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FIAA: Pranvera, you joined the organization almost at the same time when you started the operations of Pedersen & Partners in Albania. What motivated you to join FIAA already at the early stages of doing business in Albania?

Mrs. Papamihali: Pedersen & Partners was founded in 2001 by Poul Pedersen with the vision of delivering world-class Executive Search services in emerging markets across Central and Eastern Europe—countries that were just stepping out of the communist era. Our mission was to support multinational companies entering markets such as the Czech Republic, Hungary, Poland, Romania, Slovakia, Bulgaria, Croatia, Serbia and many more, by helping them fill the gap in local C-level leadership talent as a fully integrated search firm, capable of conducting cross-border assignments and offering truly international reach.

Albania became part of this exciting journey in 2007, as the 16th office we opened. At that time, the country was just beginning to emerge from one of the most restrictive communist regimes in the region. It was still an unexplored and highly challenging market—but also one full of potential for international companies looking to establish their presence.

Operating in such an environment, especially with far less developed communication tools and technology than today, made it clear that there was a strong need to connect with the international business community. That’s exactly why we saw FIAA as a vital platform from the very beginning of our entry in Albania. The organization, offered businesses an excellent way to come together—initially in a more informal, yet highly valuable manner. While at the same time, it provided an opportunity to understand the local business landscape better, learn from others’ experiences, and explore how we could collectively contribute to a more dynamic and thriving economy.

What has changed ever since in the business environment in Albania? How has FIAA evolved in your view and how can it further shape the development of this environment?

Over the past two decades, the business environment in Albania has evolved significantly, reflecting the country’s broader efforts toward modernization, economic integration, and alignment with European standards. In parallel, FIAA has evolved significantly—broadening its membership base, diversifying across a range of industries, and representing companies from an increasingly wide array of countries.

It has been a two-way learning journey. FIAA has benefited from the wisdom, strong corporate culture, and Western mentality of its member organizations, which helped the association grow into a more structured and impactful institution. At the same time, we as members found in FIAA a reliable interlocutor—a constructive partner in engaging with government authorities and the diplomatic corps, all with the shared goal of creating not just successful businesses, but a level playing field for all investors operating in Albania. For many of us, joining FIAA was a natural decision—it aligned seamlessly with our core values of collaboration, shared knowledge, and long-term growth.

Today, FIAA offers a wide spectrum of services to its members, including consultancy and information services, market research, networking opportunities, lobbying, advocacy, policy development, coordination, and publications. In my view, FIAA’s role is more relevant than ever. It can further shape Albania’s business climate by continuing to be a trusted platform for collective engagement, proactive policy dialogue, and the voice of international investors.

Your business operates in a very important field, especially nowadays when the search for talents has established a very competitive human resources market. What are the challenges that companies in Albania experience in this regard? And more specifically, how difficult is the search for executives from Albania and/or for foreign executives to be employed in Albania?

Indeed, the search for leadership talent has become increasingly competitive—not just in Albania, but globally. However, in the Albanian context, this challenge is more nuanced due to several structural and demographic factors.

One of the main hurdles companies face is the limited pool of experienced, senior-level executives with exposure to international standards, digital transformation, and change management. This is further compounded by the ongoing emigration of skilled professionals, which reduces the available talent base and intensifies the competition for high-potential individuals.

Another recurring issue is attracting and retaining qualified talent, especially in industries undergoing rapid transformation such as banking, energy, and technology. The expectations of younger professionals are evolving—they seek purpose-driven organizations, flexible working models, and fast-track development opportunities. Companies must now invest more in their employer branding, culture, and leadership development programs to stay competitive in the talent market.

When it comes to hiring Albanian executives, the key lies in identifying individuals who not only bring strong technical expertise, but also demonstrate the strategic mindset, adaptability, and leadership agility needed to thrive in dynamic business environments. The encouraging news is that the Albanian diaspora continues to be a rich source of high-calibre professionals. Many of them are increasingly open to returning home—as long as the opportunity is meaningful and offers a clear, long-term career trajectory. That said, more work remains to be done to make Albania an attractive destination not only professionally, but also personally. Improvements in the country’s education and healthcare systems are essential, particularly for those who have emigrated in search of better living conditions. These factors play a crucial role in shaping the decision of whether to return—and stay.

On the other hand, over the past decade, the opportunity to attract senior executives from abroad to work in Albania has improved significantly, reflecting broader developments in the country’s economic, social, and business landscape. First and foremost, Albania’s business environment has become more structured and internationally aligned making the country more attractive to foreign professionals who seek impactful leadership roles in developing markets in two directions – working for international and Albanian owned companies that are growing in scale and complexity, thus offering more strategic and rewarding leadership opportunities that go beyond operational management, and often involve transformation, innovation, and regional responsibilities. Especially for locally owned companies, we have seen success when there is a clear mission, strong company vision, and openness to integrating international leadership into the local culture.

Finally, Albania’s EU integration path and increased visibility on the international stage have contributed to a more favourable perception among global executives. We’ve also seen positive developments in infrastructure, lifestyle, and safety, which are important factors when attracting senior talent from abroad.

At Pedersen & Partners, we help bridge these gaps by leveraging our global network, cross-border search capabilities, and deep local insight. We support companies not only in identifying top talent but also in assessing cultural fit, onboarding, and aligning leadership capabilities with business strategy. It’s not just about filling a role—it’s about creating long-term impact through the right leadership.

What does it take to be a successful executive? And what does it take to be successful in an interview for an executive job position?

Over the years, working closely with senior leaders across industries and countries, I’ve come to believe that being a successful executive goes far beyond having a strong CV or technical knowledge.

