9x productivity by 3x leaders and 3x systems
Our Mission is to create a mini Silicon Valley in Central Europe.
We're boosting engineering productivity by elevating our Engineering Leadership talent pool.
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Since 2019, I mentor engineering managers, directors, VPEs and CTOs two days a week, offering a maximum of four sessions per day on a bi-weekly basis, and handle 16 individual mentees simultaneously. Please verify the mentoring conditions before applying.
Since 2019, I have mentored 90+ exclusive engineering leaders from 7+ countries 
during 600+ mentoring sessions. I perform 8+ academy workshops and I speak at 20 events a year.
Read the reviews ⭐️⭐️⭐️⭐️⭐️
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800+ unique members, 10 on-site meetups with a high-quality content.
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8+ workshops a year.
You are a CTO or a talent partner looking to elevate your leaders.
The purpose of the workshops in to empower engineering leads to ship and scale using techniques and lessons acquired through real-world experience. The workshop is highly proactive.
Explore the Leadership Foundation and Leadership Master cohort courses.
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An look-back of the mentoring sessions and advisory I offer, in data.
In the last 12 months.
91 #unique mentees from 37 distinct companies or individuals since 2020.
Maintained an average of 7.3 months of cooperation.
52% engineering managers, 19% mid-level directors, 29% at CTO/CPO ranks.
Volume: 79 days billed in 7 firms. Scope: Engineering metrics, audits, due diligence, structural shifts, career frameworks, and agility. Contract duration: 2–6 months.
64% from the #czechrepublic, followed by 12% each from #US & #slovakia, 6% UK, and 3% each from #poland & #israel.
74% word of mouth, 17% social media, 9% website.
9.2/10 score since feedback gathering started in Jan 2022.
My mentoring flow, current number of clients, time allocation and profit data is openly available:
Have you ever thought about conducting performance reviews that your team actually loves? You have the power to establish a system that brings value to both you and your team.
How do I onboard an Engineering/Tech Manager ace ♣️ in just 3 months? Do this:
1️⃣ Decide how much of Technical/Delivery, Leadership and Process scope you plan to assign
Practically speaking, after the OKR system is introduced to the company, most people have the impression of being on a runaway train. The Q3 goals have barely started and in
How Do I Work?
It is tempting to abandon my learning day to earn more, but I believe I’d shortly end up talking about waterfall, mainframes and agile manifesto.
I dedicate two days a week to 1-hour mentoring sessions for engineering leaders, 3–4 sessions a day. The rest is preparation and operational work.
If I give up on mentoring, I will weaken my network and individual leadership.
If I leave advisory, I will have zero opportunity to experience different situations and various client models to learn from and talk theory with no actual practice in the field. In essence, seeing what clients have built widens my knowledge.
A combo of mentoring (talking experience), advisory (putting things to practice and gathering feedback), and continuous learning (cultivating my knowledge) is my third eye. It puts me in an unbeatable spot.
