With 20 years of experience spanning FMCG, Pharma, and IT, Anna Fedosova is a veteran of complex organizational changes. Her previous role was Head of HR at Nebius, where she managed the HR aspects of the historic Yandex split and set up the new global entity. Currently, she is at and is simultaneously building a startup focused on HR compliance automation.
With 20 years of experience spanning FMCG, Pharma, and IT, Anna Fedosova is a veteran of complex organizational changes. Her previous role was Head of HR at Nebius, where she managed the HR aspects of the historic Yandex split and helped to set up the new global entity. Currently, she is Principle Projects Lead at JetBrains and is also a Co-founder of Copilotim, an HR Tech startup focused on HR compliance automation.
In this interview, Anna talks about the tough side of mergers and acquisitions, the challenges of modern HR tools, and why focusing on your strengths is better than fixing your weaknesses.
How HR Has Changed in 20 Years — and What Remains Unshakable
1. You've been in HR for two decades. What has changed the most, and what has stayed the same?
The changes have been significant.
First, the line between personal and work life has faded. We now talk openly about mental well-being and health in the workplace — topics that were taboo or ignored 20 years ago.
Second, COVID didn't just bring remote work; it made hybrid work normal. Initially, HR's massive challenge was simply organizing this shift to keep teams effective.
Third, the velocity of tool adoption. We now have great tools for hiring, analytics, and operations. However—and this is the double-edged sword—the sheer volume of communication channels has made it harder to maintain a shared context. It is increasingly difficult for employees to separate the signal from the noise.
What hasn't changed? People are still the most important asset. And company problems haven't changed either: growing pains, product crises, and internal misunderstandings are timeless.
"People are still the most important asset. And company problems haven't changed either: growing pains, product crises, and internal misunderstandings are timeless."
HR Across FMCG, Pharma and IT: Is Tech Really the Most "Progressive" Industry?
2. People often think that tech companies have the most advanced HR. Since you've worked in FMCG, Pharma, and IT, is that true?
I've found that HR maturity depends more on the specific company culture than the industry. For example, at Sanofi (Pharma), things were quite vertical and authoritarian. Conversely, at Danone—a giant FMCG corporation—there was surprising room for creativity and very few rigid rules. It's less about the sector and more about the DNA of the organization.
If you want to see how culture and CEO mindset shape HR beyond industry labels, read our interview "Culture, CEOs and HR: Read the Room Before You Read the Spreadsheet."
Case Studies: HR in Major M&A and Business Splits
3. You managed HR during the separation of the Russian Yandex business from the Dutch entity to form Nebius. This was a massive undertaking. What are the hardest risks to manage in such a deal?
The Nebius story was unique due to the extreme uncertainty. The biggest risk for HR was key talent giving up—people simply choosing a calmer environment over the chaos.
To mitigate this, I spent a lot of time on planes, flying to different hubs to talk to people face-to-face. We built trust within the leadership team and always had a backup plan.
In a previous deal—the Danone acquisition of Unimilk—the risk was cultural. Unimilk was three times larger numerically, but we had to gently transition them to a Western corporate culture without sparking conflict.
Preventing Burnout and Emotional Collapse in Times of Turbulence
4. How do you keep a team together during such stressful times?
I believe in being completely honest. We met frequently and discussed everything, including what we would do if we failed.
It's important to show the team: "Even if this doesn't work out, it's not the end of the world, and we won't abandon each other." When people know they have a safety net in their leadership, they can focus on the work.
Editor's note: If you want a practical way to spot early signs of engagement or retention issues, try using stay interviews. They help leaders learn why key people stay and what might make them leave.
Career Decisions and Lessons Learned in HR
5. What are the three career decisions you're most proud of?
In my early career, I built the internal communications system at Danone. I was young, but we managed to unite thousands of employees around common goals.
For leadership development, I created a program for new managers at Yandex. Before, we would promote the best programmer to lead the team, but that often didn't work out. Our program taught new managers how to lead, which greatly reduced turnover.
The whole Nebius story was of course the biggest moment. With very few resources, we relocated over a thousand employees and their families, opened new offices in different countries, set up legal entities, and built new compensation plans from scratch. It was a huge workload, but we pulled it off well.
6. What about regrets?
I have a few. I regret some cases where I didn't handle employee separations well. Those experiences taught me to always give people a choice and be open to them. Even if the other person behaves unconstructively, the employer's conscience must remain clean.
From Paperwork to People: HR Compliance and Automation
7. Now you're building an HR compliance startup. How did your experience lead you there?
We want to help HR professionals focus on people, not paperwork. I've seen too many modern HR teams overwhelmed by admin tasks. My startup automates operational HR and guides users based on local laws and company culture.
8. What are the biggest "time bombs" companies sit on regarding compliance?
- Lack of standardization: Over-individualizing every employment case leads to nightmares during audits.
