Many companies say their employees are the key to success. At Present Connection, having grown tenfold over the past 12 years, we see it differently: the true indicator of business success is when employees choose to grow together with the company.
So, what does it take to create a model that benefits both employer and employee? We share our own experience through the stories of two of our team members: Ernestas Burokas, who joined as an intern and is now a Tech Lead, and Rokas Jankauskas, who started as a developer and is now the General Manager in Lithuania.
Rokas joined Present Connection 11 years ago. After steadily progressing through different roles, he officially became General Manager on October 1. He admits that staying at the same company for more than a decade is not typical in the IT field. In his view, people usually start looking for a new employer when they stop seeing opportunities to grow. According to Rokas, that has never been an issue at Present Connection.
“After finishing my computer science studies at KTU, I worked both in Lithuania and abroad. I remember enjoying the summer of 2013, and in the fall I began looking for a job. I found a vacancy at Present Connection and decided to apply. At that time, the company was very small, all employees worked in the same room, and the interview was with the company’s director himself. What I really liked was the clear communication about the job and the projects. When I joined the team, I quickly saw that the recruitment process was genuine. The same openness was present throughout the company,” says Rokas.
Around the same time, Ernestas joined Present Connection as well. The company then had only five employees, and Ernestas became one of the first three interns. After just one month, all three were offered full-time roles.
“Over ten years I’ve had many opportunities to grow, from intern to internship coordinator to Tech Lead. I think the approach of growing people from within really works. When you hire a specialist, you’re never completely sure they’ll be the right fit. With interns, you can be a mentor, they value your time and are eager to learn. I remember being grateful for the opportunity myself, and that’s how a stronger connection with the company developed. Hiring interns creates a win-win situation for both the young person and the company,” says Ernestas.
A Model That Encourages Growth
What continues to inspire us most at Present Connection is our company culture and the values we live by.
“Although the company has grown to 70 specialists in Lithuania alone, the culture and values remain the same. We have open and direct communication, we don’t focus on titles, and anyone who wants to grow has the opportunity to do so. All it takes is initiative,” Rokas emphasizes.
One of our strongest qualities is the ability to grow our own specialists, often starting by becoming their first “client”. This approach has changed slightly over time but its core idea remains.
“My first assignments were internal projects. Today, we apply a similar method with interns. During the internship period, they learn and build tools we use internally. If they do well, they become employees and continue their work. After successfully completing that phase, they are gradually involved in client projects,” Rokas explains.
Our internal platform, Present Connection Intranet, is a great example. Built and improved by employees and interns, it covers all areas of company operations including finance, administration, recruitment, internal benefits, employee recognition, and more.
After a decade working with young IT professionals, Ernestas sees a shift in attitude.
“Today’s interns are bolder. They’re not afraid to express opinions or question things they don’t like. At the same time, they may be less attached and expect more recognition. I’m not saying it’s a trend, it’s just my personal observation. On the other hand, they come with more knowledge than we had. Honestly, with what I knew back then, I probably couldn’t compete with them now,” he smiles.
He takes pride in those who use the opportunity to grow.
“I’m proud of young people who join as interns and grow into full-fledged specialists,” he says.
The Value of Mentorship
Our company has been running a buddy system for years. Every new hire is paired with a more experienced team member who introduces them to projects, processes, and helps them integrate.
In addition, we have a mentorship program. Anyone in the company can access a list of mentors and choose someone who inspires them. Topics vary widely, from software development or HR to speed reading. Still, the success of the program depends on motivation and preparation rather than good intentions.
“Mentorship is meaningful when the initiative comes from the person seeking it. In our system, the mentee prepares questions or ideas and reaches out. When someone already explored possible solutions and then asks for help, that’s when productive conversations begin,” says Ernestas, who has mentored many colleagues.
The program also supports personal projects. One colleague once reached out for guidance while writing his bachelor’s thesis.
“At work he used one technology, but for his thesis he needed another one that I knew better. The best part was that we both gained from the experience. I had to deepen my knowledge, try something new, and improve my own skills,” says Ernestas.
Rokas shares a similar story.
“When I joined the company, I found a mentor right away, even though there wasn’t a formal program yet. Honestly, I don’t even know if that colleague knew I saw him as my mentor,” he laughs. “I was curious and motivated. I absorbed everything and naturally chose someone to learn from.”
Organic Positivity and Growth
According to Rokas, regardless of a company’s size or maturity, one of the best ways to inspire people is by creating an environment for growth.
“We all have the potential to stay motivated, but it works only in an environment that allows people to get involved and gives them both challenges and opportunities. At Present Connection, anyone who wants to grow is given the space to do so. And it all happens naturally,” says Rokas.
Ernestas adds that a positive culture also depends on the ability to express opinions and build strong team connections.
“In every project I try to find what I enjoy most and focus on that. Of course, working conditions, project types, technologies, and fair compensation matter. But just as important is the overall atmosphere, whether it’s enjoyable to work with your teammates,” he says.
When a person feels like part of a team, it’s easier to handle even less enjoyable projects.
“I believe that every success, failure, or mistake is a team responsibility. When tough or boring tasks come up, we share them. No one is left alone to struggle,” says Ernestas.
Keeping the Momentum
Now leading Present Connection in Lithuania, Rokas says that while long-term strategy is still being developed, his main focus right now is to maintain motivation within the team and continue the company’s steady growth.
“When the company grows, attracts new clients and projects, employees see the progress and value it. Also, whenever a new role or project appears, our first step is to consider internal candidates. That way, people not only see success, they become a part of it. For example, when I took over as Managing Director, the person who stepped in to lead my former team was a long-standing team member,” says Rokas.
“Companies that create opportunities for people to grow often see another benefit: loyal employees.”
You can read text in lithuanian here.
