The decision to run them was driven by panic, not strategy. I trace back to that, then make sure what follows actually lands.
Have you committed budget to a digital programme — or are about to — and something feels off about how the decision was made or how delivery is progressing? That is the right moment.
I run the business side of digital delivery: from interrogating the original decision, through vendor selection and scope definition, to making sure what gets built is what was actually needed. In regulated environments — fintech, lending, payments — compliance needs to be in the room from day one, not discovered after the first rejection.
Twenty-five years on both sides — business and technology — across fintech, telecoms, energy, and logistics in Europe, Africa, and Southeast Asia. I translate between them. That is the job.
The answer is rarely to start over, and rarely to spend more. It is usually a matter of finding where the brief broke down and fixing the handover. That tends to be faster and cheaper than either side expects.
Most programmes arrive at delivery already compromised. The brief was written under pressure. The vendor was selected before the scope was clear. IT and the business are busy explaining the gap to each other rather than closing it. Nobody has asked whether an MVP would have been the smarter first step.
I take the business side of the programme — questioning the original decision, structuring the brief, keeping vendor selection honest, and making sure the handover between strategy and execution does not become the place where the project quietly dies.
In regulated markets, I bring the compliance picture into that conversation from the start. Licensing requirements, data handling obligations, regulatory constraints — these are not a separate workstream. They shape the architecture, the timeline, and the budget. IT teams entering a new regulated environment often do not know what they do not know. That gap is where products fail.
I work with your existing teams. A small number of senior specialists come in when the engagement requires it, assembled for the work, not kept on retainer.
The work that is easiest to describe is not always the most relevant. These are the engagements that illustrate how I actually operate.
A mobile operator's launch had stalled. BSS/OSS, CRM, and billing systems were unstable; the 120-person cross-continental team had no clear delivery lead. Stabilised the systems, coordinated the teams, delivered the launch. The operator reached 3 million prepaid subscribers.
A 30-person software house was losing client confidence during COVID. Delivery delays, thin governance, processes that did not survive the absence of key individuals. Restructured the team, rebuilt delivery governance, and managed client escalations directly. The firm came out of that period repositioned as an agile, CI/CD-capable consultancy.
Adecco's global IT asset management rollout had stalled in the pilot phase due to integration failures across regional teams. Took over delivery coordination, resolved the cross-regional issues, unblocked the programme.
A renewable energy company scaling to 1,000+ employees had no IT function. Built the organisation from zero — ERP, CRM, logistics, warehouse, field service — growing the team to 60 people in fourteen months. IT did not become a bottleneck.
AVG Technologies was preparing for IPO with legacy platforms serving 100 million users. Managed the replacement of sales, CRM, and CMS systems and introduced ITIL-based release management across development and support.
DHL was consolidating ICT services from 13 Nordic countries into Prague as part of a pan-European cost programme. Led the preparation phase from the Nordic side — service inventory, migration sequencing, governance framework, and knowledge transfer handover across 13 country teams.
The brief was to build a P2P lending platform — KYC, AML, credit scoring — and obtain AFM licensing. The corporate sponsor withdrew mid-project. The platform was completed independently, the licence was obtained, and NN Bank subsequently ran full technical, security, and BCM due diligence. It passed.
Raiffeisen Bank was evaluating retail entry into Germany via a POS banking proposition. Produced the BaFin compliance mapping, architecture, and working prototype required for the investment decision brief.
Following a telecom merger, the combined entity needed to decide which ERP, HR, and BI/DWH systems to carry forward across two estates. Assessed lifecycle status, cloud readiness, and contractual flexibility. Evaluated rehosting versus replatforming options and ensured alignment with group architecture standards. Findings structured as a cost–benefit analysis for executive decision.
One geography worth calling out separately: the Philippines.
If you are a European company considering the Philippine market, the first problem is rarely the strategy. It is the groundwork that nobody documents. Regulatory orientation, employment structures, banking relationships, the difference between what the rules say and how they are applied in practice.
I have built that network on the ground: legal and tax advisors, major banks, hiring and EOR providers, business councils including AmCham and ECCP. I can compress the orientation phase and connect you to the people worth talking to. The Philippines has become one of the more active destinations for European companies looking at Southeast Asia — competitive on talent, English-speaking, with a growing fintech and digital services sector.
30 minutes to check the fit. No credentials deck, no discovery call script, no paperwork.
Pick a timeI also mentor a small number of founders and executives on a pro bono basis — typically on digital programme decisions, market entry, or regulated product development. If you are at an early decision point and want an outside view, reach out by email.
Volunteer with the largest Czech IT volunteering network, helping non-profits navigate digitalisation (Česko.digital).
Based between Prague and Manila.
MSc in Economy and Management, Czech Technical University in Prague. Twenty-five years delivering across fintech, telecoms, energy, logistics, cybersecurity, and public sector in Europe, Africa, and Southeast Asia.
Outside work: active scuba diver and marine conservation volunteer, including seagrass restoration in Crete.