About Me

I'm Ganna. It's pronounced JAN-na (She/her) And yes, people get it wrong. A lot.

I'm curious by default. I love traveling, learning languages, reading business books, and getting to know different cultures. I've had the chance to work with people from more than 140 nationalities, which taught me something I think every international business needs to understand: knowing your audience isn't just a soft skill. It's part of the structure of doing business well across markets.

I'm also involved in project work focused on women and youth in Africa, which has given me a different perspective on leadership, people, and getting things done when resources aren't exactly unlimited.

And yes, I take business seriously.

I just don't think every sentence needs to sound like it came out of a board meeting.

I tend to work where things are moving quickly and the way the business works has not quite caught up yet.

I pay attention to how work actually moves, where small gaps become bigger problems, and what happens when the operation starts carrying more complexity than it was built for.

I believe every good startup should be built to become a great company. That means the operating side has to grow with it.

My background sits between corporate operations and fast-moving startup environments, and that's shaped the way I work. I like bringing the structure, discipline, and visibility of a well-run company into a startup without turning the place into a meeting factory.

I've worked across hotel operations, revenue operations, USA cost segregation and tax operations, fraud detection, and project management across EMEA and USA.

I also hold a Master's in Strategic Planning and General Management, alongside credentials including Payments and Fraud Prevention Professional certification, with strong experience in operational and risk-focused environments.

Different industries. Different markets. Different problems.
But the questions are usually pretty simple:

Where's the bottleneck?
Why are the operations falling apart?
Who owns this?
Why are customers complaining about the same thing again?
Why are we losing money here?
Why are we catching the mistake only after it's already become a problem?

That's how I think about operations.
Not as a department that needs to be kept busy, but as the part of the business that should quietly make everything else easier.

Maybe you're curious about the person behind the work.

Or maybe something on this site felt familiar. Either way, that's probably enough reason to keep exploring.

The rest of the website shows the work, the way I think about operations, and the kind of problems I tend to notice first.