Diginex has changed its chief executive and other senior management positions while continuing the integration of a series of acquisitions and seeking Nasdaq approval for a further transaction that would result in a change of control.
Lubomila Jordanova stepped down as chief executive and from the board with effect from 31 August. Chief impact officer Archana Kotecha has been appointed interim chief executive with immediate effect.
Jordanova became CEO in January after Diginex acquired Plan A, the carbon accounting and decarbonisation platform she founded. During her tenure, the company integrated Plan A alongside Matter and The Remedy Project, three acquisitions completed during the 2026 financial year.
The group has brought those operations into three reporting segments — Software Solutions, Advisory, and Data — while aligning their commercial activity under an integrated go-to-market model.
Jordanova will remain involved as a strategic adviser to the board, including supporting relationships with existing customers during the transition.
Chairman Miles Pelham said: “We are grateful for her contribution to Diginex and wish her every success in what comes next.”
Kotecha joined Diginex through its acquisition of The Remedy Project, the human rights remediation and supply chain due diligence consultancy she founded in 2021. She became chief impact officer in May with responsibility for integrating the group’s acquired capabilities into combined commercial offerings.
Her appointment places a regulatory and supply chain specialist at the centre of the business as sustainability software providers face a changing market. Corporate ESG requirements, human rights due diligence, climate reporting, and supply chain traceability increasingly overlap rather than operating as separate compliance functions.
Diginex is seeking to combine software, data, and advisory services across those areas. That can deepen customer relationships, but it also raises the operational complexity involved in bringing multiple businesses, technologies, and specialist teams into one commercial structure.
The management changes extend beyond the chief executive position. Chief operating officer Jacob Friedman is also stepping down, while Gray Bridges has been appointed interim chief technology officer.
The moves coincide with another significant corporate process. On 27 August, Diginex submitted a listing application to Nasdaq seeking approval for the change of control expected to result from its planned acquisition of Resulticks Global Companies. The transaction was agreed with Resulticks’ equity holders on 14 August.
The combination of management transition, acquisition integration, and a proposed change of control gives the interim leadership team several priorities simultaneously. Customer continuity is particularly important in subscription and advisory businesses, where integration can affect account ownership, product roadmaps, service delivery, and commercial relationships.
Acquisition-led growth also places pressure on internal systems. Combining separate businesses requires decisions over technology architecture, product overlap, reporting lines, brand structure, sales incentives, and the allocation of investment.
The financial case for acquisitions depends on those changes producing a coherent organisation rather than a portfolio of businesses that continue operating separately. Integration costs can erode anticipated synergies if systems, products, and teams take longer than expected to combine.
Diginex has already moved towards a more integrated structure by consolidating its reporting and go-to-market approach. The latest management changes mean the next phase will be conducted under a leadership team partly drawn from businesses it acquired.
That pattern is common in acquisitive technology groups. Founders and specialists from acquired businesses can provide domain expertise and customer continuity, but the enlarged organisation still needs clear authority, accountability, and a consistent commercial model.
The proposed Resulticks acquisition would add another layer to that work. A change-of-control transaction can alter governance and strategic priorities at the same time existing integration programmes are still being completed.
For Diginex, the immediate challenge is therefore not simply replacing departing executives. The interim team must maintain existing operations, integrate three completed acquisitions, preserve customer relationships, and progress another transaction while the long-term management structure remains unsettled.
The company has opted for interim appointments at both chief executive and technology level. The permanent shape of the senior team is likely to become clearer as the Resulticks process advances and the integration work already under way reaches its next stage.
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