Beyond borders and biases: How Natalia Amer is transforming Global Talent Acquisition

With an impressive career spanning Zalando , On , and Novocure before founding IGNIA and Coding Bridges , Natalia Amer brings a unique perspective to talent acquisition and leadership. As an Oxford Executive MBA graduate who grew up in Argentina and built her career across Europe, Natalia bridges continents and cultures in her approach to finding and developing talent. In this exclusive interview, she shares insights on strategic hiring, navigating bias as a female founder, and her vision for the future of talent acquisition in a rapidly evolving landscape.

From corporate leadership to entrepreneurial vision

What was the pivotal moment or experience that drove you to transition from corporate leadership to entrepreneurship?

I would not define it as one moment, it was rather a build-up. After leading talent acquisition in fast-scaling environments, I kept seeing the same gap: startups moving fast, raising funds, building great products, but hitting a wall (or realizing too late) when it came to the impact of hiring leadership or building scalable talent infrastructure. I realized I could do more by stepping outside the org chart and partnering directly with founders. That's how IGNIA was born, not as "another agency" but as a strategic talent consulting firm built to solve the real hiring challenges growing companies face.

Doing my Executive MBA at Oxford gave me the final push, it expanded my perspective, exposed me to founders across industries and countries, and sharpened my understanding of how hiring connects to business outcomes. For me personally, this transition was less about "leaving corporate" and more about creating the kind of people partner I wished I'd had when I was scaling teams from the inside.

Navigating challenges as a female founder

As a female founder in a male-dominated industry, what key obstacles have you faced and how have you turned them into opportunities for growth?

In a space where women are still underrepresented, especially at the founder and investor level, you do run into moments that are, let's say, telling. I've had investors assume a colleague was my husband, or suggest we wait for him to start the meeting. It doesn't throw me off. But it does remind me how much bias still shows up, sometimes subtly, sometimes not.

I don't spend time trying to correct perceptions, I stay focused on what I'm building. If anything, those moments have made me even more clear, fast, and outcomes-driven. You learn to communicate value without overexplaining, and to lead with execution.

The strategic value of talent acquisition

How did your experiences at major companies shape your approach to executive hiring and the value you place on leadership?

I've always worked in fast-growing startups where culture was often the differentiator. When things move fast and the path isn't clear, you need leaders who bring experience, but also create momentum, foster engagement, and build teams that actually want to follow them. That has shaped how I see hiring: not as a transactional process, but as one of the most strategic decisions a company can make.

Over the years, I've seen what works, and I've also seen what doesn't. I've made hiring decisions that didn't land the way I expected. Sometimes it was a strong leader on paper who couldn't adapt to the pace or ambiguity of a scaling environment. Other times, it was a misalignment between what the business thought it needed and what it actually required to move forward. Those moments taught me to dig deeper, to challenge assumptions early, and to prioritize context over credentials.

This is why my approach starts with the business, not the job description. What's changing? Where's the tension? What kind of leadership will actually move the company forward in the next 12–18 months? In early- and mid-stage companies, you rarely have the luxury of time or unlimited resources, so every hire needs to count. That's why I hire for impact. Because leadership can make or break culture, and culture can make or break the business.

Essential leadership qualities in tech and executive hiring

When evaluating candidates for leadership roles, what essential qualities do you look for? How do you balance technical expertise with leadership and cultural fit?

For me, the standout leaders are the ones who can lead through ambiguity, the ones who don't wait for perfect conditions, but bring clarity, energy, and direction even when things are moving fast and resources are tight. I look for people who are outcome-driven, self-aware, and able to inspire trust quickly because in startups, you don't have six months for someone to "warm up."

Adaptability is a big one. Startups change direction, priorities shift, and what worked six months ago may no longer apply. I look for candidates who can recalibrate without losing momentum, people who stay focused on outcomes but are flexible in how they get there.

