Ms Fitsa, you are considered one of the leading female executives shaping today’s petfood industry. What motivated you along your career path and was there a moment that proved particularly decisive for you?
My career has been shaped by curiosity, resilience and a genuine interest in how products reach consumers – and how I can influence that process. The petfood industry is unique because it combines science, logistics and emotions. People do not simply buy pet food; they buy care, trust and responsibility.
A decisive moment came when I moved into a leadership role with responsibility for several European markets. I realised that success is not built on operational excellence alone, but above all on working with people: leading diverse teams, bringing cultures together and developing a shared vision.
The petfood industry combines complex production processes with strong emotional expectations around animal welfare and responsibility. How does this balance influence your leadership style and decision‑making?
This balance lies at the heart of my leadership approach. On the one hand, we operate in a highly regulated, efficiency-driven environment. On the other, our decisions directly affect animal wellbeing and consumer trust.
Decision-making should therefore be neither purely rational nor purely emotional. Transparency, accountability and long-term thinking are key for me – for example when selecting suppliers or shaping production strategies, where sustainability, ethical considerations and product integrity are just as important as efficiency.
Initiatives such as Women in Petfood Leadership highlight positive developments, while at the same time showing that there is still work to be done. Where do you see real progress and where do structural barriers for women in leadership roles still exist?
There has clearly been progress: more female leaders, more open discussions about diversity, and companies that actively promote women. At the same time, representation at the highest decision-making levels remains a challenge.
Women are often subject to higher expectations. However, I am convinced that many limitations exist primarily in our minds – and can be overcome. When this happens, it benefits not only individuals, but the entire industry.
How important are networks and platforms such as Interzoo for female leaders?
They are essential. Networks provide exchange, orientation and support – particularly because leadership roles can sometimes feel isolating.
At the same time, platforms such as Interzoo are extremely valuable from a business perspective. They enable knowledge transfer, new partnerships and international visibility. Networks act like catalysts: they support individual careers, but also contribute to the advancement of the entire industry.
What advice would you give to young women entering the petfood industry today who aspire to take on leadership positions in the future?
A solid professional foundation is crucial, as is a holistic understanding of the industry across the entire value chain. It is important not to wait until you feel completely “ready”, but to take responsibility and dare to take new steps.
Networks and mentoring are equally valuable. Early exchange with others, supportive sparring partners and inspiring role models help in finding one’s own path. Every woman should develop her own leadership style – authenticity is a strength. Setbacks are part of the journey; what matters is learning from them and moving forward.
Looking ahead five to ten years: what needs to change for us to truly speak of diversity in leadership within the petfood industry?
Both cultural and structural changes are needed. Inclusion must be understood as a driver of performance and innovation – not as a formal obligation.
Transparent career paths, flexible working models and intergenerational exchange are key levers. If this succeeds, leadership in the petfood industry will become more diverse, more innovative and more closely aligned with the people we serve.
