Payment Expert’s ID Check: Payments Professionals offers insight from industry leaders and experts on how they got their start in the financial industry, from their early years in education, to how they have been able to climb the corporate ladder.
This week, Chief Operations Officer at CapitalBox, Julija Varneckienė, reveals the “crash course” nature of working in fintech, and why having a mentor is key for growth. She also unveiled the “common sense is common” challenge that helped turnaround her approach to strategy.
Where did you go to university and what did you study? What impact did this have on your current journey?
I have a management bachelor degree from Vilnius Gediminas Technical University and a master’s in e-management from Mykolas Romeris University in Lithuania. This was a good ground as it gave a wide perspective from business to finance and technical solutions to legal infrastructure.
Were you part of any sports clubs or societies at university and has this influenced your educational and professional development?
I was always a dancer and also took part in a variety of Non-Governmental Organisations (NGOs) focusing on different areas, which gave a good perspective on project management, ownership and change management.
What was the first job you had in the industry and are there any lessons from this you still draw on?
“No great change happens by force.”
During my time at Kesko, I was responsible for developing the CRM system and refining customer-related processes, including sales tracking. One lesson has stayed with me: you can’t force people to adopt a system they don’t see their leaders using. True adoption happens when leaders set the example, working within the system themselves, being a developer and the owner of the tech and process stack and working with both parties.
The key isn’t pushing technology onto people but solving real problems they face, not just the problems that management thinks they have. The same principle applies today: the best solutions come from deeply understanding customer/user needs and their reality, not from assumptions at the top. Prepare for the change wisely and try to manage with intelligence.
Who was your biggest role model – inside or outside of your industry – who continues to inspire you in your current career?
Early in my career, a leader in the insurance industry deeply influenced me. He led with care, actively listened, and mastered the balance between delegation and mentorship. His approach showed me that true leadership isn’t about control, it’s about empowering others.
Today, I draw inspiration from several remarkable women. In business, having three key people around you – a Challenger, a Coach, and a Connector – is invaluable:
Orijana Mašalė – Challenger. A former colleague whose directness, deep insights, and thought-provoking questions always push me to think bigger and sharper.
Nemira Palaimienė – A silent mentor whose depth of industry knowledge and professional precision are simply breathtaking.
Sarah Hager – The Connector. She exemplifies the power of building meaningful relationships and fostering collaboration, and her professional attitude and experience in the financial sphere is incredibly impressive.
When was your first big break in the industry? Why was this such a significant moment for you?
My first major break came nine years ago when I joined CapitalBox. At the time, it was a pure fintech startup, driven by the “try fast, fail fast, learn even faster” mindset. This wasn’t just a job, it was a crash course in adaptability, problem-solving, and strategic execution, which was both challenging and super fun.
Being part of a high-growth startup means wearing multiple hats, building new competencies on the go, and seeing firsthand how bold decisions shape a company’s future. It gave me a wide perspective on fintech, leadership, and innovation – one that still influences how I navigate challenges today.
Was there a moment you faced in the industry that really challenged you? How did you overcome this?
One of my biggest challenges came from a mistake I made early on – falling into the trap of assuming that common sense is common (surprise, surprise: it’s not common). It wasn’t just a personal lesson; it was a turning point for the team’s maturity.
That mistake forced us to rethink our approach, and instead of dwelling on it, the team united for the solution. What could have taken a month to fix under normal circumstances was resolved in less than 24 hours. It was a powerful reminder that setbacks, when approached with the right mindset, can accelerate growth and innovation faster than any planned process.
What are some of the skills you deem essential to starting in your industry and how have yours developed over the years?
To succeed in fintech, adaptability, strategic thinking, and a deep understanding of both technology and customer needs are essential. But beyond the technical skills, I’ve learned that curiosity, resilience, and leadership by influence are just as crucial.
Early in my career, I focused on mastering systems and processes. Over time, my skills have evolved from execution to orchestrating change with a holistic view, leading teams through uncertainty, and fostering a culture of continuous learning. The ability to challenge assumptions, connect insights across disciplines, and turn complexity into actionable strategy has become second nature.
Lastly, what is some advice you would give to an aspiring person looking to get a start in your respective industry?
Don’t overthink and just do it! Stay curious and be open to any learning, as you never know where it will bring you. Adaptability is one of the most important competences you might develop. Be knowledgeable, understand WHY and ask questions.
Take responsibility and ownership, deliver when promised. And finally – find a mentor, there are plenty of people around that can accelerate your growth, you are not alone!
