01Strategy → Execution

Your strategy is fine. The problem is what happens after the boardroom.

I help growing companies connect strategy with execution, so what gets decided is what actually gets done.

Let’s talk Scroll to see where it fades ↓

02The descent

Most companies don’t fail at strategy. They fail on the way down.

  1. Boardroom

    “Grow repeat customers.” Clear to the room. Not measurable anywhere else.

  2. Leadership

    Dashboards full of activity KPIs. Everyone is green. Nothing moves.

  3. Product Owner

    The seat where strategy and delivery collide daily, usually without a mandate.

  4. Team

    Full calendar. Meetings that end without decisions. “Good enough” becomes the standard.

Good enough doesn’t grow companies.

03The bridge

I don’t just advise. I build the systems your teams use every Monday.

Everything below comes from real work with real teams. Methods, tools and rubrics, not slideware.

04Six topics

The Workshop

Methods · Tools · Rubrics

  1. Meetings Playbook

    Meetings that end in decisions

    The biggest silent cost in most companies is how meetings are run. Observation rubrics for everything from the Daily to decision workshops, with scored feedback that teams can act on the same week.

    10 meeting types · scored 1–5

  2. PO Development System

    Product Owners, measured

    The PO seat is where strategy and delivery collide. A measurement model, a scoring engine and a portal that together show each PO where they stand and what to grow next.

    8 dimensions · 360° feedback

  3. Story Splitting · WhyCraft

    The craft of cutting work

    Splitting work into slices that ship independently and deliver value. And a 5 Whys simulator where POs practise both sides: asking why, and being asked.

    Bring your own incidents

  4. Discovery & RICE calibration

    Discovery before delivery

    A staged discovery process and a calibrated RICE model, so ideas get validated in weeks, before anyone writes code.

    One scale for all stakeholders

  5. Obeya · Commitments board

    Strategy, made visible

    Strategic intents → initiatives → delivery, on one screen. Leaders see what was promised, what moved, and what quietly stalled.

    No initiative without a key result

  6. MedTech intelligence · Synthetic customer panel

    AI, done deliberately

    Know what you’re measuring before you automate it. A regulatory intelligence pipeline and a synthetic research panel built on one rule: AI generates hypotheses, not evidence.

    Findings rated for confidence

05The mirror

My role is often to hold up a mirror. You may not like everything you see, but you can’t fix what you won’t look at.

There is no magic, one-size-fits-all solution. There is a rigorous way to find yours.

06Every chair in the room

I’ve sat in most of the chairs in the room. That’s why I can follow every conversation.

  1. 2008TesterBreakpoint

    Learned where systems break.

  2. 2010Product OwnerPrestin, LearnPlace

    Owning a backlog means owning the consequences.

  3. 2014Project Manager → Agile Change ManagerGetin Noble Bank

    Ran projects the classical way first. I know what structure is for.

  4. 2016Agile CoachNordea, Copenhagen

    SAFe across a whole bank.

  5. 2017Senior Agile CoachING

    A tribe of 150+, and transformation across countries.

  6. 2018Lead CoachČeská spořitelna

    One tribe grew from 60 to 350+ people. Led 50+ coaches.

  7. 2023Agile CoachBetsys

    400+ retail branches, agility outside IT.

  8. 2024Senior Agile CoachEdwards Lifesciences

    Medtech EMEA, where the stakes are patient outcomes.

  9. TodayIndependent

    Leadership · Teams · Product Owners.

07Who it’s for

Built for companies of 150–300 people, where the founder can no longer be in every room.


  • Faster idea validation

  • Less documentation nobody reads

  • Meetings that end in decisions

  • People who know why their work matters

The calendar is run by Cal.com, which receives your booking details. How I handle your data

Let’s talk
mail@bartkowiak.cz LinkedIn ↗

That was the loud version. Same story, told more quietly:Read it again in Editorial →