Womenize! – Inspiring Stories is our weekly series featuring inspirational individuals from games and tech. For this edition, we collaborated with ESBD – eSport-Bund Deutschland e.V. and talked to Karina Ziminaite, Head of Content Production at Esport World Cup Foundation. She speaks about her journey from journalism to esports, emphasizing how storytelling, adaptability, and people-centered leadership have shaped her approach to guiding creative teams and amplifying authentic human stories on a global stage. Read more about Karina here:
Hi Karina! You started out as a journalist and later studied international media before stepping into esports. What drew you from traditional media into the world of gaming, and how did those early experiences shape your voice as a leader today?

I first chose journalism because, at the time in Lithuania, there was no option to study screenwriting – my original dream. I always wanted to combine creativity, storytelling, and narrative-building, and journalism felt like the closest path. I was fortunate to work with incredible mentors who saw my hunger to explore and gave me opportunities beyond local news. This led me to cover major international events such as the Royal Wedding of Prince William and Catherine Middleton in London in 2011, Eurovision in Azerbaijan in 2012, and multitude of A-list concerts and festivals across Europe.

After a while, I felt that in order for me to have a well-rounded media experience I should venture beyond Lithuania. I wanted to cover stories relevant to many, deepen my knowledge and skill set. That brought me to Germany, where I pursued my Master’s degree. While studying in Bonn and living in Cologne, I quite literally bumped into people working in esports and was astonished to discover this vibrant world of broadcasts, arenas, global audiences, and narrativesI hadn’t known existed. It sparked my curiosity, and I ended up writing my Master’s thesis on how esports were covered in mainstream media.

I’ve never been an avid gamer myself, though my brother was. Having recently lost him, stepping into this field felt like more than chance, it felt like a calling, a way to honor his passion while also carving my own path. From a professional standpoint, I also recognized how traditional media was struggling, while esports represented an exciting, emerging space to tell stories to deeply engaged audiences.

My love for gaming and esports grew over time, particularly through the human side of it: giving legitimacy to young players’ efforts to reach global recognition, highlighting friendships forged online, bringing to light individual stories and amplifying voices that otherwise would go unheard.

Those early experiences in journalism shaped me profoundly as a leader. They taught me to listen first, to adapt to different people and contexts, and to identify the emotional essence of a story, the details that move people, create goosebump moments, and stay with them long after.

You’ve led creative teams at some of the most influential esports organizations. How would you describe your leadership style, and what have you learned about guiding creative people in the esports industry?

I would describe my leadership style as both demanding and people-centered. I care deeply about my team’s well-being and growth, and I see their success as my success. Over the years, I’ve learned that my role as a leader is less about chasing personal achievements and more about enabling others: clearing obstacles, opening doors, and creating an environment where people can truly flourish.

I lean toward a mentor style of leadership. Having gathered a wide range of experience, I enjoy sharing it, guiding, and teaching. I like to be hands-on at first, and then gradually step back as trust grows, allowing team members to prove themselves and take ownership.

That said, I also recognize that leadership is not only about enabling but also about making strong calls when needed. While I believe in collaboration and giving space, I’m not afraid to take an active approach and make firm decisions, particularly in moments that require speed, clarity, or crisis management. I think it’s important for a team to know that while their voices matter, they can also rely on me to take responsibility and lead from the front when situations demand it.

In terms of structure, I don’t believe creativity thrives in chaos. I believe it thrives when there’s a clear framework, discipline, and processes in place, because those give people the freedom and mental space to think boldly and innovatively. I’m also a strong believer in collaborative creation and drawing from diverse perspectives, while still emphasizing accountability, attention to detail, and a commitment to excellence.

Ultimately, I strive to create an environment where creatives know the standards are high but attainable. That balance motivates people to push themselves, and when they deliver, it gives them a deep sense of pride and accomplishment. In that way, I see my leadership style as a mix of servant leadership, enabling others to succeed, transformational leadership, inspiring them to grow and reach higher than they thought possible, and a decisive, results-oriented approach when circumstances demand it.

Looking back at this journey from writing stories to now shaping how stories are told on a global stage, what lessons stand out most to you about growth, adaptability, and leading?

Storytelling has taught me that, no matter the platform, people crave connection, belonging, and authenticity. Audiences respond when you reveal true personalities, whether it’s immediate charisma, raw talent shining through, or someone who needs time, patience, and support to open up. Taking that extra time, when possible, almost always makes a lasting difference.

For me, growth has always come from stepping outside my comfort zone, experimenting, and striving to improve with every project. I’ve worked in situations with almost no budget and in productions with 40+ people on set. Both extremes taught me invaluable lessons about problem-solving, stepping up, delegation, patience, and course correction. Growth and adaptability have always gone hand in hand. Over the years, my teams and I have told stories for different audiences, across different games, in different tones. Preparation, research, and planning are the foundation of every project, and I’m a strong believer in what I call “prevention” – anticipating what might go wrong and being ready. But life and production inevitably throw curveballs, and in those moments, quick thinking and a reliable, talented team are the greatest assets you can have.

Leadership, much like storytelling, isn’t a straight line. It has its own ebb and flow, and it requires self-confidence, openness, humility, and the willingness to keep improving. We all have days when it’s hard to have all the answers, then it’s about trusting the experience you’ve gathered and reminding yourself that mistakes are human. As long as we own them and learn from them, they become part of growth. Early in my career, I had to work on not reacting too quickly and on learning how to receive and apply feedback. Over time, I’ve come to see reflection as one of the most important leadership skills: listening not only to those above me and myself, but also to peers and team members, and using all these perspectives to develop further.

For me, growth, adaptability, and leadership are deeply interconnected. I take it as the highest compliment when people I’ve worked with over the years want to collaborate again. That’s my validation that I’m moving in the right direction. In the end, leadership isn’t about always being right. It’s about leading by example, projecting confidence, creating trust, and inspiring people to push themselves to do better.

Thanks for this interview, Karina!

Karina’s links: LinkedIn

 

Womenize! – Inspiring Stories Feature by Madeleine Egger