The same pattern kept repeating, at a bigger scale each time:
— The Hybris practice needed to double — but the operating model was already failing at 1,000 people. I rebuilt it: 2,000+ FTEs, 20 locations, $100M+ portfolio.
— EPAM bet on becoming a top MACH partner — but the capability existed nowhere, not even on the market. I built it from scratch: 1,000+ engineers in 2 years, a top-3 global GSI alongside Deloitte and Accenture.
— In 2022, war put 70% of the engineering workforce at risk. The company committed to continuity — but no playbook existed. I built the Serbian hub: 1,000+ people, 800+ relocations, zero clients lost.
Since 2024, I've been doing the same work independently — as a Board Advisor and Interim COO for mid-size IT services companies (200–1000 employees), in three areas: AI-Native Operating Model, Business Continuity, and Company Scaling.
Three beliefs shape how I work.
Everything is an algorithm. Negotiations, board meetings, business processes — they are all systems with inputs, conditions and failure modes. When something goes wrong, it means part of the algorithm wasn't thought through. That's what an engineering brain brings to the executive floor.
Don't automate chaos. AI rewards companies with trusted data, standardized processes and clear governance — and punishes everyone else by scaling their inefficiency. Build the operating system first. Then automate it.
People are the asset, not numbers in a report. The relocation taught me this for good: an employee in chaos and stress will fail the delivery, no matter what the process says. Clear processes plus treating people like humans isn't idealism — it's how you protect revenue.
Strategy is a fixed-price contract you've already signed — before your board, your investors, yourself. The only question is whether your company can deliver the scope.
If it can't yet — that's my work. Let's talk.