Stopanska banka AD – Skopje has recently strengthened female representation at the highest levels of leadership, combining governance reforms with regional partnerships such as Women on Boards Adria (WOBA). At the same time, the Bank is undergoing an intensive transformation process, led through a wide range of strategic and digital initiatives across all aspects of its operations. We spoke with Ms Evangelia Kalouptsi, Chief Strategy and Transformation Officer and Member of the Board of Directors, about how diversity connects to strategy, transformation, and long-term value.
Q1. Stopanska banka has made several senior leadership appointments of women in recent years. How do you see this shift in the context of the bank’s broader strategy?
Evangelia Kalouptsi:
The shift is deliberate. Strengthening diversity at the level of decision-making is not separate from strategy, but an integral part of how we build a more resilient and forward-looking organisation.
At the same time, this approach is closely linked to the broader transformation journey of the Bank. As we advance through a comprehensive transformation that spans digitalisation, operational excellence, and customer experience, having diverse leadership becomes even more critical. It allows us to approach change with greater agility and to ensure that different perspectives are embedded in how we design the future of the Bank.
Banking today requires navigating complexity: digital transformation, evolving client expectations, and regulatory change. Diverse leadership teams are better equipped to challenge assumptions, bring different perspectives, and ultimately make stronger decisions.
At Stopanska banka, this is reflected both in our Board composition and in how we approach governance more broadly. The goal is not representation for its own sake, but effectiveness, so that we ensure that our leadership reflects the markets and communities we serve.
Q2. Your role as Chief Strategy and Transformation Officer sits at the intersection of innovation and governance. How does inclusion factor into transformation?
Evangelia Kalouptsi:
Transformation is fundamentally about people. Technology is an enabler, but the success of any transformation depends on how well an organisation mobilises its talent.
In our case, the transformation is both strategic and cultural. We are not only implementing new systems and processes, but also fostering a mindset that embraces change, collaboration, and continuous learning. This cultural shift is essential for ensuring long-term sustainability and resilience.
In that sense, empowering a diverse workforce means creating an environment where different perspectives are heard and where talent can contribute fully. This is particularly important in areas like digital and AI, where multidisciplinary thinking is essential. For us, transformation is not only about systems and processes; it is about building a culture that supports innovation and accountability, and ultimately ensures sustainable growth for the future.
This transformation is further strengthened through the support and expertise of the NBG Group, which plays an active role in guiding and accelerating key initiatives, bringing international experience and best practices into our local context.
Q3. Stopanska banka is also a partner of Women on Boards Adria (WOBA). What role do partnerships like this play?
Evangelia Kalouptsi:
Partnerships such as WOBA are important because they address a structural challenge: the pipeline of board-ready talent and the visibility of that talent.
From a corporate perspective, this is about expanding the pool from which leadership is drawn. From a regional perspective, it is about raising standards in governance and ensuring that companies benefit from the full spectrum of available expertise.
For Stopanska banka, being a partner of WOBA is fully aligned with our broader transformation agenda. As we reshape the organisation for the future, initiatives that promote inclusion, leadership development, and diversity directly support the kind of culture we are building. Being part of such initiatives reinforces our commitment to continuous improvement in governance and leadership development.
Q4. Many organisations speak about diversity, but progress can be uneven. What makes implementation effective?
Evangelia Kalouptsi:
It comes down to consistency and alignment. Principles, such as equal opportunity and merit-based advancement, are necessary, but they are only the starting point.
What matters is how these principles are reflected in actual decisions, including appointments, promotions, and how teams are structured. It also requires clear intent from leadership and accountability over time.
In a transformation environment, this becomes even more important. As organisations evolve, there is a unique opportunity to embed these principles into new ways of working. In our case, diversity is embedded in our governance framework and in our corporate culture. That alignment is what allows progress to be sustained rather than episodic.
Q5. Finally, what message would you give to companies in the region that are still at an earlier stage of this journey?
Evangelia Kalouptsi:
Treat diversity as a strategic priority, not as a compliance exercise. The evidence is clear that more diverse leadership teams contribute to better governance and stronger performance.
At the same time, I would emphasise that transformation and diversity go hand in hand. Organisations that invest in modernisation, innovation, and cultural change are also those that create space for more inclusive leadership.
At Stopanska banka, this vision is also reflected in tangible investments, such as the development of our new headquarters, which symbolises our long-term commitment to growth, modernisation, and creating a forward-looking working environment for our employees.
Beyond the data, there is a practical reality: organisations that draw on a wider range of perspectives are simply better positioned to adapt and grow. In a rapidly changing environment, it is essential.
