The Road to the Boardroom
A conversation with Eugenia Zorila Mertlik
Interview by Cristina Postolache, Amrop Partner, Bucharest
The chair is the ultimate guarantor of a high-performing board — its qualities, processes and people. To many, the role seems inaccessible. Competent chairs have drive, vigilance and discernment. They are self-assured, yet humble.
Eugenia Zorila Mertlik embodies the blend. Now back in her home country of Romania after a long international career, she talked to Amrop’s Cristina Postolache about her journey to the board of WRN. Here is a first-hand look at the transition from a global executive role to one of oversight. What advice would she give to anyone considering a board role?
7 Tips for aspiring board members
1. Start small (for example, with local nonprofit organizations) and early
2. Shift your approach - from hands-on to oversight
3. Be intentional and vocal about your aspiration with senior stakeholders
4. Be open to diverse opportunities and industries
5. Conduct 360-degree due diligence before accepting a role
6. Foster a healthy board culture: emphasize respect, openness, and trust.
7. Prepare deeply and stay informed about the firm: beyond the confines of the boardroom
About Eugenia Zorila Mertlik
With a track record in pharma and power, Eugenia Zorila Mertlik spent the last 20 years of her career in strategic roles for Bunge, a Fortune 500, Missouri-based agribusiness multinational. She served as Vice President of Global Operations from 2018 to 2023. From 2021 to 2023 she was Supervisory Board Chairwoman of WRN, a German plant-based oil producer of which Bunge is a majority shareholder. She is an alumni member of World 50 and an active member of European Women on Boards.
Eugenia first started thinking about a board role early on. But she only started to seriously consider the move ten years ago, as she intensified her contribution to Bunge’s global strategy and vision. “I was reporting to the C-level. And I saw people around me having board roles.” With a certain level of experience, “you think about how you can make your legacy real.” Not only is a board role a compelling way to participate in a firm’s development, it benefits the “wider world of other companies.”
Another catalyst was her exposure to women considering or performing board roles. She joined the Female Executives Chapter of World 50 — an invitation-only knowledge-sharing platform for CEOs, boards and executives. These connections slowly formed her network. “My interest started by growing as a professional and understanding what this could mean for me, by seeing what it meant for others.”
Evolution, not revolution
Today’s non-executive board members face a two-horned problem. First is a widening spectrum of duties in today’s volatile business environment, where information overload is constant, and accurate information sometimes elusive. Secondly, NEDs are legally accountable for their decisions. Was she apprehensive?
This was a natural evolution, she says. As her new role would supplement her executive function, she admits that the extra workload gave her pause. But she was supported by mentors, colleagues and bosses – including her senior entourage at Bunge. “I was encouraged. I was told I had the ability.” Bunge also gave her time to prepare and participate in board meetings. “It was seen as an executive development opportunity. If you’re exposed to board roles, you’ll grow and bring that added wealth of experience to your executive role.”
From execution to oversight
Still, there is a core distinction between an executive and a board role. “You have to maintain distance; not natural for an executive fully involved in the day-to-day.” How did she switch mindset? “What helped me most was to detach myself, keep an objective view, and guide through influencing.” Fortunately, a seasoned global executive is adept at persuading. “You don’t always have the levers and tools to execute yourself.” Her new position simply sealed her modus operandi. “Meanwhile, the executive skills I brought with me helped me to understand the challenges of the executive team.”
No journey without a map
Eugenia also has sound advice for board candidates: examine the company’s reputation, governance, control frameworks and legal environment. Size, geographical footprint and market also deserve consideration. “You’ll probably need different skills and strategies.” You also need clarity on the firm’s industry, the learning opportunities it offers, and its fit with your values. “Maybe some industries are a no-no for you. Otherwise, if the company has a good reputation and no legal red flags, go for it.”
She is personally accepting of all industries, particularly because a board member can be a force to change a company or even an industry. But one’s contribution has to be relevant. “And relevance also means guiding in the right direction. I stay open. I’m not saying no to anything without knowing what I’m saying no to.” What if she were a vegetarian invited to be on the board of a meat-packing company? “Vegetable meat exists. We had a project on that.”
A 3600 investigation
She strongly recommends that board candidates perform due diligence. “I wouldn't take the role until I eliminate the question marks. Because if I have question marks now, I won’t go into the role with a fully open heart and I'm not sure I’ll be successful.” Surely there are always question marks? “It depends on how big they are; yellow, orange or red flags.”
