Fifteen years in fast-growing companies
For fifteen years, I worked on the operational side of fast-growing companies: from my own startup, through roles as COO and CGO, to CDO at uPacjenta during its PLN 21 million seed round.
Today, I help founders of 10–50 person companies organize their structure, focus priorities, and scale growth without uncontrolled team expansion.
My Experience
Five companies, five different stages, one recurring lesson.
Software Quality Assurance & Management
Sales Specialist → Team Manager
My management path began here after a few months as a sales specialist. The promotion brought sudden responsibility for a team of over a dozen people—my first lesson in managing people and performance simultaneously.
GEMS Interactive
Co-founder & CEO
I ran this company for nearly seven years. It's where I learned what it's like to build a business from scratch, where you are responsible for almost everything yourself—from sales and product to finance.
RIOT
Head of Business Development → COO
I joined as Head of Business Development and was promoted to COO within a year. This was a lesson in rapidly transitioning from business development to full operational responsibility, integrating teams and culture as the studio became the digital hub for Diagnostyka S.A.
uPacjenta
Head of Growth → CGO → CDO
I went through the full growth journey with the company. I joined in 2020 when the company had an annual revenue of PLN 1.78m; by the end of 2021, revenue reached PLN 20.51m. I built sales and data structures from scratch, managed teams responsible for multi-million revenues, and oversaw burn rate and forecasts. I participated in securing one of Poland's largest seed rounds—PLN 21 million.
Wellbee
Head of Commercial
The last two years were spent at Wellbee as Head of Commercial, until its acquisition by Benefit Systems. This was a lesson in commercial scaling within a company heading for an acquisition.
Software Quality Assurance & Management
Sales Specialist → Team Manager
My management path began here after a few months as a sales specialist. The promotion brought sudden responsibility for a team of over a dozen people—my first lesson in managing people and performance simultaneously.
GEMS Interactive
Co-founder & CEO
I ran this company for nearly seven years. It's where I learned what it's like to build a business from scratch, where you are responsible for almost everything yourself—from sales and product to finance.
RIOT
Head of Business Development → COO
I joined as Head of Business Development and was promoted to COO within a year. This was a lesson in rapidly transitioning from business development to full operational responsibility, integrating teams and culture as the studio became the digital hub for Diagnostyka S.A.
uPacjenta
Head of Growth → CGO → CDO
I went through the full growth journey with the company. I joined in 2020 when the company had an annual revenue of PLN 1.78m; by the end of 2021, revenue reached PLN 20.51m. I built sales and data structures from scratch, managed teams responsible for multi-million revenues, and oversaw burn rate and forecasts. I participated in securing one of Poland's largest seed rounds—PLN 21 million.
Wellbee
Head of Commercial
The last two years were spent at Wellbee as Head of Commercial, until its acquisition by Benefit Systems. This was a lesson in commercial scaling within a company heading for an acquisition.
Five companies, five different stages, one recurring lesson
Rapid growth multiplies available options much faster than the time available to evaluate them. The winner isn't the one who does more, but the one who correctly chooses what not to do.
Let's Talk
A complimentary 30-minute introductory call is the first step. It concludes with one of three outcomes: a concrete suggestion you can implement on your own, a clear plan for our potential collaboration, or my honest assessment if I'm not the right fit for your challenge.