Since 2019, I've helped 200+engineering leaders level up across Europe, America, Asia and Australia through3,000+ mentoring sessions,35+ fractional CTO projects and leadership development programs.
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My Mission is to Build Exceptional Silicon Valley-caliber Leaders.
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You’re looking for a partner in crime who will help you grow your team(s) and validate your thoughts. Somebody who’s been there, knows how it feels and will set you up for success on the timeline.
Gain the trust of your teams and stakeholders, stand on both feet, and move away from operational pressure to thinking systematically / strategically.
I run sessions two days a week, four per day. Currently working with 16 mentees in parallel, with a weekly or bi-weekly cadence.
Shaped by American ambition as a Silicon Valley architect and unicorn VPE who scaled from 8 to 60 teams. Now based in Prague, working with leaders across 4 continents. I help you combine Silicon Valley drive with endurable leadership.
People mentored since 2019:
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I mentor 16 leaders in parallel.
No need to play the “only 1 spot left” marketing game. No urgency theater.
Reach out and we’ll find a way to work together.
Marian’s wealth of experience was incredibly valuable to me.
Marian has taught me to look beyond daily tasks and set long-term goals. This shift in perspective has greatly enhanced my planning and strategic thinking.
Marian’s mentorship has accelerated my learning and influenced my leadership style.
Thanks to Marian, I was able to share my insights as a speaker at the Engineering Leaders meetup, an enriching experience in my career path
I believe that anyone who has the opportunity to work with Marian will benefit greatly from his experience and guidance.
Our Engineering Leaders Community. 1700+ unique members, 12 meetups a year, yearly ELC conference.
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1700+ unique members, 10 on-site meetups with high-quality content.
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I’ve helped software companies worth $7.1bn combined, from Central European scale-ups to global tech firms.
As a fractional VPE, you can direct me towards any issues within your organization, and I’ll handle them for you: Time to value, Shift left, DORA, Team Productivity Audits. This allows you to leverage the expertise of someone with deep knowledge and the ability to deliver impressive results within a short timeframe. One of the advantages of fractional work is the opportunity to bring in a high level of talent that might otherwise be too expensive or hard to find.
The most requested topics I often cover include Internal Audit and Efficiency Boost, OKRs, Product-Led, Engineering Metrics, Due Diligence, Structural Changes, Career Frameworks, and Time to Value.
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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 is 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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50+ large speaking events a year.
You are searching for a speaker for your townhall, workshop, podcast, meetup, or conference.
Do you intend to reinforce your message or do you desire to have a more significant impact on the audience’s mindset and perception?
Are you in need of an adept moderator for your event? Check out my speaker and moderator experience.
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
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.
