimal human supervision.
Agentic AI will transform business models in three major ways:
- Massive operational efficiency— by reducing manual decision-making and accelerating execution.
- New service models— hyper-personalized, predictive, and always-on by design.
- Organizational redesign— shifting companies toward leaner, data-driven, ecosystem-based operations.
Agentic AI is not about replacing people but elevating them. It frees teams to focus on strategy, creativity, and high-value work while AI handles repetitive, complex, and time-sensitive tasks. I believe it will be the most transformative layer of digital business in the next decade.
As a leader in Data and AI strategy, how do you balance advanced automation with the need to keep technology human-centered and ethical?
Balancing advanced automation with human-centered, ethical technology begins with one principle: just because we can automate something doesn’t mean we should. Every AI or automation decision must start with understanding the human impact—on employees, customers, and society. I always ask: Who benefits? Who is at risk? What behaviors will change? What unintended consequences could emerge?
I use a value-based approach grounded in transparency, fairness, and accountability. Automation should enhance human capability, not diminish it. This means keeping humans in the loop for decisions that affect safety, trust, or well-being, and designing systems that are explainable rather than opaque.
I also work closely with leadership teams to build ethical guidelines, data governance practices, and clear escalation paths for when AI-driven decisions require human judgment. This helps organizations adopt automation responsibly while still innovating at speed.
Ultimately, the goal is not to create machines that replace people, but systems that elevate people. When automation is aligned with human values, enhances decision-making, and strengthens trust, it becomes a powerful driver of long-term, ethical innovation.
- What misconceptions do business leaders still have about AI that you believe must be corrected immediately?
One of the biggest misconceptions business leaders still have about AI is the belief that it is a plug-and-play solution. Many assume AI will automatically deliver intelligence, automation, or cost savings without the foundational work: clean data, clear objectives, and strong change management. In reality, AI is only as powerful as the strategy and infrastructure behind it.
Another misconception is that AI replaces people. The truth is the opposite: AI amplifies human capability. Companies that treat AI as a workforce replacement tool almost always struggle with adoption, morale, and long-term value. The real advantage comes when AI handles complexity and repetition so humans can focus on creativity, judgment, and innovation.
A third misconception is that AI decisions are always objective. AI reflects the quality and diversity of the data it learns from. Without proper governance, monitoring, and guardrails, AI can reinforce biases or create outcomes that contradict business values.
Leaders must understand that AI is not magic—it is a disciplined and strategic capability. When leaders view AI as a long-term investment, not a quick fix, they unlock its real potential for transformation.
- In your view, what will separate the companies that win with AI from those that fall behind over the next five years?
The companies that win with AI in the next five years will be the ones that treat it as a strategic capability, not just a technology experiment. Winning organizations will have three key advantages.
First, they will build strong data foundations. AI is only as good as the data behind it. Companies that invest in clean, connected, continuously updated data will move faster and make better decisions than those operating on outdated or fragmented information.
Second, they will focus on real business outcomes—not flashy use cases. Successful companies will choose AI projects that reduce friction, increase revenue, or improve customer experience, and they will scale what works. Others will get stuck in pilots that never translate into value.
Third, they will cultivate an AI-ready culture. This means training teams, encouraging experimentation, and empowering people to work alongside AI rather than fear it. Companies that ignore the human side of transformation will face resistance, slow adoption, and wasted investment.
Ultimately, the winners will be the companies that combine strategy, data discipline, and a people-centered approach. AI alone won’t create competitive advantage—but organizations that integrate it into their culture, operations, and decision-making will redefine their industries.
Aviation & Aerospace – A Passion Turned Strategic Insight
- Your passion for aviation adds a rare and fascinating dimension to your expertise. How has this industry influenced your perspective on innovation, safety, and long-term planning?
Aviation has shaped my view of innovation more than any other industry. It operates at the intersection of complexity, safety, precision, and global coordination—conditions that demand both high performance and zero tolerance for failure. Working in this environment taught me that true innovation is not about speed, but about smart and responsible progress that strengthens safety, reliability, and long-term resilience.
