Strategy → 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 leaks ↓

The Descent

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

Fig. 1 — Where strategy leaks

Floor 01
Boardroom
“Grow repeat customers.” Clear to the room. Not measurable anywhere else.
Floor 02
Leadership
Dashboards full of activity KPIs. Everyone is green. Nothing moves.
Floor 03
Product Owner
The seat where strategy and delivery collide daily, usually without a mandate.
Floor 04
Team
Full calendar. Meetings that end without decisions. “Good enough” becomes the standard.

Good enough doesn't grow companies.

The 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.

Index

The Workshop

Six topics · Methods, tools, rubrics

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.

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.

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.

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.

Obeya · Commitments board

Strategy, made visible

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

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.

The 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.

Every chair in the room

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

2008
Tester
Breakpoint
Learned where systems break.
2010
Product Owner
Prestin, LearnPlace
Owning a backlog means owning the consequences.
2014
Project Manager → Agile Change Manager
Getin Noble Bank
Ran projects the classical way first. I know what structure is for.
2016
Agile Coach
Nordea, Copenhagen
SAFe across a whole bank.
2017
Senior Agile Coach
ING
A tribe of 150+, and transformation across countries.
2018
Lead Coach
Česká spořitelna
One tribe grew from 60 to 350+ people. Led 50+ coaches.
2023
Agile Coach
Betsys
400+ retail branches, agility outside IT.
2024
Senior Agile Coach
Edwards Lifesciences
Medtech EMEA, where the stakes are patient outcomes.
Today
Independent
Leadership · Teams · Product Owners

Years: 18
People: 60 → 350+
Branches: 400+
Banks · Medtech: 4 · 1

Who it's for

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

01 · PassFaster idea validation
02 · PassLess documentation nobody reads
03 · PassMeetings that end in decisions
04 · PassPeople 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 ↗

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

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

Boardroom

Leadership

Product Owner

Team