An Interview With Chad Silverstein
Encourage knowledge sharing & cross-team communication. A purpose-driven culture thrives on collaboration. Every employee should know how their work connects to others. That’s why we hold All Hands meetings where different departments share updates, insights, and key milestones, ensuring that no one operates in a silo.
Purpose has become the new currency of success in today’s workplace, and leaders who prioritize mission-driven cultures are standing out in the war for talent. To explore this important topic, we are interviewing Igor Loktev.
Igor has over 20 years of experience in IT and finance, bringing deep expertise in product engineering, data analysis, and systems optimization to Noda. Holding an MSc in Computing Science, an Executive MBA, and currently pursuing a PhD in Quantum Computing, he combines technical innovation with strategic leadership. His background enables him to foster a purpose-driven culture that attracts top talent by aligning cutting-edge technology with business growth.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Thank you for having me. I was always curious about technology and its real-world applications, which shaped my journey into IT and finance. MSc in Computing Science gave me a strong technical foundation, and I later pursued an Executive MBA to bridge the gap between tech and business. Currently, I’m exploring the intersection of Quantum Computing and fintech in my PhD studies.
Over the past 20 years, I’ve worked at the crossroads of product engineering, data analysis, and financial technology, always looking for ways to optimize systems and drive innovation. My passion for problem-solving, combined with my interests in sports, music, and computing, has influenced my approach — whether it’s building smarter financial solutions or a growing purpose-driven culture at Noda. Now, I’m focused on scaling Noda’s impact in the fintech space and shaping the future of payments.
Can you share the most interesting story that happened to you since you began working in leadership, culture building, or purpose-driven organizations?
The most interesting and defining stories always happen during a crisis. One of the most defining moments in my leadership journey happened during the early days of scaling our fintech. We had just onboarded a major client, but a week before launch, we discovered a flaw in our payment flow. It wasn’t a security risk, but it was just enough to hurt the user experience.
We had two options: go live as planned and patch it later, or delay the launch and fix it properly. The business case for launching was obvious — revenue, market momentum, and keeping the client happy. But I knew that long-term trust mattered more than short-term wins.
Instead of making a top-down decision, I gathered the team — engineers, product managers, and developers — into a war room and laid it out transparently. The discussion was intense. Some argued we should push forward and monitor the issue, while others insisted on fixing it before launch. I asked one question: If this were your own money flowing through the system, what would you want?
That shifted everything. The team unanimously agreed to take the hit, delay the launch by a week, and fix the issue properly. The client was frustrated at first but respected the decision when we explained why. In the end, not only did we launch with a flawless system, but that client became one of our strongest advocates, referring new business to us because they saw firsthand that we prioritised integrity over convenience.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
The first trait, I believe, is adaptability. I have dedicated a lot of time to learning, gaining experience, and I continue to do so today. As we all know, fintech is an incredibly fast-moving world, and you have to constantly stay engaged and put in the effort to stay ahead.
The second trait is openness — openness to new technologies, fresh perspectives, and insights both within and outside the team. It’s impossible to know everything yourself, so being able to listen, learn from others, and bring in talent with different backgrounds is key. That’s why we don’t just hire people with years of experience in fintech — we also bring in professionals from completely different industries who can offer a fresh outlook.
And finally, passion — believing in what you do. You have to genuinely love the product you’re building and selling, because that passion is what drives success. The best products are the ones you would gladly use yourself, the ones that feel like they were made for you.
Let’s now jump into the focus of our interview. What does a “purpose-driven culture” mean to you personally, and why do you think it’s critical for attracting top talent?
For me, a purpose-driven culture means that every team member clearly understands the value they bring to the business. When people — be it an accountant, a sales manager, or a developer — see the direct impact of their work on the end consumer, they become genuinely invested in doing it well. This sense of purpose drives motivation, fosters accountability, and ensures that every step they take is aimed at delivering real value and performing at their best.
How did you identify and define the mission or purpose for your organization? Was it inspired by a particular event, challenge, or insight?