From aviation, I learned the importance of systems thinking. Every decision affects multiple teams, processes, and dependencies. This shaped my ability to see the “whole system” in any organization and design solutions that work not just in theory but in real operational conditions.
My involvement in the aviation community also deepened my commitment to inclusive leadership within the industry. During 2024–2025, I had the privilege of serving on the board of Women in Aviation International – Atlanta Chapter, a role that gave me firsthand insight into the unique challenges and opportunities facing women across aviation and aerospace. This experience strengthened my belief that innovation and safety cannot reach their full potential unless the ecosystem reflects the diversity of the world it serves.
The industry also reinforced my belief in rigorous safety and governance. Aviation innovates constantly, yet always with structured risk assessment, clear protocols, and strong accountability. This mindset guides how I approach AI and digital transformation: innovation must enhance trust and must never compromise it.
Finally, aviation is a long-term industry. Fleets, infrastructure, and technologies evolve over decades. Being part of this world taught me to balance fast innovation with strategic patience—where each step builds toward a larger, scalable vision. It’s an approach I now bring to every founder and organization I work with.
- What future trends do you foresee in aviation and aerospace when it comes to automation, sustainability, and the integration of AI?
I see three major trends reshaping aviation and aerospace in the coming years: automation, sustainability, and the deep integration of AI into every layer of operations.
First, automation will move from assistance to autonomy. We will see agentic AI systems coordinating ground operations, gate assignments, maintenance scheduling, and even parts of flight planning. Turnarounds—currently highly manual and time-critical—will become self-optimizing workflows powered by computer vision, predictive intelligence, and autonomous task coordination. This will significantly reduce delays, improve efficiency, and enhance safety.
Second, sustainability will shift from reporting to real operational impact. Airlines and airports will adopt digital twins, AI-powered fuel optimization, and predictive maintenance to reduce emissions and extend aircraft lifespan. Sustainability will no longer be only an ESG requirement but a competitive differentiator, influencing route planning, aircraft utilization, and supply-chain decisions. The next major leap will involve integrating sustainable aviation fuels (SAF), electrification where possible, and intelligent energy management across airport ecosystems.
Third, AI will become the decision engine of aviation. We will move from descriptive analytics to real-time, AI-driven decision-making. AI will support crew management, weather disruption response, passenger flow predictions, safety assessments, and irregular operations recovery. In aerospace, AI will accelerate design cycles, simulate thousands of scenarios in minutes, and improve both manufacturing precision and quality control.
Together, these innovations will make aviation more predictive, more autonomous, and more sustainable. The industry is entering a decade where AI is not an add-on, but a core operating capability—one that elevates safety, efficiency, and environmental responsibility across the entire ecosystem.
Relationship Building & Strategic Partnerships
- You’re known for building trust with decision-makers at every level. What do you believe is the foundation of a truly impactful professional relationship?
For me, the foundation of any impactful professional relationship is trust built through consistency, clarity, and genuine intent. Decision-makers can sense very quickly whether someone is there to sell something or to help them solve a real problem.
I always start by listening—deeply understanding their challenges, pressures, and goals. When people feel seen and understood, trust begins.
I also believe in absolute transparency. I’m honest about what will work, what won’t, and what needs to change, even when the message is uncomfortable. Leaders value advisors who bring clarity, not comfort.
Another essential element is reliability. When I commit to something, I deliver. When I say I will open a door, provide an insight, or help them think through a critical decision, they know it will happen. Over time, that consistency becomes a reputation.
Finally, I approach every relationship with integrity and a long-term mindset. I’m not focused on the next transaction—I’m focused on helping leaders and organizations grow in ways that align with their values and vision. When people know you are invested in their success, not just your own, that’s when the relationship becomes truly impactful.
- In your experience, how do the best partnerships form—organically, strategically, or through vision alignment?
In my experience, the best partnerships form at the intersection of all three: organic connection, strategic value, and aligned vision.
They often begin organically—through a conversation where both sides recognize shared energy, curiosity, or complementary strengths.
But a partnership only becomes powerful when there is strategic fit: each side brings something the other needs in order to grow.
