This is what clarity looks like.

Assignment:

Assumed responsibility for the commercial function, sales and marketing, of a hotel property amid significant market uncertainty.

Initial Situation:

• need to structure roles, responsibilities, and decision-making cadence within Sales & Marketing
• requirement to build B2B sales as a repeatable process, including team, pipeline, and operating standards
• necessity to transition commercial management to a data-driven model

Objective: 

Build a controllable, predictable operating and sales system and establish a stable B2B channel.

Results (14 months):

• revenue growth YoY: PLN 50.9m → PLN 90.9m (+78.6%)
• Superbrands® Business 2022 title
• launched and operational B2B sales with a repeatable client acquisition and servicing model
• improved management predictability through forecasting and data-driven decision-making
• significant reduction of the owner’s involvement in day-to-day commercial decisions through system-based governance

System Outcome: 

Transition to a controllable, data-driven model in which the commercial function operates through processes rather than reliance on individuals.

After 14 months: 

Appointed to the Management Board with responsibility for Sales & Marketing across all company investments.

Assignment:

Standardize and systematize the design and execution of events within the S&M organization.

Objective: 

Design and implement a unified, system-based event management model.

Scope:

• End-to-end standardization of event project delivery
• Definition of roles, responsibilities, and decision-making principles
• Development of a practical project playbook and a centralized knowledge base for the team

Results:

• Predictable project execution, including timelines, quality standards, and risk control
• Faster launch of subsequent events through a shared operating model
• Greater team alignment and reduced decision-making friction within projects

Operational Proof:

The new model was applied in the execution of one of the events, confirming operational effectiveness and the ability to deliver objectives with limited resources.

System Outcome: 

A project architecture enabling repeatable, structured, controllable, and scalable event execution.

Assignment:

Built a Brand Experience agency from scratch as a fully controllable and profitable business.

Initial Situation:

• initial capital: PLN 2,000
• no team, clients, or processes
• required to design from the ground up the sales model, delivery model, quality control, and financial management
• industry characterized by high operational risk and strong competition

Objective:

Create a process-driven, predictable organization capable of scaling while maintaining quality and profitability.

Results:

• 100+ delivered projects, including corporate events and brand experience activations
• year-over-year growth ranging from 35% to 120%
• several million PLN in annual revenue prior to the pandemic
• NPS >90%
• clients included BNP Paribas, Jeronimo Martins, the City of Sopot and Polish Volleyball Federation
• core team of 5 people with a stable network of collaborators; up to 50 people engaged per project

The organization operated on the basis of an integrated management and operational system covering the entire value chain and supported by automation of key processes.

Inflection Point:

In March 2020, the event market was administratively suspended (COVID-19).

After nearly one year awaiting market recovery, while maintaining profitability and financial control, a deliberate owner-level decision was made to close the company on December 31, 2020.

Market recovery began only in mid-2021, with tangible rebound from summer 2022.

System Outcome:

Built from zero a controllable organization that:

• scaled dynamically during growth years,
• operated based on processes and data,
• remained profitable,
• and was closed in a controlled manner during a structural market collapse.

Assignment:

Development of strategic initiatives and implementation of project management in a company with strong inbound marketing and a predominantly reactive sales model.

Initial Situation:

• Effective marketing, sales primarily reactive
• No formal project management processes
• No active B2B partnership development model

Scope:

• Full project ownership from concept to implementation
• Initiation and negotiation of strategic partnerships
• Direct reporting to the CEO
• Delivery of company-wide training on work organization, processes, and project management

Results:

• Project management implemented as the operating model
• Shift from purely reactive sales to active B2B partnership development
• Partnerships established, including Starbucks, Helion Group, and Kaspersky
• Entire organization trained (approx. 30 employees), resulting in improved operational efficiency and process discipline

System Outcome:

The company gained the capability to initiate and execute strategic projects and to actively develop B2B partnerships, rather than relying solely on reactive sales.