- Manual errors: Without automation, people bypass policies or make simple mistakes that cost money.
- Regulatory blindness: If one HR manager covers multiple countries, it is very easy to miss a legal update and get fined.
9. What should be automated right away, and what should stay manual?
- Automate: Document flow, policy writing, data transfer between systems, and basic analytics (turnover, headcount).
- Don't automate: Anything requiring high context. Org design, conflict resolution, adaptation, and team building. A human needs a human.
If you're picking an HR system, check out our guide: "What Is an HR System and How to Implement It."
Culture Shock at JetBrains: Rethinking Motivation and Rewards
10. You're now at JetBrains. What surprised you most about the culture there?
JetBrains is unique: it's a large IT company that is private, profitable, and runs on its own capital. This is rare for its size. Consequently, they don't have the standard stock option programs you see in VC-backed tech firms. It requires a different approach to compensation and motivation.
If you're rethinking which benefits actually impact retention and which are just "croissant-radio" perks, read "The 2026 Benefits Shortlist: 5 Perks Your Team Actually Wants."
How to Sell Strategic HR Initiatives to Skeptical Leaders
11. Looking ahead to 2026, how do you convince business leaders to invest in expensive HR initiatives?
I speak the language of business. I don't talk about "HR processes"; I talk about the problem we are solving and the financial or operational benefit of the solution.
Co-creation is also important. If you invite business leaders to help design the solution, they're more likely to support it.
The Future of HR Careers and Roles
12. What is one piece of popular career advice you think is actually harmful?
"Work on your weaknesses to reach an average level."
This advice can hold you back. We succeed by building on our strengths. Focus on what you do best and look for roles where your talents are valued. Don't spend your time trying to be average at things you dislike.
13. Finally, what HR roles will disappear in the next 5 years?
Purely administrative HR jobs, sometimes called "Paperwork HR," are on their way out. The future is for those who really understand the business.
My advice to young specialists: study the business you work in. Broaden your skills—if you work in compensation and benefits, try to learn about learning and development too. Being versatile and understanding the business will set you apart.
"Purely administrative 'Paperwork HR' jobs are on their way out. The future is for those who really understand the business."
Editor's note: for more perspectives on the future of HR, technology and culture, take a look at:
- "AI Won't Replace HR — But HR Using AI Will Win: Lessons from HR Director Victoria Sapova"
- "The New Rules of HR: Culture, AI, and Retention in iGaming"
Editor's Takeaways for HR Leaders
⚡ Retention in M&A and business splits is mostly about trust and honesty.
Having a formal plan helps, but what really keeps people is the sense that, "We won't abandon you, even if we're already on plan B."
⚡ Deep HR matters more than the industry.
Whether you work in FMCG or IT, what counts is the company's culture, how mature the organization is, and whether the CEO is ready to lead real change.
⚡ Automation isn't the end goal; it's just a basic requirement.
Fix your processes first, then use HRIS and AI to save time for real human work.
⚡ The future of HR is about business understanding and broad skills.
"Paperwork HR" is fading; those who thrive know the P&L, can talk to the CEO, and design processes, not just documents.
⚡ Don't worry too much about fixing weaknesses; focus on your strengths.
For both people and companies, lasting growth comes from building on what already works.
FAQ
What is the role of HR in modern M&A and business splits?
HR does much more than handle contracts and org charts. In mergers, acquisitions, and business splits, HR manages communication, relocation, culture integration, compensation changes, and compliance, all while keeping key talent engaged so they don't leave for more stable jobs.
How can HR prevent burnout during turbulent transformations?
HR can help prevent burnout by being honest, checking in often, and clearly explaining risks and possible outcomes. When employees trust their leaders and know what to expect, they are more likely to stay focused and avoid quiet burnout.
Why is HR compliance such a "time bomb" for growing companies?
As companies grow across different locations and countries, making one-off decisions, relying on manual paperwork, and missing legal updates can quickly lead to audits and fines. Without standard processes and automation, HR teams are more likely to make mistakes or miss important regulations.
Which HR tasks should be automated first — and what should never be automated?
Start by automating document flow, policy writing, data transfers between systems, and basic analytics like headcount and turnover. Tasks that need context—like organization design, conflict resolution, adaptation, and team building—should always be handled by people. People still need people.
What skills will define the future of HR roles?
The future is bright for HR professionals who really understand the business, not just the processes. Business sense, broad HR skills, the ability to lead change, and strong communication with executives will matter more than just administrative experience.
Which HR roles are likely to disappear in the next 5 years?
Purely administrative "paperwork HR" jobs that only move documents around are likely to disappear as automation and HR systems improve. Roles that mix people skills with business knowledge, data skills, and change leadership will become much more important.