Operations.Sales.Technology.
I bring together three areas that most companies split between three different people or firms.
I bring together three areas that most companies split between three different people or firms.
I spent fifteen years running operations, sales and transformation programmes in technology companies. Now I do the same for companies moving into their next stage, either through a transformation or because growth has outrun their processes.
I've sat on your side of the table. I owned a P&L, negotiated contracts with Tier-1 banks worth up to PLN 100m, and worked with investment funds on acquisitions and post-merger integration. I know what a company looks like from the inside when it grows faster than its processes can keep up.
I take over operations for 6–12 months: the target operating model, a clean split between sales and delivery, roles, KPIs and governance. I step back once the company runs without the owner having to micromanage.
I take ownership of the implementation. I choose the tools and look after data security and the commercial terms. That covers AI agents, n8n workflows, CRM and ERP integrations, and private models on your own servers where data can't leave the company. I spent years on the software vendor side, so I know how vendors price these projects and where the traps are.
An audit of your revenue engine, a single source of truth for your data, documented processes, and a data room that holds up under a buyer's scrutiny.
Transformation run as a project, with a deadline and a defined result. No open-ended retainer, and no report left to gather dust.
Stabilise and diagnose. Stop margin erosion, get full visibility into the numbers and put the first automations in place.
Rebuild the core. Move from processes that rely on individual people to processes that run on systems.
Scale and hand over. Governance, a data room, and a handover to the leaders I've mentored along the way.
AI and cloud strategy, CEE market-entry analysis for investments of up to €10m, sales excellence and mentoring for C-level executives. Clients with 250+ employees.
Delivered nearly 300 projects across the US, Europe, Japan and Australia. Built ISO-ready processes for HR, finance, legal and compliance. Prepared the company for an incoming investor.
Grew the Warsaw branch from 220 to 340 people, with revenue up 30% year on year. Commercial due diligence on a €33m deal and the post-acquisition integration that followed. Six transformation programmes commissioned by the board.
Reorganised a 100+ person delivery team working for a Swiss investment bank. Supported the sale of the company to an investment fund.
Reliable partner, strategic thinker, always striving for the best results.
Natural leader, organized, strategic, calm under pressure.
Excellent communication skills and ability to manage complex delivery.
One incident, one workflow, several regulations. How the INCIDENTRON project uses AI to simplify cyber incident reporting across Europe.
The scope of responsibility stays the same. Only the contract and the time frame change.
Full-time: COO, Operations Director or Head of Transformation. Full accountability for results and for the team.
6–12 months, part-time, with a clear mandate. I come in, put things in order and hand over the reins.
A defined scope and deadline: an operational audit, an AI implementation or preparation for a transaction.
A free call. We'll work out whether it makes sense to go further and, if so, in which direction.
I'm currently open to a full-time executive role. Alongside that, I continue to run advisory projects.