Interview with Nadine Hudler, Head of People & Culture @NVision

„Diversity is not a side project – it's the foundation of true innovation.“

Nadine Hudler, Head of People & Culture at NVision, shares inspiring insights on how diversity is lived strategically and fairness becomes part of the culture – even in the fast-paced world of startups.

Nadine, as Head of People and Culture at NVision – how would you describe the company’s approach to promoting diversity and ensuring gender equity in leadership positions?

NVision is a research-driven company with a strong commitment to innovation – and from my perspective, true innovation is only possible through diversity. That’s why our approach is not only value-based but also strategically anchored. We don’t see diversity as a side project, but as an integral part of our organizational development. This starts with mindful language in our job postings and extends to structural measures such as a transparent promotion process where objective criteria play a central role. We place great importance on interdisciplinary exchange, where diverse perspectives are not only welcomed but actively sought out.

Nadine Hudler

Director, Head of People & Culture @ NVision

 

Nadine Hudler (33) is Head of People & Culture at the quantum technology start-up NVision Imaging Technologies. With an academic background in British and American Studies and Sociology, she brings deep expertise in building and scaling modern HR structures, change management, and New Work within dynamic start-up environments.
Her focus lies in shaping a future-oriented company culture that connects people and innovation.

NVision has succeeded in building a strong culture of fairness. Can you share specific strategies or initiatives the company has implemented to achieve a balanced gender ratio in leadership positions?

A key driver has been the introduction of structured feedback and development processes, which we continuously evolve – always with the goal of making potential visible, regardless of gender or background. In recruitment, we’ve also established clear frameworks that support a balanced selection of candidates. Additionally, we regularly measure our progress and aim to work with data wherever possible, to counteract the biases we all unconsciously carry – with facts and transparency. This spans everything from recruiting to promotions, to ensure we don’t fall back into old patterns. All of this only works because we foster a very open feedback culture and continuously reflect on ourselves.

Even though NVision has made great progress – what challenges do you face in maintaining fairness and diversity within the company? And how do you deal with them?

One of the biggest challenges is balancing the fast pace of a startup environment with the commitment to treating diversity and fairness not as a “nice-to-have” but as a non-negotiable. Especially when things need to move quickly—like filling critical roles—it’s crucial that our processes uphold this standard. That’s why I place a strong focus on raising awareness in hiring and leadership, as well as establishing clear structures that enable diverse candidate pools in the first place. And yes, sometimes that means deliberately choosing the sustainable solution over the fast one—which takes courage, patience, and strong alignment at the leadership level.

NVision develops quantum imaging solutions for medicine that deliver significantly deeper and more precise MRI data for both research and clinical applications.
With its unique hyperpolarization device, POLARIS, the company enables fast, simple, and scalable visualization of cellular metabolism – opening the door to an entirely new dimension in medical imaging.

Hyperpolarized MRI paves the way for earlier diagnoses, faster therapy evaluations, and more accurate risk profiles in fields such as oncology, cardiology, and neurology. To achieve this, NVision has brought together the world’s leading experts in the field and is working every day to redefine the future of medical diagnostics.

 

Looking back on your own career path: What key moments or decisions helped you reach a leadership position? Did you face any obstacles, and how did you overcome them?

For me, a turning point came when I stopped waiting for the perfect opportunity and started creating it myself – even at first without an official role or title. Fortunately, I learned early on, and was shown by others, that you don’t need permission to take on responsibility. Of course, there were obstacles – especially implicit expectations or occasionally stereotypical assumptions. What helped me was a strong network, people who actively supported me, and a very clear inner compass: I don’t just want to climb the career ladder, I want my work to have real impact. That mindset helped me stay the course, even during challenging and exhausting times.

Many companies struggle to turn diversity policies into real, lasting change. What do you think other companies can learn from NVision’s experience?

Sustainable change in diversity requires targeted and continuous development of leadership competencies. At NVision, we’ve experienced rapid growth over the past few years, which has challenged us to maintain a company culture that is both performance-driven and inclusive. That’s why we launched a comprehensive leadership development program, specifically designed to equip our leaders with the skills needed not just to support diversity, but to actively embody it. Our goal is for leadership at all levels to reflect the diverse perspectives of our teams and to establish a culture where all employees are equally heard and empowered to reach their full potential. We believe that a strong leadership team is the key to building a diverse and inclusive work environment that thrives in the long term.

How do you ensure that NVision’s commitment to fairness goes beyond gender and also includes aspects like cultural background, age, and diverse perspectives?

We work with a highly diverse, international talent pool – so for us, cultural diversity isn’t an abstract goal, it’s a lived reality. This is partly due to the fact that our product belongs to a niche that requires us to seek talent globally, as we simply wouldn’t find it solely within Germany. Additionally, we are a German GmbH with an Israeli founding team and had an international team from day one. So in a way, it’s part of our DNA.

Beyond this foundation, which naturally fosters diversity, it’s important to us to create spaces where different perspectives can truly come into play. For example, in our feedback processes, we actively seek input from various teams and levels of experience.

In your role – how do you balance performance expectations with building a fair and supportive company culture? Do you believe the two can go hand in hand?

One cannot exist without the other. Especially in a research-driven environment like ours, people need to feel safe in order to work creatively and with focus. Psychological safety is not a luxury – it's a prerequisite for performance. Of course, there are areas of tension, but I always try to avoid compromise thinking and instead look for integrative solutions. For example, by measuring performance not just by output, but also by collaboration and willingness to learn.

Finally: What is your vision for the future of diversity and gender equality in the workplace at NVision? And what advice would you give to other companies aiming to create a fairer work environment?

My vision is that diversity at NVision will no longer be something we need to talk about, because it will have become second nature. A workplace where everyone feels seen and heard – regardless of their background, identity, or origin. My advice to other companies: don’t start with policies, start with mindset. Diversity is not a project with a deadline, but a continuous process that is often uncomfortable, as it requires us to confront our most ingrained behaviors – but it is always enriching.

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