Little Lady of a Big Office

No-one can say exactly when Neotech KZ was born. Neotech Translation Company's representative office in Almaty oppened in October 2005, after nearly two years of preparation. And each October the company administration makes its annual trip to the Kazakhstan office to take stock, make plans for the future, and evaluate performance and effectiveness. This year, a celebration was held during the traditional visit in honor of the company's five years of presence in Kazakhstan. And on this festive occasion we assigned our own correspondent to interview Neotech KZ Director Vera Tyan.

 Vera, you came to the company two and a half years ago. Tell us, if you would, how the company has changed since then. Have these changes been primarily quantitative or qualitative?

As I see it, the changes have been qualitative, and these in turn have lead to quantitative changes. At any rate, that’s our goal – to increase sales without loss of quality in the full range of services we offer – to present ourselves as a company that can support projects of any size and complexity.

Could we say that the company is your constant challenger, urging you time and again to raise your own personal professional and personal bar?

I think that's precisely what defines a healthy work environment: constant growth. The company grows and develops, and you do your best to keep stride with it, to improve both as a professional and as a person. We should always be being challenged – if we're not, we should be wondering why.

 What, in your opinion, is the company's greatest asset today? The personal qualities of its employees, its unique approach to professional execution, the environment…?

I think the greatest asset that any company ought to especially value is the team. As far as our professional qualities, I can say from experience that all our clients value us for our individualized approach to each of them. That's because even if we don't have a solution for their particular case, we're bound to produce one! This presents us with the new task of finding a unique and optimal solution.

If today, on the company's five-year anniversary, you had to give up all the company's achievements, bringing only two or three of the most important of them into the coming year, which would make the cut?

I would have to answer that our greatest achievements are yet to come!

How do you see the company in the immediate future?

Flourishing, prosperous, and constantly growing. Do we really have any other choice?