Interview with Vera Modenova -COO of Flowwow

1. Can you share a defining moment from your early career that shaped your leadership style today?

Early in my career, I experienced a pivotal moment that significantly shaped my leadership style: my struggle with delegation. I learned that delegation is not merely offloading tasks — it is a powerful tool for team development and strategic growth. 

Like many women leaders, I found it challenging to let go, shaped by the idea that delegating might come across as too assertive or leave me feeling guilty. My turning point came when I delegated nearly all my responsibilities, hoping for a seamless transition. Instead, I faced a big backlog within just a week.

That experience taught me a valuable lesson: effective delegation isn’t just about passing things on — it’s about setting clear responsibilities and aligning them with realistic resources. Done right, it empowers the team and gives leaders the space to focus on strategy and big-picture decisions.

2. What strategies have you implemented at Flowwow to drive team growth and ensure 100% customer satisfaction?
   

In my role at Flowwow, I’ve discovered that fostering talent from within is essential for both team growth and customer satisfaction. During the first year of an employee’s journey, I focus on close collaboration and mentorship, recognizing that this foundation is crucial for their development. However, as individuals grow and gain confidence, it’s vital to grant them the autonomy to take charge of their roles. Under my guidance, we’ve successfully built two foundational operational teams: support and partner acquisition.

Engaging with teams beyond my immediate responsibility has also proven invaluable. For instance, the synergy between our support and product teams has led to a noticeable improvement in service delivery. We’ve enhanced CRM efficiency, refined customer feedback mechanisms, reduced support inquiries, and fostered stronger customer loyalty. I also mentor leaders within my teams to embrace a collaborative spirit, creating an environment where every voice is valued, and everyone contributes to our shared goals.

3. How do you anticipate the role of women in leadership will evolve over the next few years, particularly in the UAE?

I envision the role of women in leadership within the UAE becoming increasingly influential in the years ahead. The nation is committed to progressive policies and is open to incorporating global best practices, providing a fertile ground for this evolution. I believe that gender should not dictate professional success; rather, an individual’s experience and thought processes should be the primary factors guiding their opportunities.

4. Can you provide an example of a challenge you’ve faced as a woman leader and how you overcame it?

The work-life balance isn’t a unique challenge, but it’s often more acutely felt by women, given the societal expectations. A report from the American Psychological Association (APA) indicates that women frequently experience higher stress levels than men, particularly when juggling work and family responsibilities. Additionally, approximately 65% of women indicate that work is a significant source of stress.

As a mother to a toddler, I have encountered this challenge directly. In the early months, I managed to balance my roles, but as my child grew, their needs intensified, demanding more of my time and attention. I realised that tackling it all alone was unsustainable, so I sought support by hiring a nanny and enrolling my child in nursery care full-time. This arrangement has turned out to be a win-win: I can dedicate myself to my work while my daughter enjoys valuable time with her peers. Furthermore, I’ve established boundaries around my time by reducing work during evenings and weekends to prioritize my family.

5. What specific skills do you believe are essential for women leaders to cultivate by 2025 in order to succeed?

I believe that cultivating a strong foundation of soft skills is essential, as these skills serve as the cornerstone upon which hard skills can be built. This is particularly crucial for leaders, as soft skills facilitate effective communication, team collaboration, and emotional intelligence. Furthermore, mastering these skills helps achieve a vital work-life balance, which is fundamental for sustaining productivity over the long term.

In addition, staying attuned to industry trends is critical. Leaders who do not embrace innovations, such as AI, risk falling behind. 

Additionally, I think women need to seriously sharpen their negotiation skills. Even in 2025, there’s still a tendency for some to underestimate women and not to see them less seriously.

Strong negotiation abilities can empower women to overcome these biases, making it easier to achieve success and gain the respect they deserve in the workplace.

6. How do you foster a culture of empowerment and innovation within your team?

At Flowwow, we actively encourage our team members to lead fulfilling lives beyond work. We offer a diverse range of benefits, such as sports activities, psychological support services, language courses, and professional development opportunities, complemented by flexible schedules. This approach is about more than just perks; it’s about cultivating an environment where our team feels valued and supported, allowing them to thrive both personally and professionally. We prioritize freedom and encourage a creative mindset, genuinely listening to our team’s insights, implementing their ideas, and respecting their perspectives.

7. As a COO, how do you balance operational efficiency with the need for creativity and growth?

I view the balance between operational efficiency and creativity as a unique opportunity rather than a challenge. It allows me to engage deeply with every facet of our company’s development. For instance, our support team works closely with the product team, creating a dynamic environment that fosters innovation. I have even encouraged our traditionally conservative legal team to collaborate with product managers and finance, ensuring we align legal requirements with customer satisfaction and business objectives. This collaboration often demands creative solutions.

I consistently introduce new business initiatives that leverage my team’s capabilities. For example, last December, I established a business development team that has quickly tested our own dark store concept. Currently, we are exploring wholesale, and a service for hiring florists.

While my approach may differ from traditional COO expectations, I believe it reflects a proactive mindset and a commitment to ownership. However, it’s crucial to acknowledge that experimentation thrives only when core operations run smoothly. This requires establishing robust processes, placing trust in department heads, and empowering team members with the freedom to make decisions

8. What future goals do you have for yourself and Flowwow?

This year, we have set an ambitious goal: to capture 25% of the UAE market, which currently stands at around 6-7%. Additionally, we are eager to expand our reach into other countries in the MENA region.

Achieving these goals will require us to push beyond our perceived limits. The key to our success? Keeping the team motivated, professional, and positive. It’s essential to stay attuned to shifts in company culture and lead by example, demonstrating our commitment by giving 150%.

This is particularly important when operating as a smaller team, where we maintain a startup mentality and agility.