Of course, technical expertise matters, but I've seen time and again that it's leadership, adaptability, and cultural alignment that determine success. Can this person scale with the business? Can they build teams that people want to work for? Can they stay grounded when things break, and keep people focused on what matters?

I'm not just looking for brilliance on paper, I'm looking for the kind of leader who can build trust, mobilize others, and turn strategy into real progress. That's what moves a business forward.

Building bridges between continents

Through Coding Bridges , you've connected European companies with Latin American tech talent. What have been the challenges and opportunities in navigating these regional differences?

Connecting European companies with Latin American talent has been one of the most energizing parts of my work. There's a huge opportunity on both sides and when it's done right, it works incredibly well. European companies need strong, committed talent who can ramp up quickly. LATAM has that talent: highly skilled, bilingual, motivated. The value is there. It's just about making the match work across time zones, cultures, and expectations.

For me, this project is also personal. I grew up in Argentina and have lived in Europe for over a decade. I understand both sides, not just linguistically, but culturally and professionally. That's shaped Coding Bridges from day one: it's not only about filling roles, but also creating real opportunity and shifting access to global work for underrepresented talent.

This impact has shaped how I approach recruitment overall: not as a pipeline problem, but as a clarity and positioning problem. When you align the business need with the right kind of talent, and make sure everyone's set up to succeed it doesn't just work. It scales.

The art of finding the "right fit"

How do you ensure your talent solutions meet the specific needs of each client, especially when sourcing from diverse backgrounds?

As cliché as it sounds, it starts with listening. Not just to the job description, but to where the business is, what's shifting, and where the pressure is building. A lot of founders know they need help, but they haven't been through this growth phase yet, so they might not know exactly what kind of leadership will get them to the next level. That's where I come in.

I bring what I've seen from scaling companies: the patterns, the pitfalls, the kind of talent that creates momentum versus the kind that stalls it. It's not necessarily about culture fit, but rather about culture add. Finding the talent who's going to show up and build something better, faster, more focused.

And diversity plays a huge role in that. Some of the best results I've seen have come from teams that bring different perspectives, challenge each other, and aren't all cut from the same cloth. When you combine that with clarity and the right timing, you get amazing results.

Advice for women in talent acquisition and entrepreneurship

What advice would you offer to other women aiming to break into entrepreneurship or leadership roles in talent acquisition?

First: don't wait until you feel 100% ready. You'll never have all the answers and clarity comes from doing, not (over)thinking. Start small, test, learn, and let your work speak for itself.

What's helped me most is building real momentum translating good ideas into tangible results. Whether it's a pilot, a paying client, or just a sharper way to solve a problem, traction builds credibility. Especially in Talent and consulting, where trust is everything.

I've also been lucky to have mentors and enablers who challenged me, backed me, and helped me grow. Throughout my career and during my Executive MBA, I met people who expanded my thinking, but also held me to a higher standard. Those relationships matter. Surround yourself with people who move at your pace, get your ambition, and aren't afraid to push you.

Barriers exist, but so do pathways. Personally I believe the key is knowing your value, owning your pace, and building as you go. Problem-solving, fast learning, and critical thinking have been my strongest allies, especially in fast-moving, high-stakes environments.

Diversity, equity, and inclusion in company culture

How has your identity as a female entrepreneur influenced the culture you've built, and how do you ensure diversity and inclusion are core values?

Luckily, because of my roots and the environments I've worked in, diversity isn't something I had to consciously "add", it's always been there. I grew up in Argentina, have lived in three different countries, and built teams across Europe, the US, Asia, and Latin America. Most of the people in my life and teams speak different languages, come from different backgrounds, and see the world through very different lenses. That exposure has shaped how I lead and how I build companies.

At IGNIA and Coding Bridges, inclusion is foundational, not just in hiring, but in how we collaborate, give feedback, and make decisions. I wouldn't say it's about gender though, it's about access, perspective, and creating environments where every voice counts.