The most successful collaborations are grounded in vision alignment. When both sides believe in the same direction, impact, or future possibility, trust deepens and execution becomes easier.
Vision alignment creates momentum; strategy shapes the structure; the organic connection keeps the relationship human.
When these three elements come together, partnerships stop being transactional and become transformative.
- What’s the most valuable lesson you’ve learned about navigating diverse teams, stakeholders, and cross-cultural business environments?
The most valuable lesson I’ve learned is that people everywhere want the same three things: to be heard, to be respected, and to be understood.
Diversity—whether cultural, functional, or generational—only becomes a strength when leaders create space for different perspectives to be expressed openly and without judgment.
In cross-cultural environments, I’ve learned to avoid assumptions and lead with curiosity. Asking the right questions, listening without interrupting, and understanding context before giving direction makes collaboration far more effective.
Every culture communicates differently, makes decisions differently, and manages conflict differently. Recognizing this is essential to building trust.
I also learned that clarity is universal. When roles, expectations, and goals are explicit, teams align faster regardless of background.
And finally, I’ve seen that empathy is a strategic advantage. When you take time to understand what motivates people, what they care about, and how they work best, you can bring diverse stakeholders together with far less friction and far more impact.
Women in Tech, Leadership & Breaking Barriers
- As one of the influential women shaping the future of technology and business strategy, what barriers did you face—and how did you rise above them?
One of the biggest barriers I faced was being underestimated—both as a woman and as someone navigating multiple countries, industries, and career transitions. Early in my career, I often had to work twice as hard to prove my capability in rooms where leadership was predominantly male and where decisions were driven by hierarchy rather than merit. Instead of becoming discouraged, I used these moments to sharpen my expertise, strengthen my voice, and build a reputation based on results.
Another barrier was stepping into industries like aviation and AI, where women are still significantly underrepresented. Instead of trying to fit in, I embraced what made me different: my global background, my human-centered approach to technology, and my ability to connect strategy with real operational needs. These became my advantages.
Moving across cultures also presented challenges. I had to learn how to navigate different communication styles, expectations, and norms. But each transition made me more adaptable, empathetic, and effective at leading diverse teams.
- What message do you hope to send to young women entering male-dominated tech and aviation sectors?
The message I want young women to hear is simple: you belong there.
Tech and aviation may still be male-dominated, but that has nothing to do with your ability to lead, innovate, or excel. Do not let the lack of representation make you doubt your place or your potential.
Your voice, your perspective, and your way of thinking are your strengths—not exceptions. Bring them to the table boldly. Ask questions, take space, and never shrink yourself to make others comfortable.
If you don’t see a seat for yourself, create one.
If you don’t see a role model who looks like you, become one.
Also understand that you don’t have to do it alone. Surround yourself with people who lift you, challenge you, and advocate for you. And when you advance, hold the door open for the next generation.
The future of these industries will be shaped by those who step forward with curiosity, resilience, and conviction—and young women absolutely have that power.
- How can organizations meaningfully support and retain women in strategic, technical, and advisory roles?
Organizations can support and retain women in strategic, technical, and advisory roles by moving beyond symbolic initiatives and building systems that genuinely enable growth and recognition.
The first step is creating an environment where women are heard and trusted. This means giving them real decision-making authority, inviting them into high-impact conversations early, and ensuring their expertise is recognized—not overlooked.
Second, companies must remove structural barriers that slow women’s advancement. This includes transparent promotion criteria, equal access to stretch assignments, and sponsorship from senior leaders who actively advocate for their visibility and opportunities. Mentorship is helpful, but sponsorship is transformative.
Third, organizations must invest in continuous development—leadership training, technical upskilling, and opportunities to work on innovative projects. When women see a clear path to growth, they stay and thrive.
Finally, companies must foster a culture where balance, flexibility, and psychological safety are normalized. Women shouldn’t have to choose between career and life, nor should they feel pressure to outperform to be considered equal. When organizations create environments rooted in respect, fairness, and clarity, women don’t just stay—they lead, innovate, and elevate the entire organization.