Research begins with attitude: exercising the right and responsibility to ask the tough questions. “Board interviews are bi-directional,” she cautions. “You have to understand the legal aspects, governance, risk, and control frameworks. What is the company’s reputation? I would describe these more as conversations than interviews.”
She also advises talking to customers, suppliers, one’s network. She applied this rigor to a known entity: WRN: “I had a 2-hour conversation with the legal advisor.”
Understanding the company’s leadership is pivotal. “Who are the people you will work with and who are your board peers?” She recommends combing the press and social media. LinkedIn is particularly productive. “When you get a new contact, you see common contacts, right?” In short: “research the company, research the people who are running the company, and make your decision.”
“Talk to people, get the culture”
What questions should you be asking yourself — or expect? Eugenia emphasizes a clear motivation to participate positively and stay constantly informed about the company’s internal and external landscapes. “And then putting all this understanding to work, advising and guiding the executive team to come up with the best possible strategy and guiding them in executing it.”
To do this, it’s vital to have the right information. She learned best practice as an executive presenting to the board, listening and learning. “I was actively looking to be mentored by board members, especially female.” For example, asking for materials a week or two in advance of the board meeting enables members to prepare for discussions and avoid surprises that might compromise decision-making: “because you didn’t have the time to understand.”
Beyond talking to the firm’s executive team and reading the press, she recommends mentoring people, visiting offices, plants, customers and suppliers. “Talk to the key stakeholders. Talk to government entities.” All this, while staying abreast of the legal landscape.
Running the A team
Once in the boardroom, what dynamic should one expect, in order to best support the executive team? This is no playground. “You want to be part of a cohesive board and do your best to contribute to that cohesion.” A board should be the ultimate high-performing team. “You need respect, openness and trust. And you lead by example.” Fortunately, these are her personal values. And if there is friction? “You have a one-to-one conversation. You try to manage a conflict or potential conflict. Be sensitive to clues. Feel the room.”
When something is amiss, take a break and address it right away, she stresses. Or if this compromises the meeting’s objectives, tackle it right afterwards. “If you are the chairman of a board, it’s like managing an A-team. If you are a peer, it’s like being a team member and contributing to a better team.” As boards typically comprise senior people, one would expect cooperative behavior. “But I know for sure that exceptions exist, so it’s good to be alert.”
Start early and speak up
What advice would she give to aspiring board members? It’s about being clearly intentional. As a leader or executive team member, “Start being open to understanding what a board role means. Be conscious about bringing to your network people who are already board members and see what that means for them.”
She also recommends starting small. “Some of my American colleagues started in their late 20s or early 30s as board members at their kids’ school. Or at the local hospital. So, begin with non-profit board roles. They are not paid, but you gain the experience. And you create a network, you start learning.”
With the right executive experience under your belt, it’s time to start the engines - to share your intentions with your boss and meetings with external stakeholders. “If you talk to people in more senior roles, ask what you would need to do to prepare yourself. Or ask peers about their experiences.”
She advises membership of industry, management or executive platforms to identify opportunities, grow one’s network and learn from board practitioners. “Some people are so internally focused that they forget about the bigger world outside.”
Taking stock
Looking back to WRN, what major milestones spring to mind? “The most important thing we did during my chairmanship was to approve a very significant investment. It involved a lot of work on the part of the executive team, but also a lot of influencing from the board to get the finances right.” Fortunately, she had a robust track record in investments. “I put my experience as an executive to work. So, I could guide the executive team through the right steps to get that investment approved and then start executing it.”
She stopped working full time in 2023. Would she take on one or two board roles? “I think I’m in the right place to be doing that.” She is quietly aware of her attributes. “I had a global role, deep cultural experience. I had teams in Asia, in six or seven countries, in South America, North America, Europe, Africa. I have lived in Barcelona and Amsterdam.”
She is particularly interested in supporting her home market: “a local Romanian or regional company which wants to expand.” International growth is a critical moment for any firm: “the challenges are different. I also have significant experience in mergers and acquisitions and post M&A integration. I’d like to bring my experience back home and help my country.”
About Amrop in CEE
Embedded in CEE since 1977, Amrop is the region’s premium Executive Search and Leadership Advisory firm. All offices are partner-owned, with teams in 16 countries composed of local nationals. 42 senior consultants are backed by full-time, trained researchers. Amrop CEE is a member of the global Amrop Partnership, with 69 offices in 57 countries.