I have shipped a GenAI product to production, led a digital banking transformation across 13 countries and built a delivery organization from 0 to 120+ engineers. In two decades of running programs, most of the hard problems I have seen started before the technology: unclear priorities, fragmented ownership, or no one with the authority to decide.
The hardest part of AI delivery is rarely the model. It is choosing the use case that pays back, grounding the output in real data and keeping the cost to run under control.
Proof: DealWizard.ai, a GenAI platform for property investment analysis, live in production.
Read the AI product case studyI run large, multi-vendor, often regulated programs and delivery organizations, with governance that gives executives a true picture and teams room to deliver.
Proof: a 13-country digital banking transformation and a delivery organization grown from 0 to 120+.
Read the banking transformation case studyI use the same line of sight on every initiative: why the business wants it, what has to change, and whether it changed.
Diagram: Business leads to Transformation. Transformation splits into People, Product and Technology. The three come together in Delivery, which leads to Outcome.
Each case study separates what was measured from what was not.
Delivered
For ASA International
One prioritization mechanism, steady governance and managed services across 13 countries and 9+ vendors.
13 countries · 2.5M+ client customers
Limit: The client's customers in 13 markets; the platform is live in 3.
Built
A new line of business, its P&L and its leadership layer, built in under three years.
0 to 120+ people
Limit: All were CSHARK employees, built in under three years.
Live
A platform that turns a property listing into a structured investment analysis.
Estimated 6 to 8 hours to about 3 minutes
Limit: Both times are my estimates, not measurements.
On the 13-country banking program, four demands competed for one pool of roughly 30 engineers, across three markets and one overall sponsor. I gave the sponsor two options: a strict priority order, or a weighted split of capacity. The sponsor chose the weighted split. Once it was agreed, nobody could override it by escalating, and a market that wanted more capacity could fund it from its own budget. People knew why their work had its priority and what they could do to accelerate it.
Scope, timing and fees are agreed before work begins.
Michał has a rare ability to break down complex business problems into manageable components, align stakeholders around a clear plan, and consistently drive execution in demanding environments.
As an owner of the company where Michał works, I have had the opportunity to closely observe his work over several years, including his leadership on a complex digital transformation program for a multinational microfinance organization operating across 13 markets.
This initiative involved transforming a traditionally offline, field-based lending model into a modern, scalable digital ecosystem, including mobile applications for both customers and loan officers, as well as deep integration with core banking systems. The project required not only strong delivery capabilities, but also a deep understanding of business processes, regulatory constraints, and cross-market scalability challenges.
Michał played a key role in leading this effort end-to-end.
He is a mature and highly reliable Project Manager who combines strong analytical thinking with a structured, process-driven approach. Michał has a rare ability to break down complex business problems into manageable components, align stakeholders around a clear plan, and consistently drive execution in demanding environments.
What distinguishes Michał is his ability to operate effectively at the intersection of business and technology. He was deeply involved in understanding the client’s operational model, facilitating workshops, and translating business needs into actionable product and technical requirements. At the same time, he ensured disciplined delivery, maintaining clarity, predictability, and high standards across the project lifecycle.
Throughout the engagement, Michał demonstrated:
- Strong ownership and accountability for outcomes
- Excellent stakeholder management across international teams
- The ability to manage complexity in a multi-market, regulated environment
- A structured, process-oriented mindset that ensured scalability and quality
He is someone you can trust with large, strategic initiatives that require both precision and adaptability.
I highly recommend Michał for senior project or program management roles, especially in environments where digital transformation, cross-functional collaboration, and operational excellence are critical.
Even in difficult and crisis situations, he is able to keep cool and solve the problem efficiently.
During our joint Work, Michał has proven to be a very good leader and a person who has a good knowledge of the issues related to the Scrum/Agile methodology. However the most important is the fact that this knowledge is supported by experience and it can be seen at first glance. Even in difficult and crisis situations, he is able to keep cool and solve the problem efficiently. I am very happy that I had the opportunity to work with Michał and I definitely recommend cooperation with him.
Michal was highly proactive in identifying risks, dependencies, and delivery gaps early, translating them into clear, actionable plans.
I had the pleasure of working with Michal on a complex digital transformation delivery program in banking. He consistently demonstrated strong professionalism, ownership, and proactive leadership, all critical for large‑scale delivery.
Michal was highly proactive in identifying risks, dependencies, and delivery gaps early, translating them into clear, actionable plans. He effectively balanced delivery pressure, quality, and stakeholder expectations, particularly within a multi‑team, distributed environment.
His collaborative working style stood out. Michal built strong relationships with stakeholders, architects, and technical teams, resolving issues through alignment and open communication, which helped keep delivery on track during critical phases.
He showed a clear commitment to overall program success, applying best practices in delivery governance, planning, and reporting, while remaining pragmatic and adaptable under pressure.
Michal has a strong foundation for a Program Manager role. His delivery mindset, stakeholder management skills, and ability to balance strategy with execution make him a valuable asset for complex, multi‑stream initiatives. I would gladly work with him again and highly recommend him for senior delivery or program leadership roles.
I started as a software developer, moved through architecture and team leadership, and spent the last fifteen years leading delivery, programs and organizations. That path is why I can read a system design and a P&L in the same meeting.
Tell me where you are and what is getting in the way. No confidential material needed.
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