Neda Vacheva from Paysafe on cultural differences, trust, and remote leadership

Neda Vacheva is the Director of Consumer Delivery in Paysafe’s product team, with over 10 years of experience in program and project management in the fintech sector. She leads a global team of program managers responsible for the execution of key B2C products and initiatives. Her role sits at the intersection of the product, technical, and business teams, connecting the vision and strategy behind the products (“why”) with the actual execution (“how”). She is inspired by the opportunity to bring people with different perspectives together around a common goal and create synergy – not just because they “have to,” but because they find purpose in it.

What skills do you think are most important for successfully working in a global company with teams from all across the globe?

The most important thing is to communicate clearly, keeping in mind cultural differences and ensuring that everyone understands the same thing. It may sound simple, but it can be a real challenge in a global team.

I have often heard “yes, I understand,” and days later realized that the person was embarrassed to admit a lack of understanding and was hoping to just figure it out later  Agreement doesn’t always mean true understanding. I have learned to always seek confirmation and to create an atmosphere where everybody is comfortable to ask for further clarification. This is not because of  mistrust, but out of respect for the complexity of the environment in which we work.

For me, successful communication also means sensing cultural nuances. “That’s interesting,” said by a British colleague may actually mean “I completely disagree, but I don’t want to argue” While the 5-minute informal “How are you, what are you doing this weekend?” in Latin America is not just politeness, but an important part of the meeting.

In my opinion, the key skills are:

• Clear communication of goals and expectations – what we want to achieve, when, who is responsible, how we will measure success. This should be a shared understanding, not just a polished presentation slide.
• Cultural adaptability and flexibility – knowing when to create a personal connection and when to return to the structure of the conversation. An approach that works for one culture may be incomprehensible or even off-putting in another.
• Trust and delegation – building trust from a distance is difficult but crucial. Good leaders know when to get involved and when to give space.

How do you organize communication and working hours with colleagues in different countries? Are there any cultural or work-related specifics that you take into account?

We currently work mainly with teams from Europe, the US, and Latin America – three time zones, three different rhythms. I structure my time so that I have slots for each location, avoiding extreme hours and relying heavily on asynchronous coordination. We actively use AI, which automatically facilitates meetings outside working hours, and the next morning we receive summarised decisions and next steps. To a large extent, this gives us a sense of participation without actually having to be physically “in the room.”

There are cultural differences, and they are mainly felt in communication – in the US, they prefer short and structured meetings, while for Latin Americans, personal connection and the “first five minutes” of the conversation are important. The British are famously diplomatic, while Bulgarians, in contrast, are super direct. Diversity is both the challenge and the charm of working in a global environment.

Can you recall a situation where cultural differences led to a misunderstanding? How did you overcome it?

I wouldn’t say that cultural differences in themselves lead to misunderstandings. Rather, it’s a lack of clarity. When teams know why they are involved in a particular project, what problem they are solving and for whom, and responsibilities are clearly assigned, then location doesn’t matter.

Yes, there are cultural peculiarities, but they carry enormous potential for innovation, as long as we perceive them not as differences but as additions. Diversity brings energy and vitality.

What are the biggest advantages of working in a multicultural environment? How does it enrich you professionally and personally?

The biggest advantage is that you step out of your own ” bubble” and realize that there is no one truth – there are many ways to achieve good results.

Working in a global team has taught me to listen more, to ask questions instead of making assumptions, and not to take my own perspective as the measure of the world.

Professionally, I believe this makes me a better leader. Personally, it has made me a more curious person.

How do you maintain a sense of teamwork and belonging when working with people you rarely see in person?

Face-to-face meetings are difficult to replace, but you can build trust and a sense of closeness even from a distance. I personally believe in the power of small things– helping without being asked, sending a GIF at just the right moment when someone needs a break. It is also important that meetings are not always simply focused on metrics but that there is space for conversations on a more personal level, talking  about favorite places, experiences, hobbies. From virtual cafes to online toasts – there are many options, as long as there is a desire.

What best practices would you share with someone who is going to work in an international team for the first time?

Above all, listen more than you speak. Don’t make assumptions. Ask questions if you don’t understand the context – you’ll be surprised how often others don’t understand the same thing. Be punctual and respect other people’s time. Use video whenever possible. And most importantly, be yourself – people can sense when you’re being sincere, and that’s what builds trust.

The material and image are provided by Paysafe