Olga Reviejo Jaca’s ambition to learn about M&A is welcomed in her latest role at Volaris
Olga Reviejo Jaca is always reminding herself to move intentionally as a leader.
For the experienced operational leader, envisioning her life and career goals has always started with having clarity about her strengths, values, and interests. A habit of self-reflection has kept her focused—guiding her away from the paths that don’t suit her and toward the ones where she can learn and thrive.
Before coming to Volaris, the multilingual IT business leader spent her early career at Ericsson, where she started as a Research Engineer. One relocation and several promotions later, she eventually became the Head of Strategy at their Component Development Unit after 20 years at the Swedish multinational communications company.
Then after she had moved on to leading European operations at Enghouse Networks, her first opportunity came calling from the Constellation Software network. Leveraging the connections she’d made within the Constellation and Volaris network, her initial opportunity led to her current role as a Group Leader, where she is getting firsthand experience with M&A for the first time in her career. It’s a goal she has had in mind since joining Volaris. Acquired Knowledge magazine sat down with Jaca to hear more about her self-forged path at Volaris, her intentional approach to work, her goals, and how Volaris is helping her achieve them all.
You started your career in Spain, and now you live and work in Sweden. What led you to make a move to another country?
I was working for Ericsson at their offices in Madrid, Spain. After some time, I started to travel more to Sweden to run bigger projects, where the headquarters are based. I was going back and forth between Spain and Sweden a lot.
Then I met my husband, and it became a decision about living in Madrid or living in Stockholm. Since we wanted to have a family and we considered Stockholm to be a great place to raise a family, it was kind of an easy choice. We moved to Sweden.
How did you come to join a Volaris Group company?
I had been working as the Director of Operations at Enghouse Networks for five years, and then a headhunter contacted me. They wanted to hire somebody in Sweden who could take over as CEO at Symbrio – one of the companies that is part of Lumine Group, the acquirer of communications and media software businesses that grew out of Volaris Group and Constellation Software.
When I joined Symbrio, it had already been part of Lumine Group for a couple of years, but the company had not yet managed to get to a strengthening phase. So I helped them move in that direction, and then into the growth stage.
I’m always looking for more challenges, and I also want to be in a position where I can always learn.
When I heard that Cactus, another Constellation Software company within Volaris in Sweden was having some challenges, I got curious and thought, ‘Why not?’ I became the CEO in January 2024.
How and why did you end up moving to Cactus Utilities, a Volaris business?
I’m not really the kind of person who is happy just to maintain a business. Doing something that I know how to do repeatedly is not that appealing to me. I’m really driven by transforming organizations and helping them to perform even better, and not so much driven by helping a business stay where it is.
I’m always looking for more challenges, and I also want to be in a position where I can always learn. When I heard that Cactus, another Constellation Software company within Volaris in Sweden was having some challenges, I got curious and thought, ‘Why not?’ I became the CEO in January 2024.
You were the CEO of Cactus for two years, and now you still oversee the business as a Group Leader. What are your goals for Cactus?
We want Cactus to be in the growth quadrant. That is our ambition. And we want to increase our customer base. We are looking at different alternatives to do that.
I think Cactus has a great product. It has a very solid customer base now, and it’s also a very high-quality niche product. So it’s not that we need to fix things that are broken because they don’t work. We need to see what additions we can make to grow the business. I think we can go very far.
Anything that can bridge a gap with customers is good. I speak Spanish, Basque, English, and Swedish. Right now, Cactus Utilities has all of its customers in Sweden, so they feel very comfortable to meet me and be able to speak their own language with no barriers.
Now that you’re a Group Leader, you have become a coach to businesses. What would you say are some of the keys to operational excellence at a software company?
Understanding your company’s numbers and the Volaris framework are important. It’s very practical, the way we drive things.
Secondly, as a leader you really need to get people on board. Once you do that, it makes everything so much easier. People management is very important before creating the structures within a business. Many smaller companies that join Volaris don’t yet have structures that help them be able to work efficiently. Bringing all of these things together is how the magic happens.
What kind of skills would you like to further develop as a leader?
Before I was promoted to a group leader role in July 2025, I had been discussing with my managers that I would like to go more into M&A, and they were very supportive about that. Running companies is something I have been doing now for a while.
As a Group Leader, I continue to support Cactus Utilities and will also begin to support other companies, but I get to gain more experience with M&A. Something I’m not as knowledgeable about yet is acquiring other companies. It will be an interesting challenge to be part of an acquisition process and learn from that.
You’ve had a chance to attend several Volaris programs and events. What’s your impression of those?
I have never been in a company that invests so much time in having events so people can learn from real experiences. I’ve been to a couple of Quadrants conferences now, and the Jesper Ulsted portfolio also organizes dedicated summits. I find the networking and the learning very, very powerful. People are also very interested, and they show up with the willingness to learn. The learning events are really engaging, and they are a good way to keep your people up to speed.
Classroom-based lessons are good. But when you are a business leader and you can meet other business leaders who are in a similar situation, you can exchange knowledge— and investing all that time together is quite unique and powerful. It really makes people grow.
I have never been at a company that invests so much time in having events so people can learn from real experiences.
In 2025, you participated in the Volaris Executive Growth Academy (VEGA), a program about management fundamentals. What lessons did you take from it?
When I have a meeting or if I meet a customer, I really plan, but outside of that, I’m not always planning my day in other ways. Sometimes, I’m a bit of an ad hoc kind of person. Questions I am considering after participating in this program are: How I can be more efficient? What time of day am I more productive? Reflecting on these topics makes sense.
In a strategy session, the five questions they gave us to think about provided a big insight. They were very clarifying for me in terms of how I can use them at work. These were questions like: What is your aspiration as a company? How can you frame your vision at a high level and make it more appealing for your people? Who are we serving? We don’t always express business goals like that. Getting these questions answered gives leaders a 360° picture of their strategy.
