Behind the scenes series – Roman Khlibun
Roman Khlibun is the Group COO at Civitta, with extensive expertise in driving growth and expanding into new markets. He leads team integration and plays a key role in shaping strategy and improving operational efficiency.
Hi, Roman! You recently marked 10 years at Civitta, growing from Analyst to Group COO.
What key moments or lessons shaped your journey?
One pivotal turning point was when I transitioned from regular consulting work into management. It was quite challenging at first, something entirely new, but over time, I really grew to enjoy it. I don’t regret the decision at all. It gave me the opportunity to experience so many different aspects of the business: working across countries, cultures and teams as part of Civitta’s international management.
The second major moment I’d highlight is when we launched our project River. That was the beginning of our shift from a network of country-based offices into a single, integrated international company with shared operations, finance and services. There were some hurdles and natural growing pains along the way, but we steadily made progress. Now, we’re starting to see the benefits.
One of the key lessons I’ve learned is not to take “no” as a final answer. If you want to drive real change, you need to get comfortable with pushing past that initial resistance.
People will say no, and that’s perfectly normal, but it’s up to you to find a way forward. In my work, which focuses on operational efficiency, I’ve also come to see negotiation as a crucial tool.
Over the past decade, Civitta has evolved across many markets.
What changes in our work have stood out most to you?
Over the years, I’ve seen clear stages in Civitta’s growth, much like the saying in wealth management, “the first 100,000 is the hardest.” In the early days, with just a few countries and under 100 people, everything took enormous effort – convincing people to join, opening offices, proving the model. But after reaching around 200 people or 5 offices, things started to gain momentum.
Now, as we expand into more markets, new opportunities arise alongside challenges. Talent competition grows, pushing us to attract the best. AI offers exciting potential and we’re actively exploring how to harness it. Despite inflation pressures, we’re focused on maintaining and improving our efficiency.
What’s a hard lesson you learned that proved valuable over time?
One of the biggest lessons I’ve learned, and it definitely came the hard way, is how to handle resistance, especially when working in multicultural environments and managing change. Human nature tends to gravitate toward comfort and routine, so whenever you try to introduce something new, it’s common to hear, “that’s not possible” or “we’ve always done it differently.”
At first, it was frustrating. But I realized this kind of reaction is a default – it’s just how people respond to change. Once I stopped taking it personally and saw it as part of the process, I became more effective. I learned to stay calm, find creative workarounds, and keep pushing forward. That mindset of finding a way, no matter the obstacles, has helped me more than anything in my career.
Looking back, is there a decision you’re especially proud of?
Something that you feel made a real difference for the company?
Before stepping into my role as Head of Operations and eventually Group COO, I was leading growth efforts across the company. This was before the River project. My focus was on expanding our presence: traveling to new locations, identifying companies that could join us, and launching operations. That was about 5–8 years ago.
Looking back, I’m especially proud of the offices and teams that grew from those early efforts. For example, one location we launched just before the pandemic now has a vibrant team of brilliant people. Several other offices have also developed into strong, dynamic hubs over time. Being able to contribute to their growth is something I truly value.
What makes it meaningful is creating opportunities in markets where consulting was limited. We’ve helped talented young people stay, contribute locally, and work internationally. That kind of impact, building something tangible and valuable while opening doors for others, is something I’m truly proud of.
What do you think makes Civitta’s team culture special?
Civitta’s culture stands out for its spirit of entrepreneurship. One of our core values – explorers at heart – sums it up well. People take ownership, lead initiatives, and aren’t afraid to make mistakes and learn. There’s a strong sense of agency, you’re trusted to grow and make decisions. Unlike larger, more rigid corporations, Civitta is full of curious, driven people who want to make a difference. That energy is contagious.
That’s part of what’s kept me committed over the years. Being surrounded by people who share that mindset and believe in what we’re doing makes a huge difference. I recently read that we spend 60–70% of our lives at work. If that’s true, it’s worth finding a place that doesn’t feel like work, where you feel inspired, fulfilled and aligned with those around you. For me, that’s what Civitta offers. And that’s what makes it special.
What’s something you enjoy doing outside of work that helps you recharge or keep perspective?
I wouldn’t say I have any unusual hobbies, but one passion of mine is history. I love diving into books, articles, blogs and YouTube channels, especially on modern history and ancient Rome. Those topics really capture my attention, and I try to learn as much as I can.
Outside of that, spending time with my family is what really helps me switch off and recharge. I try to carve out a few hours each day to just be present with them, it’s grounding and helps me keep things in perspective.
Lastly, what’s one piece of advice you’d share with someone just starting their journey at Civitta?
If I were to share one piece of advice, it would be: always hustle. Stay proactive, and don’t be afraid to take ownership or step into leadership, even if it’s over something small at first. Whether it’s one part of a project, a process, or leading a team, what matters is treating it like it’s yours.
Being accountable and truly owning your work is what sets people apart. It’s the difference between simply doing tasks and actively shaping outcomes. When you approach work with initiative and responsibility, you open the door to real growth – maybe even all the way to partnership.