'When You Transform the Environment around You, That Is Definitely a Success'

A year ago, Inna Andreyanova, Director of Corporate Development at the Foundation for the Development of ISTC 'Intelligent Electronics–Valdai' and graduate of the Master's Programme in Management in Higher Education at HSE University, took up the position of General Director of the Foundation for the Development of the UNITY PARK Innovative Scientific and Technological Centre in Surgut. In this interview, Inna Andreyanova talks about working on the development of a major federal project, her studies at HSE University, and the motivation she draws from a job that makes full use of her skills.

— Inna, what was your journey to a career in education management?

— Actually, I had always wanted to be a lawyer, but in my hometown of Pskov, there were no legal training programmes available at the time. That meant I would have had to move to a bigger city to pursue legal training, which my parents, of course, did not endorse. Instead, they wanted me to study at the Pskov Polytechnic Institute in my hometown and become a systems engineer. What was I to do? I agreed, and now I believe this specialisation is highly relevant and increasingly in demand each year. My years of engineering studies helped me develop systemic thinking, an analytical approach, and strong technical skills. Moreover, this foundational education can serve as a ticket to certain professional circles, which is highly valuable in general.

— But you still hadn’t changed your mind about becoming a lawyer.

— No, I never let go of that dream, and eventually I enrolled at Peter the Great St Petersburg Polytechnic University to study law. But I have never worked purely as a lawyer; instead, I have taught legal subjects, and after defending my PhD thesis, I led seminars and advised business students, mostly in the context of educational case studies. You could say I’m an engineer on one hand and a lawyer on the other, because it’s virtually impossible to work in senior positions without legal training.

— At what point did you move into education management?

— While remaining in the academic environment, I gradually moved into administration, primarily in continuing professional development (CPD). During my years at Pskov State University, I held several positions, including Director of Educational Programmes, Head of the Centre for Human Resources Development and Educational Logistics, Vice Rector for Strategic Development, and for eight years, Director of the Institute for Continuing Education. Naturally, I took part in many professional development programmes focused on the university's strategic development, but I soon realised that this training alone was not enough. So when I learned that HSE University offered a master’s programme in Management in Higher Education, with both state-funded and fee-paying places, I immediately decided to apply. I passed the entrance competition successfully and secured a state-funded spot.

— How old were you when you returned to school?

— At the time of admission, I was 49, and I can honestly say it was the best step in my professional career. This isn’t just a return to student life—it’s a higher stage of it, with a new level of awareness. As first-time students, we often focus on grades, tests, and exams, but this time, every learning activity contributes directly to professional growth. That is truly invaluable. By the way, no other course I’ve taken has offered such a solid methodology tailored to adult learners. I now recommend the master’s programme from the HSE Institute of Education to all my colleagues—many of whom are currently studying, while some have already completed the programme.

— Do you maintain contact with HSE University?

— For me, HSE University is one of my alma maters. We stay in constant contact—I have participated in assessment panels, conducted webinars, and invited prospective students to join our projects. I am now an expert in the field of higher education management. I lead the Foundation for the Development of the UNITY PARK Innovative Scientific and Technological Centre (ISTC) in Khanty-Mansi Autonomous Okrug (Ugra). I have established a reputation in higher education management and run my own channel as an expert. I began by developing a CPD model—while I was still studying in the master’s programme. Since then, this model has been successfully implemented in several universities. My case is not unique. Some students in the programme work on projects assigned by their supervisors. As a bonus, during their studies, these projects gain new momentum, visibility, expert feedback, and support.

— Did you continue working while studying at the HSE Institute of Education?

— Yes. In fact, in January 2021, I began working at Yaroslav the Wise Novgorod State University as the head of the Competencies Development Office. There, I focused on CPD, building the university’s human capital, collaboration with the Znanie Society, and engagement with government and other partners. At the same time, I took on the role of Director of Corporate Development at the Foundation for the Development of ISTC 'Intelligent Electronics–Valdai.' My responsibilities there included managing communications with strategic partners and providing technological support for the business.

— Did you find it challenging to make time for lectures?

— Work, of course, often got in the way. I wanted to absorb every word from our professors, but whenever I sat down for a lecture, text messages kept coming—either urgent work assignments or the team needing motivation. Overall, however, there were no major issues with balancing work and study. Indeed, students in the programme are accomplished adults with strong self-management skills. They are fully capable of allocating their time effectively, including for completing assignments.

— As an established professional, what did you personally gain from the programme?

— I would describe it as a breakthrough—the moment when you finally understand how to apply everything you have accumulated. When the first rectors’ schools opened in Skolkovo, people attended them, but when they returned and reported to their superiors, there was often a lack of understanding, as if they were speaking a different language. The same happened to me and many other students in the programme, whose professional perspectives extended far beyond our formal job descriptions. HSE University helped us package this broader worldview into concrete projects, shaping our specific professional trajectories.

— What about networking? Do you find it important?

— Absolutely. And HSE University offers networking opportunities like no other institution. The programme can truly be proud of this. Those who enrol should be aware of the springboard opportunities built into it. I would say springboard services are integrated directly into the study modules. For example, we were visited by experts at various levels—not only from HSE University, but also from outside the institution. We went on excursions to Sber Tech and many other organisations, where we had the chance to exchange contacts and promote ourselves. But if you don’t make the effort to promote yourself, no one will carry you to a place where you can thrive. Taking a proactive stance means showcasing your competencies in the right way to the right audience.

— Can you share some tips on self-promotion?