Our mission has always been about staying ahead of the curve — continuously learning, adapting, and delivering the financial tools that modern consumers truly need. It wasn’t just about offering what we already knew how to do, but about understanding what would bring real value to our clients. If there was a demand, we saw it as a challenge worth taking on, no matter the effort required. If we didn’t have the expertise yet, we would learn. If the technology didn’t exist, we would build it. Our purpose is rooted in this relentless pursuit of innovation and putting our customers first.
What are the key steps leaders can take to embed purpose into the day-to-day operations and decision-making of their companies?
I believe that every leader, and, in fact, every employee should ask themselves a few key questions every day: What am I working on right now? Why does it matter? How does it benefit the customer? Does the customer actually need this? Would the final product change if I didn’t do this? How can I optimize time and costs for this task?
Bringing purpose into daily work starts with this mindset. When every decision is made with the end customer in mind, teams stay focused on what truly adds value. Leaders must cultivate this habit by encouraging open discussions, aligning individual tasks with company goals, and ensuring that every action contributes to a meaningful outcome. Purpose isn’t just a statement — it’s a daily practice.
What role does leadership play in championing and modeling a purpose-driven culture? Can you share an example of how you or another leader helped reinforce your organization’s purpose?
A leader must lead by example, demonstrating through daily actions how small, consistent efforts contribute to achieving the larger goal. Leadership isn’t just building strategy, it’s showing how each decision and step aligns with the company’s mission.
At the end of the day, the goal of any commercial organization is profitability. But sustainable profit comes only from satisfied customers who trust your service and recommend it to others. That’s why every action, every decision, and every product improvement should be focused on meeting customer needs.
An example of this would be a recent story that happened a few months ago. We were finalizing a major update to our payment infrastructure — one that would reduce settlement times for merchants. The engineering team was exhausted from weeks of intense development, and they felt confident we had done enough. But during testing, one of our junior developers flagged a minor discrepancy in how refunds were being processed. It wasn’t a deal-breaker, but it had the potential to cause confusion for some merchants.
I could have told the team to log it as a future improvement and move on. Instead, I asked them: If you were the merchant relying on this system, would you want this fixed now or later? That question changed the conversation. The team rallied, found a solution, and we delayed the rollout by 48 hours to implement it.
Two weeks after launch, a merchant reached out, specifically thanking us for how seamless the new refund flow was. That moment reinforced a key principle: every detail matters when you’re building trust.
How do you handle skepticism or resistance from team members or stakeholders who may not immediately understand the value of focusing on purpose?
At Noda, we only bring in people who share our values — purpose is woven into our culture from day one. Our leadership ensures that every new team member understands not just what we do, but why we do it. This isn’t just another job, it’s a place where people see the direct impact of their work.
Skepticism doesn’t really come up in terms of purpose — everyone here knows the value we bring to merchants and end-users. Of course, there can be discussions about how we achieve our goals, and that’s encouraged. But the why is never in question. We establish this mindset from the hiring process, making sure every person who joins Noda believes in what we’re building.
Ok, let’s talk strategy. Based on your experience, can you share “5 Steps to Build a Purpose-Driven Culture That Attracts Top Talent”? If possible, please include examples or stories for each.
- Clearly define & communicate the company’s purpose
People need to understand why they are here and where the company is heading. At Noda, we hold quarterly meetings where I personally update the team on key strategic directions, ongoing projects, and upcoming goals. Transparency builds trust and alignment. - Encourage knowledge sharing & cross-team communication
A purpose-driven culture thrives on collaboration. Every employee should know how their work connects to others. That’s why we hold All Hands meetings where different departments share updates, insights, and key milestones, ensuring that no one operates in a silo. - Celebrate milestones & keep the team motivated
Nothing fuels motivation like seeing progress. Recognizing achievements — big or small — keeps employees engaged and reinforces the impact of their work. At Noda, we highlight key wins, whether it’s a product launch, a successful partnership, or a company-wide goal met, to keep our team inspired. - Invest in continuous learning & development
Reaching ambitious goals requires staying ahead of the curve. That’s why we encourage ongoing education, support training programs, and reimburse employees for learning opportunities. - Hire for culture, not just skills
Skills can be taught, but shared values and mindset are non-negotiable. At Noda we look for people who believe in what we’re building. We hire people who share our vision, ensuring every new team member reinforces our purpose-driven culture.
