A day shadowing Marianne Vikkula: What leading a global company looks like up close

What does it actually look like to run a fast-moving global company?

For Pauli Lahtinen, a final-year master’s student in industrial engineering and management at Aalto University, the answer became clearer after spending a day with Marianne at Wolt. 

The opportunity came through a student–alumni shadowing initiative by Prodeko student association at Aalto University, Marianne’s alma mater. Having come through the same community herself, she was keen to take part and see how the next generation thinks and approaches building things.

“I’m curious how people 10 years younger think, especially now with things like AI shaping how they work,” Marianne says. “As a leader, I don’t always see things as I did 10 years ago, so this is a great way for me to learn as well.”

Pauli is an entrepreneur himself, building his own company alongside his studies.  This made him particularly curious about how leadership plays out at a larger scale. He came into the day with an open mind, hoping to get a realistic view of what leadership looks like.

What he found was a role that is far more hands-on, fast-moving, and personal than many people might expect.

Seeing leadership up close

One of the most interesting parts of the day, Pauli says, was simply watching Marianne work.

“What stood out wasn’t only the pace, but the level of detail she held across different topics. From specific numbers to ongoing projects, she was always very much up to speed and able to comment, challenge, and discuss every matter that came her way.” 

“I was impressed by how much she knew about everything that was going on,” Pauli emphasized. That level of involvement wasn’t something he had fully expected.

“There’s this idea that things become easier or more balanced when a company gets bigger,” says Marianne. “But in reality, you’re still very much in the weeds. Especially in a growing company, it never really stops.”

Leading a growing company means constantly making decisions, shifting context, staying close to the work, and thinking carefully about what matters most. A big part of that comes down to focus. With more opportunities and ideas than time allows, much of the role is about deciding what not to do.

“Learning to say no is just as important as saying yes,” says Marianne.

Not a corner office type of place

“From the moment I walked in, it felt like everyone was equal in the office,” says Pauli.

The space felt open and unhierarchical, with people moving freely and working across shared areas. Marianne doesn’t have an assigned desk so she simply moves to whichever spot is available.

“It wasn’t what you might picture if your reference points are shows like Suits, Succession, or more traditional corporate environments.”

The hard parts of leadership

While much of the day was spent in meetings, some of the most memorable moments came in between. In more informal conversations, Pauli and Marianne spoke about leadership, entrepreneurship, and the kinds of decisions that are often the hardest to make.

One idea that stayed with Pauli was Marianne’s perspective on difficult conversations. “It’s very human to want to avoid friction or delay these moments. But as a leader, you have to put yourself out there and be vulnerable,” he reflects.

Instead of avoiding difficult discussion, Marianne described these situations as something you need to build a muscle for. They will become easier with practice. It is also often better for everyone involved when you address issues directly rather than push it away.

Leadership in practice is not just about strategy or vision, it’s also about being willing to do the uncomfortable things when they matter.

The day also highlighted something less visible from the outside: how much of the role extends beyond the office.

Alongside meetings, Marianne’s day included media conversations and external commitments. “I was reminded that leadership at this level is a very public role that comes with a lot of visibility and responsibility. I think you do have to make a lot of sacrifices in your personal life. It’s definitely more of a lifestyle than just a job,” Pauli reflected.

What great leadership really comes down to

One of Pauli’s biggest takeaways from the day was how much leadership depends on the people around you.

It’s easy to think of leadership as making decisions yourself. But in reality, the impact comes from enabling others to do great work. Marianne’s success is not just about what she does personally, but about the people she gathers, supports, and empowers.

“Your own day-to-day work is not as important as what you can enable others to do,” Marianne emphasizes. “Leadership is a position of service. It’s a lot of work and responsibility.”

You don’t learn leadership by studying it

The experience didn’t radically change Pauli’s direction, but it made things feel more concrete. “It made what I’m aiming for feel more real,” he says.

It also reinforced something both Pauli and Marianne strongly believe: you don’t learn leadership by studying it alone. “You learn so much more by doing,” Marianne says. “Frameworks are useful, but without context, they don’t mean much.” 

Rather than waiting to feel ready, Marianne and Pauli encourage students to put themselves in situations where they can take responsibility. Whether it’s volunteering, student organizations, or building something of their own. 

“The earlier you get exposed to leadership, the better. Nobody is born a leader. You become one by doing it.”

Ready to jump in and learn by doing? Read more about our early career opportunities and explore open roles at Wolt to find your next challenge!