— First, you need to identify what makes you unique. Why should anyone pay attention to you? What are your strengths? And when describing your uniqueness, avoid relying solely on words like 'excellent,' 'good,’ 'professionally active,' or 'multitasking.' After all, everyone today works in multitasking mode. Therefore, it’s best to demonstrate your uniqueness with concrete numbers and begin by choosing venues where you can present yourself—first as a speaker, and then as an expert. Expertise comes not with age but with experience. Today, young people may begin implementing grants as early as 14—or even earlier. The second point is to make proper use of the contacts you already have and work to build the ones you need. They are the thread that will connect you to the professional environment you want to enter—if you are not part of it already.

— But all of this is useless if it isn’t backed by personal qualities. What has driven you forward?

— I’ve always felt the need to put my competencies to use. I’m also a very energetic person, and together, these traits have driven me to seek ways to apply myself.

Sitting around and being bored is not for me at all. I need to be in demand around the clock—constantly honing new skills, tackling new challenges, and growing each day

Moreover, I often create conditions for my own growth—intentionally and proactively.

— Was your move from Veliky Novgorod to Surgut a year ago an example of creating such conditions?

— Yes, just 3,600 kilometres, and I was there.

— Can you tell us about your appointment as Director of the Foundation for the Development of the UNITY PARK ISTC?

— It was unexpected. I hadn’t planned anything like that. More precisely, I was looking for a new way to apply my competencies but hadn’t settled on anything specific yet. Then I received a phone call early in the morning and was told, 'We’ve decided to offer you this position. Think it over, and we’ll call you back.' To be honest, at first, I thought it must be some kind of mistake. Then things began to feel more real, and two days later I received another call from the regional government, officially inviting me to take the position of Director General of the foundation. Of course, I was interested, because the project was at phase zero and needed a push—something I know how to do. My husband and I made the decision to move fairly quickly.

— How does a successful career align with family life?

— In fact, your family is part of your success. My husband is always by my side, and we make decisions about our moves together. It’s very difficult to take on something new alone—in a new climate and a new environment, both social and natural. You definitely need someone you can rely on.

— What does UNITY PARK do?

— Our role is to attract small technology companies so that, as our residents, they collaborate with us on scientific and technological projects that impact university activities while also generating social or economic benefits for the local community in Khanty-Mansi Autonomous Okrug. In other words, we were working on developments intended to result in commercial products that would be useful in the fuel and energy sector, healthcare, or in addressing climate and environmental challenges, particularly given that we are in the Arctic zone. These products could range from intelligent cancer markers to oil well development solutions using AI technologies. As for our team, we handle everything at once—the order system, the promotion system, and the recruitment system—coordinating with dozens of organisations both within and outside the Okrug.

— Is this the largest project in your career so far?

— I would say it is the largest, federal, most strategic, and ambitious project compared to anything I have done before.

— Can we say that you finally attained the position you deserve?

— I certainly felt that way during my first year on the job. But now, in my second year, I can say that I’m probably ready for new interesting challenges. Over this time, I’ve managed to get things on track, and once they start running on their own, the idea of moving forward naturally arises. Even though we don’t always have time to dwell on it—we’re all working very hard—the thought is there. In my first year in this position, I hadn’t even considered it.

— What interesting developments occurred during your first year?

— You know, the most fascinating part is accomplishing what no one has been able to do before. And we came along and did it—not alone, but with a large team of people committed to developing innovations in the region, and with great support from the Government of Khanty-Mansi Autonomous Okrug (Ugra). Mikhail Mishustin, Chairman of the Government of the Russian Federation, also endorsed my candidacy, and here I am, in beautiful Ugra. On one hand, it’s a great responsibility to tackle complex yet highly interesting challenges. On the other hand, it’s a high-profile project under close scrutiny from the authorities, the media, and local residents. There is no room for slacking off.

— Can you give a few numbers offhand to illustrate the project’s first year? For example, the volume of investments attracted, how many new people became aware of the project, and how long was your longest working day?

— I can answer your questions. We currently have 13 resident businesses, which have attracted a total of 15 million roubles in investments. Over the year, I probably met more than a thousand new people. And my longest working day lasted... 24 hours. We don’t have many people on the foundation’s staff, so it often happens that alongside our core activities, we also handle paperwork to meet deadlines. Even though the official working day is shorter in the Far North, and some categories of female employees work only until 12:00 on Fridays, that’s something we can only dream of.

— By what criteria do you choose projects?

— The main thing for me is that I can apply all my competencies. When that happens, it’s interesting, exciting, and motivating. I remember teaching a law course at university a while ago, with 120 future engineers sitting in front of me while I explained family law, labour law, and other topics outside their specialisation. I needed that audience to focus solely on me and listen only to me. When I managed to keep the audience engaged in that interactive mode, I felt like I was walking on air after the lecture, because I had achieved exactly what I intended. And that’s how it is for me in any project, activity, or type of work.

— Do you consider yourself a successful person?

— I consider myself someone who sets high standards for both myself and others.

— Is there a point at which you would say, 'this is success'?

— Perhaps I haven’t reached that point yet. Although it depends on what this word means to you. Success is sometimes intangible and may have little or nothing to do with your professional achievements. For me, success is my family, talking with friends, being recognised, and staying relevant. These are the results that truly matter. For example, when people in the professional community start using phrases they’ve heard from you but hadn’t adopted before. When you transform the environment around you—which is the most difficult process—that is definitely a success. Yet no one will ever measure it, and you won’t include it in any reports.