This article was originally published in Business Magazine Albania.

With a career in supply chain and procurement, built across various industries, and currently focused on consulting, Irush Vrioni is now involved in major developments with international companies, mainly based in Europe but also beyond, with activities worldwide. Have you ever wondered who is responsible for transforming large companies, especially during times of restructuring, shifts in direction, or mergers? It is precisely in such situations, where proper management of strategic changes, human resources, and aligning company social policies is crucial, that Irush Vrioni steps in. Irush is the Managing Partner at Vrioni Consulting, offering advisory services to a diverse portfolio of international companies. We asked him about his professional journey and his recent engagements related to Albania, the country where he was born and educated. He is also a board member of WOB-AL and an important supporter of the organization.

How did your career begin?

The beginning was somewhat convoluted, a mix of basic needs and personal aspirations. It’s important to mention that we are talking about the years 1997 and 1998, a period when Albania was going through difficult times. After finishing school in Norway, entering the job market required significant effort. However, an informal conversation led to a formal one, and three months later, I moved from Norway to Belgium to work for a Norwegian company, a global leader in the production and sale of agricultural fertilizers. My focus on procurement naturally developed during the early years of my career.

What have been the most impactful challenges in your career, and how did you approach them?

There have been many challenges, especially in a period when knowledge of working in the Western market was quite shallow. I was fortunate (though it might not be the right word) to meet people who supported and guided me through the early challenges of my career, helping to ease the stigma that existed against Albanians at that time.

However, the biggest challenge was cultural – the transition from a culture that focused on individual success to one that relied on teamwork without losing personal identity. Adding to that, the fundamental changes in how feedback is given or received, how conflict and debate are handled, made the challenge even greater, and it required a lot of work to manage.

The approach to overcoming these challenges was partly by choice and partly by circumstance. Some decisions were made due to the specific circumstances of the moment, which naturally required choices. While not all of those decisions were the best, most of them worked out well.

Can you share a moment of challenge or achievement that marked your career journey or made you reflect?

There are several, over nearly 26 years of career outside Albania. The most significant reflection occurred 10-12 years ago when I focused on conflict management through mediation training. The nature of procurement work often involves divergence and conflict, and you quickly realize how much work and energy it takes (or wastes, depending on your perspective) to maintain a healthy balance that allows things to move forward. These reflections also have an introspective dimension, which, if carefully used, can help a lot in personal development. This introspection is very valuable in strengthening a personal brand. One of the key takeaways from this reflection has been the importance of seeking, understanding, accepting, and utilizing diverse thinking, actions, and attitudes. This has been particularly helpful in finding solutions, especially in complex situations with a multicultural dimension and intertwined interests.

Another challenge is intergenerational. I belong to a generation that was born and raised in Albania, but pursued a professional career outside the country. This generation had to manage three cultures: that of the family and origin, the family one has created abroad in a different social and cultural setting, and the culture of the country or company where they work. This has been a daily and constant challenge.

If you could go back in your career, what would you do differently?

I would have planned my career in more detail, and not just professionally. I would have liked to have had the opportunity to have mentors or coaches to talk to at certain moments, to listen to, and to build concrete things together. This is something I hope to pass on to my children, so they can use it for their own purposes.

What are your plans for the future, and what are they related to?

In the past six years, I have worked as an external consultant for seven different companies on deep transformative projects. These companies have their headquarters in Western and Eastern Europe, Japan, and the United States. I spent over two years working on the spin-off of a Belgian group, Solvay, into two separate companies. It was an opportunity that comes rarely, and the role I was entrusted with was very critical. The success of the entire project, including the part I led, was very meaningful for me personally. I plan to continue enriching this experience and share it, give and receive as much as possible. The advantage of being an independent consultant is the human wealth created through the networks developed during work. Every project has come from contacts made and the personal brand I have built over the years, and this is the most meaningful reward.

In management and leadership, who inspires you, and do you have a role model you refer to in your life when it comes to career or life?

From an inspirational perspective, Abraham Lincoln, for two very fundamental reasons: the abolition of slavery and his ability to build a cabinet with his rivals, which is almost unimaginable today, where rhetoric is often very binary. The other source of inspiration is the book: Animal Farm by George Orwell.

My profession has brought me to work with both men and women, directly reporting to them, and from this perspective, I have gained valuable insights into working with both sides and the complementary values they bring to each other.

Do you have any advice for young people who want to start a career or start an enterprise?

“Build your brand.”

Career choice is very personal, and the focus should be on what they truly want and are passionate about doing. Building a network to rely on is just as critical as career goals. In this network, it is important to have mentors and coaches to work with early in their professional development efforts.

You are a board member of Women on Boards Albania. What is your cause in this respect? What brought you to WOB-AL, and what do you aim to achieve?

For the past 100 years, our family history has shown that educating and empowering women or girls has been part of our family values. Even during difficult times after the Second World War, when income generation and working were vital needs, the family chose to educate the girls, which later led them to have professions and interesting career paths. This is the experience we inherited from our family, and I have made the same choice for my daughter as guidance, not just academically, but also in supporting my wife’s aspirations and goals.

Joining WOB-AL wasn’t a coincidence or an obligation. The circumstances led to the creation and support that was needed. Of course, it’s not easy, as it involves many aspects that require commitment and investment. But this is the symbolic reward that I believe I return to my family and the women who have supported me, both in my career and personally. My experience in large international companies has shown me that there is no magical formula for addressing diversity issues, but there are many good experiences we can learn from. WOB-AL’s board includes many women with significant experience who deal with this issue daily, ready to contribute valuable insights and promote the issues and values it brings.

What is your expertise in engaging with international companies or organizations during their most critical moments? What makes a transformation successful in an international company?

My focus has been on strategies related to procurement and supply chain. My main involvement over the last decade has been in leadership on transformative actions, structural changes, processes, systems, and people.