Riikka Söderlund

Chief Operations Officer

Tallin

My Role

In my role as COO at Katana, I oversee all revenue teams as well as data and AI, servicing our 1,500 SMB customers who are trying to tackle their inventory challenges in a very complex retail environment. On a broader scope, I help brands acquire customers and develop a meaningful customer experience.

What I love most about my role

I love that my professional journey has allowed me to help businesses truly make an impact with their customers as well as our own employees. Optimizing revenue growth and building brand awareness are key aspects of my role at Katana and the pride and sense of purpose it builds for all Katanauts is my fuel. I truly enjoy putting plans into action and surpassing expected results for small business owners.
Leading our marketing and growth efforts has been such a fulfilling journey. I’ve seen firsthand how the right mix of strategy and technology can help SMBs simplify operations, reach new customers, and scale sustainably. This year’s economic challenges—tariffs and trade tensions—have tested a lot of business owners but helping them pivot and find success through it all has been one of the most meaningful parts of my work.

How I define success

To me, success can be measured when combining passion with expertise to achieve exceptional results. I have seen my biggest successes by partnering cross-functionally to architect scalable, repeatable go to market processes. I take a holistic approach to marketing and sales and then combine my experience with skillful communication and creativity to achieve these results. Nurturing a team that is thriving and delivering innovative solutions to SMBs around the world is my way of contributing to common good.

The best piece of business advice I ever received was

The best advice I’ve received is: “Just start”
Early in my career, I noticed that the most growth—and the most visibility—came from volunteering for the messy, ambiguous challenges others were hesitant to take on. That advice taught me to lean into uncertainty, ask difficult questions, and be comfortable not having all the answers on day one. It’s shaped how I lead today: I encourage my teams to just dive in and see challenges as opportunities to learn faster while doing, build resilience, and create outsized impact. More often than not getting it done matters more than getting it right on the first try.

What would I tell my younger self

I would tell my younger self that it took me far too long to realize that other people are not inherently smarter, more talented, or more capable than I am—they’re just often more confident. I wish I had trusted my own judgment earlier and taken up more space in the rooms I was already qualified to be in.
One mental trick I use now is to pause and ask myself, “who is more capable to do this than me?”—and then recognize that I am at least as capable and prepared as the people who naturally assume they belong. I’d remind my younger self that she was ready long before she felt ready, and that confidence is not a reward you get after success; it’s a tool you use to get there.

What 2B Bolder mean to me

To me, 2B Bolder is about refusing to stay invisible. It’s a call to step forward, share our stories, and take up the space we’ve already earned through experience and hard work. As a COO in a tech company, I know how easy it is for women. especially in data, AI, and operations, to downplay their impact while others confidently claim the spotlight. 2B Bolder is a reminder to challenge that pattern: to treat our expertise as an asset that deserves to be seen, heard, and valued.
It also means being very intentional about lifting others as we go. Women are still underrepresented in leadership, so visibility isn’t just personal, it’s systemic. When we share our journeys, the messy parts as well as the wins, we make new paths visible for the next generation. 2B Bolder, for me, is about using my platform to mentor, to normalize women in senior roles, and to show other women that they are more ready, more capable, and more “qualified to be here” than they often give themselves credit for.

Years of Experience

I recommend you focus on developing these 3 skills to succeed in a role like mine

1. Hands-on, yet strategic- making significant impacts on revenue by inspiring teams to overachieve goals and building trust with all stakeholders.
2. Adaptable- thriving in fast-growth environments, now with the help of AI
3. Nurturing diverse company cultures that accelerate team performance and lead to better business results.