People often introduce me as a digital executive. It is an accurate description of what I have done, but not of who I am.
Over more than twenty years, my career has taken me through entrepreneurship, global consumer brands, e-commerce, innovation, organizational transformation and executive leadership. The common thread has been a focus on building systems that help organizations learn faster, make better decisions and create value long after individual projects end.
Co-founding WyjątkowyPrezent.pl taught me to challenge assumptions rather than optimize existing models. We were not simply selling products; we were selling anticipation, emotion and memories. That experience shaped my instinct to begin with the consumer problem, reframe it, and then build the ecosystem needed to solve it.
At Nike I learned that transformation is rarely fast. Digital penetration evolved from approximately more than 13x over multiple financial cycles. My work spanned more than 80 countries and over multi-billion-euro of partner digital business. I also helped reshape the European partner portfolio from hundreds of relationships into a focused strategic portfolio, designed around clear consumer profiles, market niches and long-term economics.
We introduced merchandising capabilities focused on realised margin, full-price sell-through and reducing markdown dependency. The goal was not digital growth for its own sake, but a healthier ecosystem in which stronger partner profitability supported greater reinvestment into the Nike brand.
Co-founding the Nike EMEA Innovation Accelerator exposed me to Design Thinking, Lean Startup, rapid experimentation and Minimum Viable Products. The experience changed my understanding of innovation: it is not an event or department, but an organizational capability.
I describe my style as servant leadership with one deliberately counterintuitive objective: to become a redundant leader. The measure of success is not how indispensable I become, but whether I leave behind stronger people, better systems, clearer partnerships and an organization that can continue innovating without me.
That philosophy shapes how I coach people, how I structure teams and how I think about AI. Technology should multiply human capability, not substitute for it.