It’s about having the courage to lead with purpose, the clarity to see the big picture, and the humility to listen and adapt. The best executives I’ve met are those who can make tough decisions while staying human, who lead by example, and who genuinely care about their people. We speak about coaching and mentoring type of leadership rather than managing and “commanding”

In today’s world, where uncertainty and transformation are part of the daily reality, I believe the true strength of an executive lies in resilience, emotional intelligence, and the ability to inspire others through change. It’s also about staying curious—never thinking you’ve learned it all—and being open to feedback, no matter how experienced you are.

As for succeeding in an interview at this level—it’s not about impressing with titles or polished phrases. It’s about showing authenticity, self-awareness, and real stories of how you’ve made an impact. Interviewers want to understand how you think, what you value, how you lead in challenging times, and what kind of legacy you aim to leave behind. At the end of the day, executive leadership is a journey, not a destination.

You are an example of a strong woman, able to be successful in her profession while maintaining a flourishing private life. What would be some tips that you would share with your younger self about the life challenges to a woman in business and diplomacy?

Looking back on my journey, if I were to offer advice to my younger self, it would be about embracing balance and being kind to myself. At a certain level, as a woman, there’s often an unspoken pressure to excel in all areas—professional achievements, family, and personal life. It’s easy to fall into the trap of thinking you must be perfect in every way.

One of the first lessons I would share is to ask for help and embrace teamwork. You don’t have to carry the weight of everything on your own. As women, sometimes we think we have to prove ourselves by doing it all, but it’s okay to lean on others. It is important to surround yourself with people who can help, support, and understand your journey—whether that’s family, friends, or colleagues.

Another piece of advice would be to trust your own instincts. So often, I felt like I needed to fit into a specific model of what a woman in business or diplomacy should be. But looking back, I realize that the moments when I’ve felt most fulfilled and at my best were when I embraced my own way of leading—with empathy, openness, and authenticity. Trusting yourself and being true to who you are is what sets you apart.

Lastly, I would remind myself to celebrate the small victories, both personal and professional. We’re so quick to move on to the next challenge, but taking the time to appreciate how far you’ve come, even in the smallest ways, can bring so much peace. Balancing work and life is a journey, and it’s okay if things don’t always go according to plan.

So, my advice to my younger self would be: be patient with yourself, trust your unique path, and don’t forget to enjoy the ride. It’s not about perfection; it’s about progress, balance, and taking time to appreciate the beautiful moments along the way.

FIAA: Griselda, it is over a year now since you joined Schneider Electric for Albania, North Macedonia and Kosovo as the Country Director, could you tell us more about this experience of yours in these markets especially in Albania?

Mrs. Koçi: Our markets are relatively small in comparison to more mature economies, but exactly because of this they have a very big growth potential. In all of the three countries our business has been steadily growing in result and we see all the good prerequisites for this to continue. Albania is considered the high runner of the region, showing ambition and huge proactivity in different fields. Still, operating in an international environment shows us that we have to learn and to adopt a new mindset if we want to continue with the growth. With every step we undertake, the requirements put on us grow and in order to keep the pace we will need to stay flexible and agile. This applies both for individual professionals and for local industries.

While in a process of rapid growth in the energy sector worldwide, Schneider looks to respond effectively to the growing demand for its services and solutions. How important is for Schneider the embracement of new technologies in responding to this demand?

New technologies are the only possible enabler of this growth and change. Our company is very dynamic both in its internal transformation and in the offer development. New tools are introduced and adopted constantly in the way we work, and the launches of new products are part of our daily activities. There is a saying that you cannot manage what you don’t measure, so this is what we do in our operations, and what we offer to the market as well.  At the heart of our systems – either in building management or power monitoring, or our industrial applications – is data gathering and visualization. Once you know what’s going on you can be in control – of your consumption, your process, and your efficiency. And technologies really help us be in control and achieve efficiency.

It is evident that Schneider is working towards transforming countries, changing industries, and ultimately improving lives. There must be some challenges related to this. Which are the main challenges that you are facing nowadays while working in this industry?

I will continue here my answer from the previous question: the main challenge is to properly harness all technologies to serve man. This hi-tech environment we live in can be very demanding and this is why a lot people still resist and believe that their old ways of working are better for them. Bridging between today and a more tech-intensive tomorrow is part of the industry’s leader duties. That’s why we aim to be more extrovert in all countries where we have successful operations. By showcasing how new technologies contribute to success and prosperity we can support future growth and help businesses be more confident in order to stay competitive in an international environment.

In addition to the Albania market, you are responsible also for the Kosovo and North Macedonia markets. How differ these markets from one another when it comes to new business opportunities and further plans for more investments in the Energy Industry?

The energy markets in Albania, Kosovo and North Macedonia each offer unique opportunities for growth and investment. Albania is rapidly expanding into solar and wind energy, creating exciting prospects for new developments. Kosovo, which has traditionally relied on coal, is undergoing a significant transformation, focusing on renewable energy and modernizing its infrastructure. Meanwhile, North Macedonia is making great strides in its energy transition, positioning itself as a key player in regional energy integration and green investments. With supportive regulatory frameworks and increasing demand for sustainable solutions, all three markets present a dynamic landscape for future energy investments.

You are a long-standing FIAA member, with over ten years of presence in our business network. What has been your experience with the association so far and how would you like it to develop in the next few years?

The platforms for business exchange like FIAA are of special significance not only for the business itself but for our society as a whole. They connect us and help us develop better practice in different areas, they address media and gain public presence, so that business can put a positive mark on the everyday culture and of course they build networks that can support us in our daily agendas.