The economic structure of the United States is increasingly shaped by demographic change. According to USAFacts, more than 5.3 million businesses in the U.S. are owned by immigrant entrepreneurs. This represents approximately 19% of all American enterprises. These businesses are most active in service industries, retail trade, insurance, leasing, tourism, and customer service – sectors in which the quality of client interaction directly affects financial performance.
At the same time, the consumer landscape is evolving. Around 46 million U.S. residents use a language other than English in their daily lives. For businesses, this means working with clients and employees whose expectations and understanding of rules, deadlines, and service standards may differ significantly. In such conditions, traditional management approaches are increasingly ineffective: mistakes are repeated, customer trust declines, and internal teams act inconsistently.
The growth of multilingual customers is reshaping business requirements. This is no longer solely a matter of communication, but of process structure and managerial decision-making. Mariia Pavliuk, an analyst focused on reviewing and optimizing processes in companies serving diverse linguistic groups, has built her professional work around this challenge.
Her professional path began in Europe. After earning a degree in tourism and public administration at the University of Warsaw – one of the region’s leading academic institutions – Mariia entered the market as a promising specialist with strong analytical training.
Her practical experience in Europe included work with major international companies. A significant stage of her professional development was her role at Ryanair, one of Europe’s largest airlines, serving millions of passengers under strict regulatory oversight. Mariia was responsible for the German-language segment, starting in customer service and later moving into the claims review division.
This work required precise knowledge of regulations and coordinated decision-making across departments. She handled cases in which errors stemmed from differing interpretations of rules and a lack of alignment between teams. This experience allowed her to develop a practical approach to identifying systemic causes of recurring issues and implementing effective solutions within a large international structure.
Having formed her analytical approach in a European corporate environment, Mariia sought to broaden her professional scope and evaluate how similar challenges are addressed in a different business culture. A professional exchange program in the United States in September 2022, in Ohio, marked a practical stage of that transition. Her experience in the American business environment revealed a faster pace of decision-making and less reliance on formalized procedures compared to the European management model.
“In Europe, companies tend to define rules and roles in advance,” Pavliuk notes. “In the United States, decisions are made more quickly, which gives businesses flexibility. However, it is precisely here that linguistic and cultural differences often remain outside systematic attention. As a result, companies repeatedly face similar difficulties, even though the situations appear different on the surface.”
Her work in the U.S. allowed her to apply European training within a different business framework. Today, Mariia continues her professional activity in the United States, collaborating with companies that serve multilingual clients and culturally diverse teams. She analyzes internal procedures, identifies inconsistencies in decision-making, and helps organizations build clearer and more consistent operational models.
Her fluency in five languages – Ukrainian, Russian, and Polish at a native level, and English and German at a professional level – plays a significant role in her work. This enables her to communicate directly with clients and employees without intermediaries and to accurately identify moments when linguistic and expectation-based differences lead to information distortion or decision-making errors.
A practical outcome of her work is the development of the Cross-Cultural Service Delivery Framework (CSDF). The methodology is applied in companies serving multilingual customers and facing recurring issues such as inconsistent responses to clients, varying interpretations of rules within teams, and an increase in repetitive complaints.
In her work, Mariia analyzes the client journey from initial contact to final resolution, identifying points at which information is lost or distorted. She assists companies in standardizing language, clarifying departmental responsibilities, and establishing transparent decision-making procedures. This has enabled organizations to resolve problems previously considered inevitable when working with multilingual audiences.
Cultural and linguistic diversity in the United States is no longer viewed as an exception. For companies, this means reassessing internal procedures with the same level of attention given to strategy or financial models. Differences in expectations and communication influence daily decisions, the allocation of responsibility, and overall performance.
Mariia Pavliuk continues to focus on these issues in the United States. Her work centers on analyzing how organizational processes function and how well they reflect the actual structure of clients and employees. This approach allows companies to proactively build clear and aligned operational models rather than reacting to consequences.
As the American market becomes increasingly multilingual and culturally diverse, such work is becoming part of mainstream management practice. In this context, the role of specialists capable of systematically addressing these changes carries long-term significance for business.
