Martina Kneiflová stands at the helm of EY Czech Republic and is one of the most influential women in Czech business. Always smiling, radiating confidence yet humility, she carries herself naturally, and her approach is a constant source of inspiration for her team and those around her.
🖊 Ivana Bednářová | archiv Martiny Kneiflové, Bohdan Štoček
You live by the motto that decency, fair play and professional yet friendly relationships are the foundation for a better world. How do these values translate into your work, leadership and day-to-day decisions?
I believe they reflect in everything I do. I try to approach my team and others with openness, I’m straightforward and speak my mind. At the same time, I do my best to ensure that my directness doesn’t hurt anyone. I think I’ve mastered the art of listening to others and, when needed, adjusting my own point of view accordingly.
Men still dominate senior positions in the business world. How do you view the role of women in management, and what shifts have you noticed throughout your career?
I’ve been very lucky to have had such great colleagues throughout my life and, for the most part with a few exceptions, my bosses have mostly been men. However, I never felt the need to prove anything just because I was a woman. That said, there is undeniably a surplus of male energy in business. Sometimes it’s harder for women to push things through, but I personally prefer balanced teams – neither exclusively male nor female. There’s great strength in their different perspectives, and we can support each other. Unfortunately, things are changing very slowly. Although, what has changed significantly is how women in business now support one another. That is incredibly valuable.
You lead one of the world’s most prominent firms – EY in the Czech Republic. What was your path to Managing Partner? Was it a matter of ‘putting in the years’, or stand-out projects?
I’ve always been highly motivated to do the best job possible. During performance reviews, I often surprised my superiors because I didn’t really have a long-term plan. I didn’t spend much time thinking about becoming a manager or a partner – it just sort of happened. It was the same with the Managing Partner role. It never occurred to me that I would lead EY in the Czech Republic. I suppose that means I earned it. Regardless, I’ve had tremendous luck – for instance, in the fact that no one ever judged me based on being a woman, whether I had children, or whether I worked part-time. I was given a huge opportunity and I did my best to make the most of it.
As an extremely busy woman, you mentioned hobbies, skiing and your beloved dogs – where do you draw your energy from most often?
Most of all, I’d say from my family. I have a wonderful partnership with my husband; we celebrated our 26th wedding anniversary last autumn. Of course, my two grown-up daughters bring me great joy, though they’ve moved out for university now, so sadly we don’t see each other every day. My dogs also help a lot – that canine energy is very important to me. And then, naturally, my hobbies. Singing is key for me, as it’s a moment where you can completely switch off and think of nothing else.
Returning to work, what kind of boss are you? Do you demand a high-intensity workload, or do you follow the classic ‘8x8x8’ rule? How do you motivate your colleagues to stay engaged and avoid burnout?
I think it’s a bit of a mix. Our work usually isn’t a standard eight-hour day, and tends to require a bit more time. At the same time, it’s not as if I’d breathe down their necks and tell them they have to spend twelve hours a day here – it’s up to them and the specific projects they are handling. However, I do make sure they have enough time to recharge, because I know how vital that is for me. Everyone has a different set-up, and I believe my colleagues see that I make space for my own hobbies and activities as well. We obviously spend a lot of time together at work and meet informally at team-building events. But you can do ‘mini-team-buildings’ every day – just by catching up over coffee or after a weekend to ask how someone is doing and what they’ve been
up to.
How would you define yourself – are you a leader, a strategist, a mentor or a team player?
I think of myself more as a part of the team and, hopefully, a source of motivation for others as someone who tries to lead by example. Regarding strategy, we are part of the global EY network, so not everything can be decided here in the Czech Republic. At the same time, I’m a great believer in collective decision-making. When a group of people with shared responsibility agree on something together, the team members are far more motivated to pursue that goal than if I were simply to tell them what targets to hit.
What would you recommend to young women who want to succeed in senior management?
There are several things I would suggest. First – it takes a bit of patience. This isn’t a sprint but a lifelong marathon. That means not giving up after a minor setback and not expecting everything at once.
The second thing, which is incredibly important, is not to give up on your dreams. You don’t have to sacrifice one thing for another. You can have it all, you just must not rush it. And truth be told, having a family is the most important thing to me.
How do you see the future of women in senior management? Are there still too few of us?
I believe our numbers are still very low. And I’m slightly concerned that this won’t change in any fundamental way as the business world remains very masculine. At the same time, as women, we have so many responsibilities and things we want to pursue – it’s perhaps part of our nature. We want to take care of our family, be mothers and wives – and these aren´t responsibilities you can just dismiss or solve e.g. through outsourcing. That will always, in some way, act as a constraint or a limit within the business sphere. What I truly wish for, however, is that everyone has equal opportunities – men and women alike – and that the best candidate is always chosen for leadership roles, regardless of gender or prejudice.
Do you have any other professional dreams?
For me today, it’s about having a positive influence on those around me. I want to succeed in cultivating the business environment, which I see as a long-term mission. And I would dearly love, as naive as it may sound, for people to simply be kind and decent to one another.
Martina Kneiflová, Country Managing Partner, EY Czech Republic
Martina has been with the firm for over 25 years. After graduating from the University of Economics in Prague, she joined Arthur Andersen’s tax department as a consultant before they later merged with Ernst & Young (EY) in the Czech Republic in 2002. Since 2022, she has successfully led EY Czech Republic, convinced that true leadership is built on trust, openness and authenticity. She believes in the power of the younger generation, finding inspiration in their courage and fresh ideas. Martina is married with two daughters, sings with her husband in the vocal Ensemble Hilaris and is a keen alpine skier who shares her home with two beloved Bernese Mountain Dogs.
Authenticity, respect and a long-term perspective. In an era where leadership is often measured solely by results, Martina Kneiflová’s approach serves as a quiet yet deeply compelling alternative. Perhaps it is exactly what the business world needs today, now more than ever.
