Wrocław, Dolnośląskie, Poland
I help organisations execute what they have already decided - but struggle to deliver. I operate at the intersection of strategy, technology, and execution, leading large-scale transformation and delivery initiatives across banking, manufacturing, FMCG, and public-sector environments, including highly regulated and security-sensitive contexts. My focus is on building execution-ready operating models that perform under real-world constraints. I am typically engaged when organisations face scale, fragmentation, or delivery risk multi-region programs, critical platforms, or complex vendor landscapes where IT, operations, and governance must align to sustain growth. In these environments, I take direct ownership of delivery assurance, financial discipline, and senior stakeholder alignment. Key delivery benchmarks: • Scale: Led international delivery organisations of 100+ FTE across multiple regions • Accountability: Managed €10M+ portfolios under strict regulatory and security constraints • Trust: Partnered with global organisations including BMW, SCANIA, DBS Bank, a top-tier global FMCG group, and European Union agencies. What differentiates my approach is the ability to design operating systems that are resilient, scalable, and AI-ready. I do not treat AI as a tool, but as part of the operating model - structuring how people, digital agents, data, and decision frameworks work together to increase execution speed, control, and organisational resilience. Since 2024, my primary focus - global delivery leadership - has been complemented by selected academic and advisory roles (Coventry University, The National Centre for Research and Development). These roles strengthen my executive practice by grounding it in institutional governance, regulatory environments, and emerging technology frameworks, including the EU AI Act. I work with Boards and Executive Teams not as a reporter, but as a thinking partner - challenging assumptions, de-risking decisions, and turning strategic intent into outcomes that hold under pressure.
Global, enterprise-scale transformation initiatives within a multinational FMCG organisation , delivered through a distributed operating model across multiple regions. Mandate: Translate global strategic objectives into executable delivery structures, ensuring consistent governance, clear decision rights and alignment between global leadership, regional organizations and external partners. Accountability & Scope - Led global, cross-functional programs spanning multiple regions and time zones - Defined and governed global delivery frameworks while enabling regional execution models - Acted as a coordination and decision hub between global leadership, regional teams and vendors - Held accountability for delivery assurance, risks, dependencies and cross-region impacts Outcome: Delivered a multi-region rollout with zero critical delivery escalations and full budget control across a few million euro transformation scope
Expert evaluator for national innovation and R&D programs, contributing to governance and investment decisions at the intersection of technology, business impact and public-sector accountability.
I deliver management modules as part of the UK-accredited Business Management and Leadership programme at Coventry University Wrocław. Drawing on my experience in leading enterprise sectors such as banking, manufacturing, and FMCG, I help students build practical business and leadership skills aligned with modern workplace demands.
Large IT services organisation scaling its manufacturing and industrial portfolio. Mandate: Build and lead the Manufacturing Practice, combining delivery leadership with practice growth, client relationships and strategic positioning. Scope & Accountability - Built and scaled the manufacturing practice aligned with market demand - Supported business development and executive client engagements - Took accountability for delivery performance, client satisfaction and long-term account development - Defined governance, quality standards and delivery ways of working Outcome: Strengthened market positioning in the manufacturing domain by building a scalable delivery practice trusted by executive stakeholders for repeat strategic engagements
Softwareact was established as a delivery and consulting vehicle to execute complex transformation engagements. Context & Accountability: - Defined company strategy, service portfolio and go-to-market approach - Held full P&L responsibility and executive accountability - Built and scaled delivery teams balancing growth with quality and predictability - Acted as primary executive counterpart for clients and partners Outcome: Softwareact functioned as a consulting and delivery platform supporting transformation initiatives across complex client environments.