The new year has brought a significant leadership change to Manuvia in Slovakia. As of January 1, 2026, Jana Mesárová has taken the helm, moving from her previous role as COO to CEO SK. A leader who knows the company inside out now sets its strategic direction. In her first interview in the new role, she shares her plans for recruitment, explains why transparency matters to her, and reveals what recharges her when she’s not shaping company strategy.
Continuity and a New Role
Jana, you’ve long been at home in Manuvia and understand the Slovak market better than most. How did it feel to wake up on January 1 no longer as COO, but as CEO for all of Slovakia?
Honestly, with all the legislative changes we had to implement as of January 1, 2026, I barely had time to fully realize it. But with some distance, it feels great to reach such a milestone in my long and truly rich career in the agency business.
Many people know you as the person who ensured the smooth operations of Manuvia Slovakia. How significant will this change be for you? Will you be able to fully “let go” of the operational side, or will you still feel drawn to it?
As COO, I have an excellent colleague, Andrej Gurín, whom I’ve known for more than 15 years and with whom my professional path has crossed multiple times. So with complete confidence, I know that our branches and overall delivery operations — as we call them at Manuvia — are in very good hands. Of course, I want to stay informed, but that’s part of a CEO’s role: to have oversight without interfering in responsibilities, and to build a team you truly trust. My focus now will be on aligning certain departments and processes, dedicating more attention to innovation, implementing tools that reduce administrative burden, and identifying further growth opportunities and market gaps we can fill.
Vision and the Labour Market
The Slovak labour market is dynamic and facing new challenges. What are your main priorities for this year? What will be our focus under your leadership?
The Slovak labour market is exhausted. Demand is not aligned with supply or with employers’ needs. We must maximize recruitment within Slovakia while appropriately complementing it with the import of candidates from abroad. Until now, we have had a strong focus on the Philippines, but we also need to look for new source countries where Slovakia is attractive not only in terms of job opportunities but also from the perspective of administrative processes for obtaining work permits. It doesn’t help to find excellent candidates from a country where the time from selection to onboarding exceeds six months — employers find it extremely difficult to plan their workforce needs that far in advance.
If we were to meet again in a year, what would you like to see as your greatest achievement as CEO?
Seeing Manuvia ranked among the Top 3 agencies in Slovakia in both Temporary Staffing and Recruitment.
What do you currently see as the biggest opportunity for our group in the Slovak market?
This year, production is expected to begin at the fifth automotive plant in Slovakia. This creates potential in Eastern Slovakia, where existing employers may face employee turnover as candidates look to try something new. Recruitment will not only concern the car manufacturer itself but also its suppliers. Hiring will likely ramp up gradually, but we need to be prepared for increased recruitment activity in Eastern Slovakia. Another opportunity, as I mentioned earlier, lies in recruiting non-EU employees — expanding recruitment and business activities toward skilled positions as well as white-collar candidates and their relocation to Slovakia. This is more demanding than sourcing production operators, but in my view, this is the direction we should take.
People and Company Culture
In HR, we deliver human capital, but our most important capital is inside the company. Are you planning any changes in how we work with our teams across Slovakia?
My long-term strategy is based on directness, openness, and transparency. It’s important to communicate, to regularly inform employees about direction, results, successes, and even setbacks. I would also like to invest in people’s personal development and education. For example, we have launched a Leadership Program for Branch Managers. We would like to bring some form of development and education opportunity to every internal team member who is interested and willing to work on themselves.
Your career progression is a clear signal that people can grow professionally here. How important is mentoring and supporting internal talent to you personally?
Absolutely essential. We need to nurture our talents. Throughout my career, I could give several examples of how investing in talent support has paid off both for the individual and for the company. I always look first for opportunities to promote people from within before looking externally. That will not change. At all.
What would you like to say to colleagues who will now see you in this new role?
I’m still the same Jana — with an open office door and a shared calendar. I may carry more responsibility now, but I remain available whenever possible.
Personal Perspective and Mindset
The role of CEO at this scale requires tremendous energy. What is the “engine” that drives you forward every morning?
Coffee 😊. But seriously — it’s extremely important for me to divide my day between work and personal life. I cannot, and honestly don’t want to, function 24/7. I need time to recharge through activities I enjoy and with my family. But as people around me know, when needed, I can switch from zero to one hundred and give my full energy.
If you had to describe your leadership style in three words, what would they be?
Democracy. Systematic approach. Directness.