The rewards and vision of entrepreneurship

What are the most rewarding aspects of being a female entrepreneur, and how have these shaped your vision for your businesses and the future of TA?

The most rewarding part is being able to build at my own pace, with focus, clarity, and purpose. I've taken everything I learned from scaling companies and shaped it into something sharper and more effective. I get to work directly with founders, solve real problems, and create companies that reflect how I believe work should be done. That's a privilege.

On the talent side, we're at an inflection point. There are so many new (AI) tools now that are removing the repetitive, manual parts of recruiting. That opens up huge potential for TA professionals to operate more strategically. The value won't come from being faster at sourcing (while this is still important), it'll come from understanding business models, anticipating needs, and making smarter, more informed hiring decisions.

I deeply believe that the future of TA is strategic. The best people in this space will use AI to scale their insight, not replace their judgment. And that's exactly where we're building.

Energy management vs. work-life balance

What strategies have you adopted to maintain a healthy work-life balance amidst the demands of global operations?

I don't really believe in perfect balance, especially not as a founder. For me, it's more about rhythm and energy management. I've learned to be intentional with how I structure my time and protect the things that keep me grounded: sports, deep work, and real connection with people who energize me.

Sports are my reset button. They give me the clarity and headspace to handle intensity. And deep work time is non-negotiable: that's where decisions get made, where I reconnect with the bigger picture, and where progress actually happens.

I also have a strong support system. A partner who's fully in my corner, friends who show up when it matters, people who understand the pace I move at and the kind of life I'm building. That support isn't loud, but it's fundamental.

Running a business that operates globally comes with chaos sometimes, different time zones, shifting priorities, but I've built my life around it. For me it's all about working with clarity, protecting your energy, and designing a way of operating that's truly yours.

Navigating industry challenges as a female entrepreneur

What challenges do female entrepreneurs face when starting businesses in HR or TA, and what actionable advice would you give?

One of the biggest challenges is navigating bias, both as a woman and as someone building in People or TA, functions that are often misunderstood or undervalued. There's a tendency to see this work as "soft" or operational, rather than strategic. But when you've seen how the right hire can change the trajectory of a business, you know how powerful it really is.

My advice? Don't let yourself get boxed in. You don't have to build the way others have. Focus on traction, show that you can deliver results, solve real problems, and move the businesses forward. That creates trust faster than any pitch deck.

Also: don't try to do it all alone. Surround yourself with smart, honest and hardworking people. I've learned a lot from founders, operators, and other women's networks who challenge my thinking and share the behind-the-scenes version of building. Those conversations matter.

If you're building in this space, trust your instincts, and back them up with data and action. There's room for fresh thinking, and the companies who get that are the ones worth working with.

On a final note

There's something refreshingly honest about how Natalia approaches talent, leadership, and the entrepreneurial journey. In a world obsessed with work-life balance, she talks about energy management. In an industry focused on culture fit, she champions culture add. And while others might get caught up correcting biases, she stays laser-focused on building.

What stays with me after this conversation is how Natalia has created something many of us search for – work that feels authentic to who she is. By bridging her Argentinian roots with her European experience, she's not just connecting continents; she's showing us what happens when we bring our whole selves to what we build.

As AI and automation reshape talent acquisition, Natalia reminds us that the future belongs to those who can balance technology with human insight, data with intuition, and strategy with empathy. For anyone navigating their own career transitions or building in the talent space, her journey offers both inspiration and a practical roadmap forward.

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Following an in-depth conversation with Natalia Amer, the FOUND team compiled these questions to explore her unique approach to global talent acquisition and entrepreneurship. Natalia is the founder of IGNIA, a strategic talent consulting firm, and Coding Bridges, which connects European companies with Latin American tech talent. Through these ventures, she helps startups and scale-ups build strong leadership teams and create talent strategies that drive business growth. Learn more at https://www.igniatalent.com and Coding Bridges