Breaking the Code: A Culture-First Approach to Global Tech

Q & A with Ms. Van Dang, Founder and CEO of Savvycom 

Forbes called her one of Vietnam’s top tech leaders. AusCham named her Business Woman of the Year in 2023, and recognized Savvycom as the Best Place to Work in Vietnam in 2025.  In this conversation with [C] Vietnam, Van Dang shows how great companies scale while growing stronger from the inside out, proving that trust, culture, and a clear sense of purpose can be strategic advantages. 

In a region where women earn STEM degrees at high rates but remain underrepresented in leadership (only 23% of senior leaders and just 8% of technical leaders at the top 50 tech companies in Southeast Asia are women, according to CIF.org), Van Dang has rewritten the rules.

As the Founder and CEO of Savvycom, Van has transformed a Hanoi-based startup into a global digital consultancy delivering solutions across finance, healthcare, and manufacturing. Armed with a Computer Science degree from the University of Sydney and early-career roles in research and consulting, she launched Savvycom in 2009 with a clear mission: to showcase Vietnam’s engineering excellence on the world stage.

Today, with offices in the US, Australia, Japan, South Korea, and Southeast Asia, Savvycom is a case study in culture-driven growth. Nearly half of her workforce is female—remarkable in an industry where gender disparity is most stark at the top—and her approach to inclusion, wellness, and transparency has helped the company thrive through challenges, including the pandemic.

What has been your guiding vision for company culture, and how has it evolved as the business has grown or faced challenges?

From the very beginning, we believed that company culture shapes how we work and grow together. Along with the leadership team, we developed our culture based on four core values and 12 behavior rules – what we like to call the “DNA of Savvycom.”

As the company expanded quickly in both team size and markets, we realized even more how essential a strong culture is.

In the past, Savvycom focused on APAC, the US, and Europe. In recent years, we’ve expanded to new markets like South Korea and Japan. Entering familiar markets is already challenging, entering new ones is even harder, especially when many companies around the world are also targeting them.

That’s why we knew we needed bold ideas and people who dare to think differently and take action. In these moments, creating a culture that encourages innovation, persistence, and continuous learning becomes critical. Our culture and behavior rules help us attract the right people and stay united as one team, especially during tough times.

How do you balance performance expectations with employee well-being and engagement across different levels of the organization?  

Each year, we collaboratively define OKRs and KPIs to set clear goals and evaluate performance. This process isn’t top-down, it’s a two-way conversation. Managers work closely with each team member to ensure goals are aligned with the company’s direction, are realistic, and most importantly, are mutually agreed upon. When people understand the “what” and the “why” behind their work, they naturally become more motivated and proactive. Equally important is creating a supportive and positive work environment. We believe that when people feel good and connected, great performance follows.

What specific values or behaviors do you reinforce that help create a sense of trust, inclusion, and accountability at work?

I believe company culture is the foundation for sustainable growth. We’ve created an environment where people feel safe to speak up, even about things they’re not happy with. Internal surveys are conducted regularly and in different ways to make sure every voice is heard and responded to.

We also strongly believe in empowerment—not just assigning tasks, but giving people the authority to make decisions and take ownership. When you trust your team, they become more motivated and proactive.

Inclusion is another area I care deeply about. You might be surprised that 46% of our employees are women, quite a high number for a tech company. At Savvycom, we make sure everyone, regardless of gender or background, has equal opportunities for training, mentorship, and career advancement.

Lastly, I believe that if we want our people to be responsible, leaders must lead by example. I always try to keep my commitments, take responsibility, and be open with the team, because trust is built through actions, not just words.

How do you identify, hire, and retain people who are a great fit, not just in terms of skills, but also culture and mindset?

At Savvycom, we take a multi-per spective approach to evaluating candidates. Depending on the role, a candidate may meet with their future manager, potential peers, and members of the HR team. Each brings a unique lens—from strategic thinking and collaboration to culture and personality—helping us make more well-rounded and objective decisions.  

We also see hiring as a two-way street. It’s not only about us choosing the candidate, but also giving the candidate a chance to assess whether Savvycom’s values and environment align with what they’re looking for. That’s why we’re transparent from the very beginning about who we are and what we believe in.

Once someone joins, our priority shifts to helping them thrive. We focus on building a workplace where people feel respected, empowered to grow, and connected to a greater purpose, a place where they can create real impact.

What practices do you use to keep people motivated and recognized, beyond compensation or formal rewards?

At Savvycom, we make space to celebrate the small wins along the way. For instance, we believe that good behavior drives great results. That’s why we run a program where employees can send thank-you notes or words of encouragement to one another. Colleagues often notice and appreciate positive actions more immediately than managers can, and these simple, genuine messages help create a culture of appreciation and positivity.  

