{"id":34686,"date":"2026-11-03T12:42:22","date_gmt":"2026-11-03T09:42:22","guid":{"rendered":"https:\/\/governance.lt\/naujienos\/julija-abromaviciene-neuztenka-ateiti-i-atranka-ir-perpasakoti-savo-cv\/"},"modified":"2026-11-03T12:53:26","modified_gmt":"2026-11-03T09:53:26","slug":"julija-abromaviciene-neuztenka-ateiti-i-atranka-ir-perpasakoti-savo-cv","status":"publish","type":"post","link":"https:\/\/governance.lt\/en\/naujienos\/julija-abromaviciene-neuztenka-ateiti-i-atranka-ir-perpasakoti-savo-cv\/","title":{"rendered":"BOARD CODE. Julija Abromavi\u010dien\u0117: \u201cIt\u2019s Not Enough to Simply Show Up for an Interview and Recite Your CV\u201d"},"content":{"rendered":"

We are launching a new interview series, \u201cThe Board Code\u201d, featuring independent board members of state-owned enterprises (SOEs). Five questions \u2013 five opportunities to gain a closer insight into their professional journeys, the behind-the-scenes realities of board work, the challenges they face, and the experiences worth sharing.<\/strong><\/p>\n

The first guest in \u201cThe Board Code\u201d series is Julija Abromavi\u010dien\u0117<\/strong>, an independent board member and chair, change strategist, and public infrastructure expert. With more than 20 years of experience in the private sector, she explains what motivated her to join SOE boards, shares her experiences of board member selection processes, discusses her approach to independence in decision-making, and reveals why even experienced executives should not be afraid of hearing \u201cno\u201d when applying for SOE board positions.<\/p>\n

You have spent most of your professional career in the private sector. What motivated you to apply your experience first on the boards of municipally owned enterprises (MOEs) and later on SOE boards?<\/strong><\/p>\n

I joined my first board not because I had planned a career as a board member. At that point, I already had considerable management experience in the private sector, working in business management and on complex infrastructure and real estate projects, where I had to manage numerous stakeholders without losing sight of either the organisation or the project itself. There came a point when I wanted to share what I had learned while also stepping outside my usual professional environment. I was curious to see first-hand how much corporate governance really differs between the public and private sectors.<\/p>\n

Boards of municipally owned enterprises were my first step. I quickly realised that many of the fundamental issues are essentially the same as in private business. The context is simply different \u2013 more stakeholders, the public interest, and a different decision-making environment.<\/p>\n

After a few years, joining SOE boards seemed like a natural next step. I wanted to apply my experience in larger organisations.<\/p>\n

You recently succeeded in two SOE board member selection processes. Were both companies looking for the same competencies, or did you have to demonstrate entirely different aspects of your professional experience for each?<\/strong><\/p>\n

No, the organisations are fundamentally different, so they were looking for different competencies.<\/p>\n

My CV was the same in both cases, but in one selection process I was assessed on my strategy and business development expertise, while in the other the focus was on managing large and complex projects. Neither area is new to me \u2013 I have worked in both for more than 20 years, across different organisations and sectors.<\/p>\n

In other words, it is not enough to simply show up for an interview and recite your CV or list your educational qualifications. You need to understand the company very well: the sector in which it operates, its current position, the strategic challenges it faces, and what exactly you can bring to its board as an expert in a particular field. That is why I prepared separately and thoroughly for each interview. The same person, the same CV, but an entirely different context and a completely different discussion.<\/p>\n

I think one of the most common mistakes is applying for \u201ca board member position\u201d when, in reality, you are applying to join the board of a specific company at a particular stage of its development.<\/p>\n

Which questions from the selection committee best demonstrated that they were assessing not just the strength of your CV, but your suitability for the board of a particular SOE?<\/strong><\/p>\n

The best questions were those that a CV cannot answer. I also enjoy asking these kinds of questions when I am involved in selecting candidates.<\/p>\n

When you are presented with a specific situation and asked what you would do, it quickly becomes clear how much practical experience actually lies behind your CV. For example, in one selection process, there were many questions about management itself, management tools and their application, as well as the company’s strategic directions and potential. We also examined specific scenarios.<\/p>\n

In the context of another company, we discussed projects and project portfolios in great depth, including the philosophy and maturity of the Project Management Office (PMO) and the stages of its implementation within an organisation. At that point, theoretical knowledge alone is no longer enough \u2013 practical experience and know-how become essential.<\/p>\n

I also appreciated a question from the selection committee about what I, as a board member, would consider a success after one year and after four years. Your CV cannot help you answer that. You need to understand the company you are joining and what you genuinely want to achieve there.<\/p>\n

You have experience on both MOE and SOE boards. How independent is an independent board member in practice? Do you feel free to make decisions that you believe are in the company’s best interests?<\/strong><\/p>\n

A board member, whether in the public or private sector, does not represent the shareholder or shareholders, nor the CEO. Their duty is to act in the best interests of the company. Shareholders have their expectations, and it is natural for them to communicate those expectations. The CEO may see a situation differently, while other board members may hold yet another view.<\/p>\n

Do I feel free to make decisions? Yes. To me, independence does not mean that you must necessarily agree or disagree with someone. What matters is the information available, how comprehensive it is, and the process through which a decision is reached. Every board member must form their own position and take responsibility for their decisions.<\/p>\n

There have certainly been situations where my opinion differed from those of my colleagues. In such cases, we talk, debate, and exchange arguments until we reach a common understanding. To me, that is a normal part of board work. It would be far stranger if five people sitting around a table always agreed on complex issues and had nothing to discuss.<\/p>\n

What would you say to a highly qualified private-sector professional who has never considered joining an MOE or SOE board because they believe it is a closed circle reserved for insiders?<\/strong><\/p>\n

I think we sometimes create our own reasons not to participate. One of them is the belief that \u201cit’s all about connections\u201d, that the outcome has already been decided and that candidates are selected from a circle of acquaintances. It is a very convenient position to take \u2013 why bother trying if you are going to fail anyway?<\/p>\n

When you apply, you also have to accept the possibility of hearing \u201cno\u201d, of not being selected. And that is not particularly pleasant, especially for C-level executives who are more accustomed to being headhunted than having to pursue opportunities themselves.<\/p>\n

But not being selected does not mean you are a poor manager or a less capable professional. I have also been unsuccessful in selection processes. Sometimes an organisation simply needs different competencies or experience at that particular moment, or it has a different vision for its future direction.<\/p>\n

When I started working more extensively with MOEs and SOEs, I received quite a few questions from my private-sector colleagues: Why do you need this? Why would you want to get involved? I think people are often too quick to underestimate something they have never experienced or tried themselves.<\/p>\n

And this is where I see a certain paradox. We constantly talk about the lack of competencies in the public sector. But if experts choose not to apply because they have already decided that \u201cit’s all about connections\u201d, where are those competencies supposed to come from?<\/p>\n

For me, the answer is quite simple \u2013 you have to step forward and give it a try. Who else, if not us? And when, if not now?<\/p>\n","protected":false},"excerpt":{"rendered":"

We are launching a new interview series, \u201cThe Board Code\u201d, featuring independent board members of state-owned enterprises (SOEs). Five questions \u2013 five opportunities to gain a closer insight into their professional journeys, the behind-the-scenes realities of board work, the challenges they face, and the experiences worth sharing. The first guest in \u201cThe Board Code\u201d series […]<\/p>\n","protected":false},"author":14,"featured_media":34684,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[26],"tags":[],"class_list":["post-34686","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"yoast_head":"\nBOARD CODE. 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