I build products. I also build the teams that build them.
Most people are one or the other. I've spent my career doing both — owning delivery as a product lead, and running the people and process underneath it as an operator. Neither one works well without the other.
Scale, in numbers
COO at 28, 15 → 60+ people
Scaled BitBag's org directly — PMO of 6 PMs, plus Marketing and Sales (12+ direct reports)
Alongside 12+ people at SpearDevs, fully remote. Both roles were built from inside a growing company, not inherited from someone else's structure.
How I build
Product
01
Booksy Store
B2B marketplace · Full ownership · Poland / US
A B2B marketplace inside Booksy Biz — one of the most popular booking apps in Poland and the US, and a unicorn-valued startup. 65,000+ SKUs, full product ownership end to end, from analytics through delivery.
Work directly with Booksy's cofounder and board on product strategy — not at arm's length from the top of the company, but in the room with it.
02
NFC-wear
Custom-built CMS · Zero to delivery
A custom-built CMS from scratch — no existing system to inherit or extend. Owned the whole journey, from gathering requirements through to delivery.
03
Serwelo
Co-founder · Product & design
Co-founded and built entirely through AI-assisted tools, without writing code. Full depth of this one lives on the AI page — the short version: I shipped it end to end, as a founder with skin in the game.
...and dozens more
These are the deepest stories. Beyond them, delivery across a dozen+ platforms and brands — Poland to Sweden, Australia to Canada. Full breakdown on the e-commerce page →
How I lead
People
Track record
Near-zero regretted turnover
On teams I've directly managed, people stay — and the ones who move on tend to stay in touch. Several people from BitBag and elsewhere are still friends, years later.
Why
A workplace people trust
People have come to me with things well outside a manager's job description — because they trusted I'd take it seriously. I think that trust is the actual foundation good management sits on.
Where it comes from
Sport, and 30,000 people
A shy kid, once. Competitive sport taught me what it takes to push a mental limit, not just a physical one. Later, organizing events for crowds up to 30,000 taught me what real operational pressure looks like.
Credibility
Technical trust, not just translation
A Master's in Computer Science and years as a developer mean I earn credibility with engineers, not just translate for them. They talk to me about the real technical details.
Process
Leadership without headcount
At Appsilon I had no team of my own — instead I owned process improvement across every team in the company, supporting their growth without formal authority.
Beyond the day job
Trusted past the job title
After hours, I've advised a handful of companies directly with their C-level cofounders on growth, process, and delivery — informal, but real trust extended past the edges of a title.
I worked with
Booksy
SpearDevs
Appsilon
Horyzont Gier
BitBag
YourNextStore
Ultrico
Develocraft
InspireLabs
Snowdog
Netguru
Sii
How I approach this
I don't think competence and kindness trade off against each other. High standards and people genuinely wanting to work for you aren't opposites - in my experience, they build each other. That's the whole philosophy, really.
Some of that comes from working across a genuinely wide range of cultures - Poland, the DACH region, Scandinavia, France, Turkey, the UK, Australia, Canada, the US. People think and work differently everywhere you go, and good leadership means noticing that, not flattening it. Understanding people despite those differences isn't a side skill for me - it's most of the job.
countries I've worked in or led teams across, directly or with clients
If you're looking for a servant leader who isn't afraid of hands-on work and values coworkers, then here I am.
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