Building a team without borders in a multinational organization

Neda Vacheva is Director 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 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 across the globe?

Clear communication is key - not just in what you say, but in how you adapt it to cultural contexts and make sure everyone walks away with the same understanding. It may sound straightforward, but in a global team, it’s anything but simple.

I’ve often heard "All clear, yes," only to find out later it really meant, “We’ll figure it out… eventually… probably after the holidays.” Agreement doesn’t equal true understanding. Over time, I’ve made it a habit to always seek confirmation that we’re truly aligned and to create an atmosphere where everybody is comfortable asking for further clarification. This isn’t about mistrust, it’s out of respect for the complexity of the environment we work in.

For me, “successful” communication also means being able to read cultural nuances. "That's interesting," said by a British colleague may actually mean "I completely disagree, but I don't want to debate right now ". And in Latin America, the 5-minute informal "How are you, how was your weekend?" is far more than polite small talk – it’s the warm-up that makes the rest of the meeting work.

That said, key skills in my opinion are:

• Clear communication of goals and expectations – being crystal clear what we want to achieve, by when, who is responsible, how we’ll measure success. This needs to be a shared understanding across the team, not just a well-designed slide in a presentation that everyone interprets differently.

• Cultural adaptability and flexibility – knowing when to build a personal connection and when to return to the structure of the conversation. An approach that works perfectly in one culture can be incomprehensible or even off-putting in another.

• Trust and delegation – building trust from a distance is challenging but essential. Good leaders know when to step in to support their teams and when to step back to give them space.

How do you organize communication and working hours with colleagues in different countries? Are there any cultural considerations that you take into account?

We currently work mainly with teams from Europe, the US, and Latin America – three time zones and three distinct work rhythms. I structure my schedule to include dedicated slots for each location, avoiding unsociable hours and relying heavily on asynchronous coordination. We make active use of AI, running meetings while we’re offline and sending us a morning digest of decisions and action points. It’s the next best thing to actually being in the room.

Cultural differences are most noticeable in how we communicate. In the US, meetings tend to be short and highly structured, while in Latin America, personal connection - often built in the “first five minutes” - is essential. The British are famously diplomatic, while Bulgarians, in contrast, are super direct. Diversity is both the challenge and the beauty 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 themselves cause misunderstandings. More often, it's the lack of clarity. When teams know why they are involved in a project, what problem they are solving, for whom, and responsibilities are clearly defined, location doesn't matter.

Cultural specifics certainly exist, but they hold enormous potential for innovation - provided we see them not as differences but as complementary strengths. Diversity, in that sense, is a source of energy and momentum.

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 accept there’s no single truth – there are many ways to achieve good results.

Working in a global team has taught me to listen more, ask instead of assuming, 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?

In-person meetings are hard to replace, but you can still build trust and a sense of closeness even from a distance. For me, it’s the small things that make the big difference – lending a hand before anyone asks, or dropping a light-hearted GIF just when the team needs a breather.

There’s another kind of important meeting – the ones where we set aside metrics and targets to share hobbies, favorite places, and the experiences that make us who we are. Whether it’s a quick virtual coffee or end-of-the-week online toast, there are plenty of ways to stay connected if we truly want to.

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. Ask questions instead of assuming you’ve understood – you'll be surprised how often others are quietly wondering the same thing. Be punctual and respect other people's time. Whenever possible, turn your camera on - seeing each other’s faces adds warmth and connection that no email ever could. And most importantly, be yourself – people can tell when you're genuine, and that authenticity is what builds trust.

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