Oana Ilaș, Deputy General Manager of Retail Banking at Banca Transilvania, oversees the retail and private banking segments, as well as the development and management of retail products—ranging from loans, cards, bancassurance, and deposits to digital retail projects, retail data analytics, contact center & customer care, loan processing, and the bank’s overseas branches. With over 20 years of experience at BT, she has significantly contributed to accelerating the bank’s digital transformation and to consolidating its leading position in card services. She is a member of the Board of Directors of BT Credit Bureau, as well as the Boards of Directors of BT Direct and BT Asset Management, companies within the Banca Transilvania Financial Group. Oana Ilaș is also the Chair of the Executive Committee of Visa Romania.

On the occasion of her inclusion in the list of the 100 most powerful women in business, she gave an interview to Business Magazin, in which she discusses the bank’s digital transformation and the new leadership models that encourage innovation, autonomy, and accountability within teams.

What are you building now that’s different from when you started?

If I’m referring to the beginning of my career at Banca Transilvania, back then we focused on building products, processes, and scale. It was a necessary phase for consolidating our customer base, optimizing operations, increasing market share, and building trust.

Today, the stakes are completely different. We are building digital ecosystems that integrate the bank into people’s daily lives. Our role is no longer just that of a financial services provider, but of an infrastructure that simplifies decisions and creates continuity in the user experience. The major difference is the paradigm shift: we optimize products, but we also design experiences. We certainly track quarterly performance, but we also focus on long-term relevance. Furthermore, we build with a much more rigorous discipline of execution. I’ve learned that innovation without consistent implementation is merely an intention. Today, speed, data, and the ability to scale are defining elements.

On a personal level, the difference is that I now build everything with greater clarity regarding the impact. At first, I was more focused on immediate results, as is natural, but today I pay attention to how our work changes our clients’ lives, not just business metrics. It is a change, a transformation that forces you to be more present, more connected, and more responsible.

What old business rule no longer works for you?

The rule that says stability comes from rigid control and a strong hierarchy. In a world where technology is accelerating everything, uncertainty is constant, and competition is shifting across industries, excessive control no longer provides security—it becomes a hindrance.

I no longer believe in the leader who micromanages every detail. I believe in the leader who clearly defines the direction, framework, and values, and then fosters responsible autonomy. Organizational security comes from culture, strategic clarity, and alignment—not from micromanagement. A team that understands the “why” and has the freedom to act is far more adaptable than one that waits for approvals.

What kind of people do you want by your side in the next phase?

The coming years will be more complex than the past decade. That’s why, professionally, I’m looking for people who combine three essential qualities: professional rigor and discipline in execution—because good ideas only matter when they’re implemented flawlessly. Next, it’s important to have the ability to learn quickly and integrate technology—the pace of change demands intellectual flexibility and genuine curiosity. It’s also very important to me that they possess emotional maturity and a solid ethical compass—character is always a competitive advantage.

It’s important, but not enough, to be technically smart. It is essential to have discernment and to understand the impact of your decisions. In an era where technology can accelerate anything, people with integrity and balance are the ones who provide the right direction and stick with you.

What do you want to leave behind, beyond results and numbers?

Results are important and measurable. But they are temporary. What remains is the culture and the quality of the people developed along the way. If what remains is a more mature, courageous, and responsibility-oriented team, then the impact is real. Leadership, for me, is about building structures and teams that can perform even in your absence—not about being indispensable. This is, in fact, what a good leader leaves behind: a team that continues to grow.

What part of the business needs to be reinvented to remain relevant over the next 10 years?

The customer relationship needs to be fundamentally reimagined. Today, customers no longer compare their banking experience with other banks, but with the best digital experiences in the world. This means radical simplicity, intelligent personalization, anticipating needs, and being there where people need you in their daily lives. I believe that over the next 10 years, the difference will not be made by the products themselves, but by the ability to integrate data in an ethical, predictive, and relevant way. Banks, in general, need to become less transactional and more contextual—to be where people need them.

Where do you see the greatest opportunity for growth that others haven’t yet recognized?

I increasingly view the bank’s role as that of an ecosystem orchestrator. There is a major opportunity in integrating financial services into platforms dedicated to entrepreneurs, communities of all kinds, the diaspora, or specific industries. Sustainable growth comes not only from lending, but from the bank’s ability to become an integrator, connecting services, building partnerships, establishing a digital identity, and providing financial education within a cohesive experience.

What role do technology and AI play in the next chapter of business?

Artificial intelligence is a structural shift, not an incremental upgrade. It will influence how we make decisions, how we manage risk, how we personalize the customer experience, and how we increase operational efficiency. Whether it scares us or not, it will influence the way we live and work. But technology is merely an accelerator. If an organization has strategic clarity, a strong culture, and discipline, artificial intelligence accelerates progress. If these elements are missing, it can amplify imbalances. I don’t see the real challenge in the technical realm, but rather in the cultural one: how prepared are we to adopt new ways of working, to trust data, and to build responsibly in a world where speed is becoming the norm.

What mindset do you need to shift as a leader for the next phase?

For the coming period, the key shift is moving from the role of a detail-oriented executive to that of a strategic architect. As the organization grows, my role no longer stems from optimizing specific processes, but from the ability to build frameworks for thinking, define clear directions, and ensure coherence among initiatives. It is a sign of maturity to accept that your impact comes more from the alignment you create, the clarity you provide, and the space you give teams to perform—rather than from direct intervention. In essence, you shift from doing things yourself to making things possible.

What should the next generation learn from your journey?

That sustainable performance is built over time. Enthusiasm is important, but discipline, consistency, and the ability to stay focused on strategic goals are what make the difference. I would also add embracing vulnerability and authenticity, which are not incompatible with executive performance. On the contrary, they build trust, cohesion, and a type of leadership that stands the test of time.

If you were to rebuild the business from scratch tomorrow, what would you do differently?

I would build on a native, modular, scalable digital architecture. I would organize teams around customer experiences, not traditional structures, to create simple and seamless customer journeys. I would embed a culture of experimentation and rapid iteration from day one, so that continuous learning becomes part of our DNA. I would invest significantly in clients’ financial and digital education. An informed client is not “just” a service user; they are a growth partner, which fundamentally changes the relationship between the bank and its clients and the community.

What lifestyle rituals are non-negotiable for you?

I’ve redefined my relationship with time and energy. Daily exercise, moments of reflection, and continuous learning aren’t secondary activities—they’re pillars of my professional performance. I see leadership as a marathon, and mental and physical resilience are strategic assets on this journey. I no longer compromise on health and clarity. Without them, decisions become reactive rather than strategic.

What are the strengths and areas for improvement of the new generation?

The new generation is digitally native, adaptable, and less intimidated by change. They are bold in self-expression and have a natural affinity for technology—two essential strengths in a world that is constantly reinventing itself.

However, the path to development also requires strategic patience, an understanding of economic cycles, consistency, and long-term discipline. Yet, with proper mentoring and real exposure to responsibility, this generation can accelerate systemic transformation much faster than we did.