Can you share a specific example of how embracing a purpose-driven culture helped your company attract exceptional talent or achieve a significant business goal?
Rather than highlighting a single moment of success, I’d say that our progress is built on daily wins. This could be refining our product, closing a key partnership, or optimizing our services for merchants — no matter how small, as it contributes to the larger vision.
One of the key advantages of this culture is that it attracts like-minded talent. When new hires join Noda, they become part of a team that understands the purpose behind their work. That’s what makes the difference.
What advice would you give to leaders of smaller companies or startups who want to build a purpose-driven culture but don’t know where to start?
I’d advise leaders of smaller companies and startups to start with the right people. You can’t impose a culture — it’s something you build with a team of like-minded people who share your vision and drive.
Find strong leaders for each key area of your business — people who aren’t just skilled but also deeply invested in the mission. When you have the right team, culture naturally takes shape because purpose is already in everyday decision-making, not just an empty slogan on the wall.
What are some common mistakes leaders make when trying to create a purpose-driven culture, and how can they avoid them?
One of the biggest mistakes leaders make is focusing too much on their own vision without truly understanding what their customers need.
A company can create an innovative, technically advanced product, but if it doesn’t solve a real problem for customers, it won’t succeed. Sometimes, businesses fall into the trap of developing solutions based on internal ambitions rather than market demand.
To avoid this, leaders need to listen, observe, and adapt. As I mentioned earlier, prioritising customer feedback, studying pain points, and constantly refining solutions based on real-world demand ensures that a company’s purpose aligns with what truly matters. When you solve real problems, you don’t have to convince customers to buy — your product naturally becomes essential.
How do you ensure that your organization’s purpose evolves and remains relevant as your company grows and the world changes?
Since we operate in fintech, staying ahead means constantly monitoring market shifts, emerging trends, and evolving customer needs. The industry moves fast, so we keep a close eye on regulations, competitors, and technological advancements to ensure our solutions remain relevant and valuable. One of the key ways we stay adaptable is by communicating with our customers. We regularly gather feedback and adjust our strategy based on their expectations.
What trends or shifts are you seeing in the workplace regarding purpose, and how do you think these will shape the future of business?
I’m not sure if it’s a trend, but one major shift I see is that even B2B businesses — like ours — can no longer focus solely on acquiring new clients. Instead, they need to understand the value they bring to the end consumer, meaning the customers of the businesses they serve.
This mindset changes everything. It pushes companies to design products not just for their direct clients but for the ultimate user experience. Businesses that recognize this will stay ahead. It’s about building solutions that prioritize convenience, efficiency, and real impact, not just for their immediate customers, but for the entire ecosystem they operate in.
In your opinion, how does having a purpose-driven culture impact not just employees, but customers, clients, and the broader community?
When employees truly understand and believe in the company’s purpose, they naturally communicate it more effectively to partners, clients, and the broader community. This creates a stronger, more consistent experience at every level — leading to more meaningful partnerships, and ultimately, a superior product that serves real customer needs.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people by building purpose-driven workplaces, what would that be? You never know what your idea can trigger. 🙂
If not fintech, I would likely focus on sustainability and technological innovation — perhaps developing a global initiative that integrates fintech solutions into environmental impact projects. Alternatively, a venture that helps companies align profitability with real societal value. If businesses focused not just on revenue but on long-term contributions to people and the planet, we’d see real, lasting change.
How can our readers further follow you online?
They can follow me on LinkedIn.
This was great. Thank you so much for the time you spent sharing with us.
Igor Loktev Of Noda On How to Build a Purpose-Driven Culture That Attracts Top Talent was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.