Before I started helping directors and leaders advance their careers, I was leading the Asia region as the Vice President of Brand Marketing and Communication at Volvo Group. AB Volvo has over 100,000 employees and $52 billion in annual revenue.

Later, I became the Global Vice President of Communication at Atlas Copco, Sweden’s largest company by market cap at $78 billion, with over 53,000 employees.

I had these roles in my mid-30s.

Back in 2007, after graduating from university in Shanghai with a degree in English literature, I landed my first job as an account executive at Leo Burnett. I knew nothing about advertising, so my first six months were spent trying not to get fired. I handled tasks like burning DVDs, proofreading materials, and running between departments to deliver projects.

Being exposed to top brands gave me clarity on what I wanted next—the automotive industry. In 2008, I joined Bentley Motors as their Marketing Communications Manager. That year alone, I managed 36 auto shows and dealer openings, barely spending time at home.

In 2010, I made a big leap by joining Volvo Group as Senior Manager of Communication and Brand. This placed me on the country management team in China at just 26 years old, surrounded by seasoned leaders with an average age of 45. To add to the challenge, two directors went on maternity leave simultaneously, and I covered their projects. I was working 16-hour days, six days a week just to stay on top.

But that hard work paid off. In 2012, I became the Global Internal Communication Director and relocated to Belgium.

Up until this point, promotions came effortlessly—every couple of years, I moved up.

I stayed in the same job for three years with no new opportunities. I transitioned to Global External Communication Director in 2016, but it felt more like a lateral move than a promotion. Despite working harder than ever, expanding my role, and seeking leadership development, I spent eight years stuck in director roles.

During those eight years, it wasn’t for lack of trying.

In fact, I was working even harder. I doubled the scope and responsibility of my role, taking on the most strategic projects and short assignments to expand my exposure and network within the organization.

I proactively spoke at global company events, gained more visibility with the executive team by taking on stretch assignments, and continuously pushed the company to invest in my leadership development through training programs.

I read books, watched executive interviews, attended networking events, and received great advice from mentors and sponsors. I discussed my career development with HR and my manager.

Externally, I was often headhunted for more director positions, and I also applied for new opportunities while continuing to outwork everyone else—something we, as Chinese, are quite good at.

I felt stagnant. My income was flat, my learning curve plateaued, and I wasn’t making the impact I desired. Relocating for better opportunities meant uprooting my young family to Sweden, and despite being headhunted externally, I couldn’t break through to the next level.