We also believe strongly in the philosophy of “Leaders Build Leaders.” Talented individuals are given opportunities to step up, take on new challenges, and grow into leadership roles. It’s one of the ways we recognize potential and invest in long-term development. To us, recognition isn’t just about rewards, it’s about listening, empowering, and making sure every team member feels seen, supported, and connected to a larger purpose.

What’s one turning point that became a defining moment in shaping the culture you’re proud of today?

One defining moment that helped shape Savvycom’s culture was during the pandemic. Like many companies, we faced uncertainty – not just in terms of business, but also in how to keep our people connected, motivated, and emotionally supported during remote work and global anxiety.

Instead of focusing only on survival, we made a conscious decision to double down on transparency, empathy, and connection. We launched weekly CEO Notes, where I personally shared business updates, challenges, and encouragement. We also opened more channels for employees to voice their concerns, even anonymously. One small initiative was introducing Wellness Fridays where we had short, virtual gatherings, sometimes just to chat, do mindfulness exercises, or celebrate small wins together.

What surprised me most was how these small but consistent actions deepened trust and connection across the team. People felt seen, heard, and part of something bigger. It wasn’t perfect—we made mistakes along the way—but it was a turning point. From then on, we realized that culture isn’t built during easy times, but in how we show up during hard ones. That period reminded us that a strong culture is not just about perks or policies, it’s about shared values, emotional safety, and a genuine human connection.

Savvycom has been able to attract top talent even during challenging times. What makes the company so appealing?

I believe what sets Savvycom apart is our entrepreneurial spirit – not just at the leadership level, but embedded throughout the organization. We give people the opportunity to lead, take ownership, and grow—even if that means trying, failing, and trying again. One example is our journey to expand into South Korea. In the beginning, while searching for a local CEO who truly understands the market and culture, we temporarily appointed a member of our Group’s Board of Directors to act as interim CEO, whose mission wasn’t just to kick-start the operation, but to find the right successor and gradually transfer Savvycom’s DNA into the new company over the first year.  

We empower our leaders to own their markets and give them a real voice in key decisions. They are trusted to build their own team structure and local policies tailored to the needs of their market—all within a framework of “permission to fail fast and learn fast.”

To support them, we hold regular 1-1 sessions between CEOs, the BOD, and group executives, to ensure challenges are addressed in a timely and collaborative way. On top of that, we always provide clear personal development pathways, so each individual knows they are not walking alone—they’re backed by an entire ecosystem that’s committed to their growth. At Savvycom, attracting talent isn’t just about offering opportunities. It’s about empowerment, support, and long-term partnership—values that resonate with high-caliber individuals who want to make a real impact.

Looking back at your own journey—whether in how you grew up or how you grew in business— what experiences shaped your belief in the importance of workplace culture?

I didn’t start Savvycom with just a business idea, I started it with a belief: that I could build a workplace where Vietnamese people could develop an open mindset, global skills, and the confidence to step onto the international stage. When I was studying in Australia I asked myself: Why are Vietnamese people, who are so talented and hardworking, still not truly present on the global stage?  

From the very beginning, I aspired to create a space where everyone could unlock their full potential, free from the constraints of traditional mindsets or geographical boundaries. And the more I work, the more I learn from the stories of great companies around the world—where culture is the foundation of lasting success—the deeper I understand the true value of workplace culture. It has inspired me to keep learning, building, and nurturing a culture where everyone is empowered to grow and reach further.

What trends do you see on the horizon in the tech industry?

During the pandemic, tech companies had to rise above significant challenges, and it became clear that staying in this industry means living in a constant state of adaptation. Technology is evolving rapidly, often faster than policy can keep up, and the pressure to stay ahead of the curve is immense. At Savvycom, we respond by building a strong ecosystem of partnerships and by listening closely to the market. We position ourselves not just to react, but to lead. That’s why we’ve embraced the model of a learning organization—one where every team member is encouraged to adapt and evolve. 

Artificial intelligence (AI), for instance, has shifted from being something to consider in the future to being a core part of business strategy in the present. In just a short time, the number of projects involving AI has grown from under 5% to more than 25% and it is still growing. Clients are increasingly asking: How can we use AI to boost productivity, especially in management? Of course, with that demand comes heightened expectations—and sometimes a mismatch between what’s possible and what’s expected. But I believe that by staying close to our clients, responding to feedback, and fostering continuous learning, we can deliver innovative solutions that meet the moment and go beyond it.