I work best where it's necessary to understand the whole.
When optimizing parts stops working.
I don't start with what's broken. I care about why the whole works the way it does.
I work with systems—companies, products, teams, and decision-making. In situations where isolated fixes are no longer enough and you need to understand connections, relationships, and long-term impact.
What I often see when things don't work
- Parts are optimized without regard for the whole.
- Processes pile up, while accountability disappears.
- Symptoms are treated instead of causes.
- Decisions get postponed because “we still lack the data”.
How I approach it
- I try to understand the real goal of the system, not just its current form.
- I look for where friction forms—and why it's tolerated for so long.
- I simplify decisions before anyone starts optimizing performance.
- When needed, I decide even with incomplete information.
I work best when I can think in context and carry responsibility for the whole—at least for a period of time.
Autonomy, open communication, and clear context are not perks for me, but the baseline without which a system cannot function long term.
This way of working keeps repeating across roles and projects.
Profiles like Gallup , TEIQ or 16Personalities keep confirming it—how I think strategically, work independently, and decide even when the data isn't complete.
I take it as confirmation of practice, not a label.
Below are concrete projects and collaborations where this approach met reality.
I work best where it is necessary to connect the dots and find direction.
This is how I work. And these are places where it was needed.
Context
I separate the real problem from the symptom.
Decision-making
I help set decision-making before anyone starts “optimizing performance”.
System
I connect people, processes, and technology into one functional whole.
These are not theories. Below are concrete situations where this approach was needed.
▸ iShowroom IT & 3D AR/VR studio — projects and operations as one
Situation: A fast-growing product, client pressure, limited capacity.
What mattered: Keep decision-making functional, align team, finances, and deadlines, and prevent the system from fragmenting into isolated tasks.
What changed: More stable operations, clearer accountability, less firefighting, and more work with the system as a whole.
▸ Automotive projects (Škoda Electric, Hronovský, MUT Automotive)
Situation: Complex technical projects, unclear briefs, changes mid-stream, pressure on deadlines and production.
What mattered: Decide even with incomplete information and watch the impact of changes on production, not just spreadsheets.
What changed: Projects didn't collapse under their own complexity and made it to production without losing control.
▸ Unipetrol Refinery and petrochemistry — parallel projects in operation
Situation: More than ten parallel projects in an environment with high safety and coordination demands.
What mattered: Reality on the ground, decision-making without complete data, aligning people, equipment, and suppliers.
What changed: Better control over parallel projects and clearer accountability in decision-making.
meetnotes.cz
Born from a real need: simplify work with meeting content. Designed as a system, not just a tool.
View project →bkngweb.com
Own SaaS for small accommodation providers. A simple system that non-technical people can use.
View project →When working with me makes sense
I don't enter cooperation to “fill a role”.
I step in where the whole needs to stay functional—decision-making, context, and accountability.
Cooperation can take different forms. Sometimes it is a long-term involvement in a system, sometimes a short intervention in a situation that is collapsing under its own complexity. More important than the role name is always the context and the impact of decisions.
Situations where my involvement works best
- when decisions are made under pressure and with incomplete information
- when people, processes, and technology need to be aligned
- when the system works “on paper”, but not in reality
When it usually does not
- when you are only looking for fast execution without context
- when responsibility is distributed but control is centralized
- when there isn't room to say that something doesn't make sense
If this sounds like a situation you're dealing with, reach out.
I'm happy to see whether it makes sense to do something about it — and how.