Anna Filochowska / Zach Friedland

My career started at a very young age—in a field you probably wouldn’t expect.

I picked up a violin when I was six years old, and by the age of 11, I had a scholarship to a prestigious music school and went on to play professionally in rooms full of adults. I was often the youngest person in a room full of conductors, promoters, and fellow artists. It ingrained in me the awareness that I am always learning and that I think everyone has something valuable to share. I carried that belief with me to Deloitte. I want to hear my team members’ perspectives, not overpower them. For me, the key is making people feel at ease. Our work is important, but it has to be sustainable and fun.

For me, part of being a successful leader is tailoring my approach. I’ve learned that I need to understand what works for each person. For some, it’s positive encouragement; for others, it’s direct feedback. The beauty is that when I give people that ownership and recognize their skills, I feel we can create something really great together. Being a leader who wants to help their people and can adapt to support them all is extremely important to how I want to lead the way.

I believe in giving people the space to express their ideas. Sometimes a person with less experience or who is new to the team might feel shy or insecure, but I’ve found there can be a lot of gold if we listen. I try to foster inclusion by asking, “What do you think?” and giving positive, constructive feedback. I think it’s about helping people notice what they’re really great at and encouraging them to lean into those strengths. In my time as a musician, I didn’t always have that safe space myself. I learned that the environment you create can determine how someone can thrive and be their best.

When you’re on a high-speed tech project where targets feel like they are always moving, having a supportive leader can make all the difference. Anna was a breath of fresh air when she came onto our team as a leader. She had this energy of “where can I plug in?” There was no sense of hierarchy; she just wanted to be a resource and help.

I remember my first couple of days working with her on a market report. It was getting late for me in the LA office, which meant it was even later for her in New York. I told her she didn’t need to keep working, and that I could wrap up. Right from the start, she just said, “No, I’m here.” We didn’t even really know each other well yet, but she was immediately happy to help and stayed with me until we finished. That support and care really stood out.

What she does so well is embody the concept of treating people like people first. She approached every situation constructively, asking, “How can we solve this together?” or “How can I support you?” As I grow in my own career, I want to carry that passion for treating people with empathy and respect. Anna has this unique blend of a human-first approach while also being incredibly driven and productive, and I think it rubs off on everyone around her.