What was before you joined DataArt?
— That was a long time ago. Yes, I saw dinosaurs.
I graduated from the St. Petersburg Faculty of Applied Mathematics — Control Processes. After university, I received a job offer from one of my professors (who, as it later turned out, became my future father-in-law) to work as a FoxPro programmer, automating analytics for health state organization.
The company I worked at shut down within nine months, leaving me with a choice: enter the job market or stay within the group and try something new. With the mid-'90s job market tough for recent grads, I chose to stay, especially since the owner of the Holding structure needed help dissolving another entity at the Tax Authority.
As strange as it may sound today, back then, I thought that being both a woman and a good programmer was difficult to combine. I told myself, "High-level programming requires a strong analytical mind and 24/7 being at work—I probably won't manage." I believed that a woman should have time for family rather than take on overly ambitious challenges.
At that time, I knew nothing about finance or accounting, but at university, we were taught how to find and work with information. So, after spending some time in libraries, I successfully dissolved the company, in parallel preparing my first full-scale finance report. And voilà—25 years later, I’m still in this field.
How do you view your choice back then?
— Now I understand that I'm someone who fully commits to what I do. My life principle is: if you do something, do it well or don't do it at all. So, I think if I had chosen programming back then, I would have built a career in it as well.
Tell us about the beginning of your journey at DataArt.
— When I joined DataArt, there were about 30 people working in a small office in St. Petersburg. It felt like one big family, or as we called it, “kibbutz”—first, there was a wave of weddings, then a wave of babies. It was like being part of an immersive series.
We were a bunch of laid-back twenty-somethings who never wore suits. If someone showed up in one, the standard question was: "Did you go to the U.S. consulate for a visa, or are you getting married?"
Your husband, Yuri Kabrits, is a Senior Vice President of Engineering at DataArt. How did you start working together?
— It’s a chicken-and-egg question. To this day, Yuri and I debate who joined the company first. According to official records, I was the first to sign my labor contract, but Yuri had already been collaborating with the team on a project as a contractor before I arrived.
Later, Yuri's sister Maria joined as well—she started as a line manager on a project and is now a Delivery Manager. I guess all Kabrits love to learn new things and solve complex problems. So, in our case, the work-life divide doesn't really work. Avoiding work talk at home? That's just not happening!
From a small, friendly company, DataArt has grown into a multinational corporation before your eyes. When did you first feel these changes?
— It's like looking in the mirror every day—you don't notice yourself aging. However, when we reached around 1,000 employees, I realized I no longer knew everyone personally. By the time we hit about 3,000, external investors came in, and the sheer scale of responsibility became overwhelming.
At university, we weren't taught communication or management—those skills came with experience. But at some point, I felt that experience alone wasn't enough, so I pursued an executive MBA for entrepreneurs.
On one hand, DataArt has changed tremendously over the 25 years I've been here. On the other hand, I appreciate that the company's core principles—the ethos, if we borrow from Greek philosophy—have remained intact. Otherwise, we wouldn't have lasted this long.
What are those principles?
— The values in our manifesto: Professionalism, Flexibility, Trust, and People First. They truly resonate with me.
For me, People First isn't about entitlement—it's about finding compromise and common ground for both sides, the ability for open and honest communication, regardless of status, culture, or background. There's no "I'm the boss, you're the subordinate" mentality here—just normal human relationships, regardless of job titles. That's what has kept me at DataArt all these years.
You're part of our internal mentorship program for women, She for Her. What do colleagues ask you about most often, and what advice do you give them?
— The most common question is: How do you build a career in a male-dominated industry? But I don't give advice—mentorship, for me, isn't about advice.
I love learning. And the further I go in life, the more I realize how much I still have to learn. So, I don't see myself as someone who should be giving advice. But reflecting together on specific situations and sharing experiences—can be incredibly valuable.
Finance is a male-dominated field, with very few women. There's a common belief that handling money and analyzing financial matters rationally is a man's domain. Women in this industry are often viewed with skepticism—we constantly have to prove our expertise and can't afford to show weakness. Only then are we recognized as equals.
When Russia started a war with Ukraine, DataArt ceased operations in Russia, and you moved from St. Petersburg to Dubai. How did you adjust to such a drastic change?
— Of course, I miss St. Petersburg—it's my favorite city. Unlike there, Dubai has only two seasons: Summer and Hell Summer.
But I've found new interests here. I started learning Arabic to better understand the local culture, seeing it as an opportunity to broaden my perspective and gain valuable experience.
Dubai has many advantages from a financial and economic standpoint. With 80% of the population being expats, everything is designed for their convenience. I've even come to appreciate the benefits of an enlightened monarchy—seeing firsthand what can be achieved when resources are used wisely. It's impressive and commands respect.
Throughout your career, DataArt has weathered several major crises—COVID-19, the war in Ukraine, and now the economic recession. What helps you navigate these challenges?
— There's no silver bullet. Here is what works for me: When the world is in flux, long-term strategic planning becomes a waste of time. I also stop reading the news. The media has always sought sensations, but at least there used to be some focus on facts. Now, it seems like the bigger the storm, the greater the reach. Tuning out the media noise is essential—I know I won't miss truly important events; they'll find me regardless.
Instead, I focus on tasks you can control and influence and be with people you can trust and rely on. And, of course, having hobbies helps—I personally find singing to be a great distraction.
How would you describe the role of a CFO?
— We help businesses achieve sustainable benefits while managing risks—like steering a ship through stormy waters.
A CFO in an international company with diverse stakeholders, cultures, and regulations must analyze vast amounts of data, align interests, synthesize information to see the bigger picture, help business to set the direction, and defend the company before authorities. Just as blood sustains an organism, money must flow efficiently to keep the business running smoothly.
Within Accounting and Finance, I'm lucky to have an incredible team of like-minded colleagues who genuinely love their work. I am thankful to them for allowing me to learn together and be proud of the complexity of the projects we can solve together.
How can one inspire and motivate one's team?
— Through personal example, honesty, and mutual respect
What's the most exciting part of your job?
— I've always enjoyed solving complex problems, and it's how I prove to myself that I can. As a young woman, I once thought I should take on simpler tasks to leave room for family. But in the end, the big challenges found me anyway.
After 25 years, aren't you tired of working at the same company?
— The place is the same, but at DataArt, I constantly face new opportunities and challenges—whether it's internal structural changes and complex professional projects or launching new locations and adapting to new cultures. There's always something to figure out.
What would you wish for the company?
— As a finance professional, I understand that a large company can't function without some bureaucracy. But as we grow, I hope we keep it to a minimum and save the "human face" behind it—so that people continue to communicate with people, not just with paperwork and policies.
