Simona Lapusan: “Authentic Leadership Begins with Trust and Empathy” – The Story Behind Zitec’s Success

With a clear vision and the desire to do things differently, Simona Lăpușan co-founded Zitec in 2003, turning it into one of Romania’s most innovative technology companies. From autonomy and innovation to authentic leadership and performance, Simona shares the lessons she has learned over more than 20 years of experience. How does she manage to create an environment where people come first, balance personal relationships with business decisions, and promote a culture of continuous feedback?

C&B: In 2003, you co-founded Zitec with the goal of creating a space where things would be done differently and better. What inspired you to take this step, and how did you manage to turn this vision into a successful organization?

Simona Lapusan: We started Zitec with the need to create a different kind of work environment, one that focuses on autonomy, innovation, and performance. We wanted to build a place where we had the freedom to experiment and where the team felt valued. Success came from constant adaptability, curiosity to learn, and the desire to stay relevant in a dynamic industry. Over these 21 years, we have viewed every challenge as a learning opportunity, which has transformed Zitec into a mature organization capable of innovation.

C&B: You mentioned that autonomy and innovation are essential for success. How do you promote these values within your teams, and how do you support employees in adopting an innovative mindset in their daily work?

Simona Lapusan: I promote autonomy by giving colleagues the freedom to experiment and take initiative. I encourage innovative thinking by creating a safe space for new ideas.

At the organizational level, we use resources such as continuous feedback, recognizing achievements through features like “kudos” in Mirro, and implementing the Objectives and Key Results (OKRs) methodology for clear goal alignment. As a leader, I make sure to highlight each team member’s strengths while also identifying potential challenges early on. People have the ability to solve these challenges on their own and innovate by finding solutions to them.

C&B: A valuable lesson you have learned is not to let personal affinities affect organizational performance. How do you manage to maintain a balance between personal and professional relationships within Zitec?

Simona Lapusan: The balance comes from transparency and clarity. We have created processes that emphasize performance and results, relying on tools such as structured feedback and continuous performance evaluation. Personal relationships are important, both among colleagues and with clients and business partners. However, business decisions are guided by our values and organizational objectives. Every relationship, whether personal or professional, is built on respect and continuous communication. We openly discuss expectations and priorities, reducing the risk of personal affinities influencing decisions.

C&B: Creativity, respect, and performance are the values that guide you. How do you implement these values in the organizational culture of Zitec, Mirro, and Regista, and how do they contribute to the long-term success of these companies?

Simona Lapusan: These values are at the core of all our decisions. Creativity is fostered through projects that encourage innovation, such as Zitec hackathons, which stimulate new ideas.

Respect is reflected in how we treat our employees and clients—with transparency and genuine support. Performance is built through clarity, tracking impact, and recognizing achievements. Mirro helps us enhance performance by setting clear objectives and maintaining continuous feedback.

All these elements create the foundation of a healthy and sustainable organization. People work in a motivating environment while also having trust in one another.

C&B: You believe that risk prevention is essential in any organization. How do you identify and manage risks in such a dynamic industry?

Simona Lapusan: Risk identification begins with continuous market analysis and monitoring technological trends. We manage risks through agility and a culture of controlled experimentation, where we test ideas in MVPs before scaling them. Additionally, we maintain close relationships with our partners and clients, listening to their needs to anticipate industry changes.

Another exercise I recommend, especially in high-risk projects and activities, is the pre-mortem approach—imagining all scenarios where things could go wrong.

C&B: You are an advocate for continuous feedback between leaders and teams. How do you create a work environment where employees feel comfortable giving and receiving open, constructive feedback?

Simona Lapusan: We build this environment through transparency, open discussions, active listening, and providing contexts where employees can express themselves (our product, Mirro, also facilitates the feedback process). We teach people to see feedback as an opportunity for growth by offering courses on democratic communication. All these actions strengthen a culture based on trust, respect, and collaboration.

C&B: You’ve mentioned that an organization’s success comes when people are the top priority. How do you prioritize employee well-being while maintaining high organizational performance?

Simona Lapusan: We put people first through well-being programs, workplace flexibility, and investments in their professional development. Mirro helps us foster a connected and engaged work environment.

I believe sustainable performance can only be achieved by ensuring the well-being of employees. This is not just a priority for us—it is Mirro’s mission.

C&B: What advice would you give to young entrepreneurs or professionals at the beginning of their journey who want to build their own business or innovate in their field?

Simona Lapusan: I would encourage them to be curious and unafraid to experiment. They should focus on solving a real problem and build authentic relationships with their team. Additionally, they should prioritize continuous learning and be willing to adapt quickly in an ever-changing environment.

C&B: How did you manage to turn Zitec into a key player in the IT industry, and what do you consider the most important factor in the company’s growth and development?

Simona Lapusan: We have grown Zitec year after year through innovation, adaptability, and a strong, positive team culture. The key factor has been our focus on quality and building strong relationships with clients. We listened to the market and delivered solutions that addressed real needs, such as our digital transformation projects. As an organization, we have always emphasized agility and business performance without compromising employee well-being.

C&B: At SMART HR’s 10th edition, you talked about authentic leadership and performance management. What was the main message you wanted to convey to participants about how leaders can inspire and support continuous growth within an organization?

Simona Lapusan: Authentic leadership starts with trust and empathy. Leaders must be connected to their teams, encourage continuous feedback, and provide clear direction through well-defined objectives. Performance comes naturally when people feel respected, valued, and aligned with a common vision. I believe transparency and continuous communication with teams, even in challenging business situations, keep people motivated and engaged.