Verónica Iliescu Grigoriu
A short interview with
Verónica Iliescu Grigoriu
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Industrial Engineer. Graduate of the General Management Program (PDG) at IESE Business School – University of Navarra. Fluent in Spanish, English, French Romanian.
Certified professional coach, member of ASESCO (Spanish Coaching Association). Active mentoring in ADEA (Association of Managers and Executives of Aragon) and Directivas de Aragón (Association of Women Executives and Directors of Aragon), supporting inclusive leadership.
Executive experience in multinational and industrial environments. Leading organizational and culture transformation and sustainable business growth.
Currently Corporate Director at the Aragon Institute of Technology (ITA), promoting a more agile, collaborative, and people-centered organization.
Previously, more than two decades at Cablescom, (leading manufacturer of fiber optic and telecommunications cables) culminating as CEO and Secretaryof the Board of Directors.
Achievements include sustained growth, digital transformation through SAP and CRM, adoption of Lean Manufacturing, and the successful management of the Covid-19 crisis, ensuring 100% operational continuity with zero infections.
Leadership focused on cultural transformation, aligning people with strategy and strengthening collaboration. Under this leadership, Cablescom several awards (such as Export Award from the Zaragoza Chamber of Commerce, Innovating Corporate Management Award, and Corporate Progress).
Speaker at global forums: APC GOFC (China) and CRU World Optical Fiber Conference, addressing technological trends and operational excellence.
Can you tell us about your professional journey and how you got started in this field?
I started my professional journey driven by a curiosity to understand how technology can improve people’s lives and organizations’ efficiency. Studying Industrial Engineering gave me the tools to solve complex problems and approach challenges with a systemic vision. My first roles were strongly technical, but very soon I realized that I was most motivated by working with people, building teams, and helping organizations adapt to change. This curiosity led me to complement my technical background with management education, leadership programs, and later with training in coaching and mediation. Each step of my career has been guided by the desire to connect technology, strategy, and human development — creating organizations that not only achieve results, but also grow stronger through collaboration and cultural transformation.
Have you ever doubted your abilities and why?
Yes, there have been moments when I doubted my abilities, especially when facing responsibilities I had never managed before. For example, stepping into senior leadership roles or making decisions that affected hundreds of people and their families felt overwhelming at times. Doubt came from questioning whether I was fully prepared or skilled enough. However, those moments became powerful drivers of growth. They pushed me to keep learning, to seek advice, and to rely on my teams rather than trying to carry everything alone. I learned that doubt is not weakness but a reminder of humility and the importance of continuous development. It taught me to transform uncertainty into resilience and confidence.
Did you ever have the impression gender was an important factor on a raise, promotion, or key assignment?
Yes, gender has sometimes played a role in my career progression. In traditionally industrial and technical environments, leadership positions have often been dominated by men, which occasionally meant having to work harder to prove credibility. There were moments when my ideas or achievements were questioned more than those of male colleagues, or when opportunities were initially offered to others. However, these situations strengthened my determination to demonstrate results through performance and resilience. They also showed me the importance of advocating for diversity and inclusion, not only for women but for all underrepresented voices. Today, I use my experience to mentor younger professionals and to encourage organizations to recognize that gender should never be a barrier to leadership, innovation, or impact.
During your career, have you ever been mentored?
Yes, I have been fortunate to receive mentoring throughout my career. Several of my direct managers, all of them men, played an important role in guiding me, especially during moments of transition or when taking on greater responsibilities. Their mentorship was not formal, but it came through advice, support, and the confidence they placed in me. They encouraged me to take on challenges I might not have pursued on my own and helped me grow both professionally and personally. This experience made me realize the enormous value of mentoring and inspired me to mentor others. Today, I actively dedicate time to supporting young professionals, particularly women, so that they can benefit from guidance, encouragement, and role models just as I did.
If you could give some advice to your younger self or other girls, what would that be?
My advice to my younger self, and to other young women, would be never to feel diminished or limited because of being a woman. Do not put obstacles in your own way or let self-doubt become a barrier. Walk forward with your head held high, confident in your skills and potential. Many times the biggest limits are the ones we create for ourselves. If you dare to take opportunities, to speak up, and to show your value, you will earn recognition and respect. Courage and perseverance open doors, and confidence inspires others. Believe that you belong in every room where decisions are made, and never apologize for being ambitious.
