Every successful engineering organization eventually outgrows the way it was originally built.
I've spent over 25 years in technology: the first decade hands-on as a software engineer, the last 15+ leading engineering organizations.
Most recently, as Deputy CTO of a regulated EU payments processor, I led a 28-person cross-functional organization through a 4-person leadership team I built via hiring and internal promotion, owned a multi-million-euro infrastructure budget, and turned platform reliability into a revenue-protection function.
Infrastructure, platform engineering, DevOps, SRE, service management and business continuity aren't separate disciplines to me. They're different ways of solving the same problem: helping engineering organizations scale without accumulating unnecessary complexity.
I'm a player-coach. I stay close enough to architecture to make the hard calls myself, and I do my best work where technical depth and people leadership both matter, and where the impact is visible and direct.
Leadership teams built by hiring and by growing engineers into leads. Clear ownership, delegated budgets, managers who actually manage.
Hybrid cloud across AWS, GCP and private cloud. Kubernetes self-service platforms. Capacity, cost and vendor management.
Incident, problem, change and release management built from zero. On-call, disaster recovery and business continuity.
ISO 27001, SOC 2, DORA, MiCA: processes that produce evidence, not paperwork.
Data platforms that management, finance, compliance and product teams actually rely on.
Company-wide LLM rollout, internal models on AWS Bedrock, AI-assisted code review, an AI agent for traffic protection, EU AI Act readiness.
More engineers, more teams, more meetings, and somehow less gets shipped.
I redesign how teams are split, who owns what and how decisions are made, and build a leadership layer that can run it: by hiring and by growing engineers into leads.
A key leader is leaving, commitments to clients are at risk and the team is waiting for direction.
I step in, stabilize the team, keep the promises the business has already made, and hire or grow the person who will take it forward.
Product teams wait on a small platform team for every environment, release or access request.
I turn the platform into a product with self-service paths, clear ownership and costs that someone actually watches.
Incidents depend on whoever is online, and nobody is sure recovery would work if it were needed.
I build incident, change and recovery practices that hold under pressure, and test them instead of assuming them.
An audit, a licence or a big contract requires evidence that processes exist and work.
I set up processes where the evidence is a by-product of daily work, not a project before every audit.
Tools spread team by team, with no view of data, cost or risk.
I bring AI into everyday engineering with clear rules: where data can go, what it costs, and where a human stays in the loop.
CoinsPaid Regulated EU crypto-payments processor · Fintech
Engineering leadership for a regulated payments business: platform and infrastructure, DevOps, service management, IT operations, BI and data, business continuity. An organization of 28 led through four team leads.
Inspectorio Supply-chain SaaS · Product SaaS
Infrastructure, DevOps/SRE and internal IT for a B2B SaaS platform used by global brands and suppliers. Joined during a leadership transition.
Wargaming Global online games · Gamedev
Internal engineering for a global game publisher: internal tools and development, BI and data analysis, performance testing as a service for studios worldwide.
Wargaming Global online games · Gamedev
DevOps and project management for the web and product platform around the games: player-facing sites, payments, authentication, at high load across several data centers.
velcom National mobile operator · Telecom
From building subscriber self-care services to running IT operations for a national mobile operator: support, core IT services and testing.
ISP Forenet Internet provider · Telecom
Billing system and server administration for an internet provider.
Questions I ask in every technical review
Ownership enforced through process, culture and agreements between managers, not org charts.
Two of my four CoinsPaid leads were grown from individual contributors. Three more leads were grown from engineers at Wargaming.
Knowledge, ownership and decision-making shouldn't depend on one person.
Risks stated openly, recorded, and reviewed later.
Close enough to architecture to make the hard calls.
Small products I build for my own everyday problems. They keep me close to what it takes to ship.
A collector's album built around how a real collection works: photos of both sides, the album and page where every coin lives, a duplicate check before you buy, a wishlist for trades. No account, no ads.
It started with a spreadsheet of 1,100+ coins and no app that felt like my collection. Shipping it meant walking the whole path myself: architecture and scope, signing and TestFlight, privacy forms, store assets in three languages and App Review. Everything stays on the phone: no server, no account.
Every kilometre you walk lifts a piece of your island out of the fog, and how you moved decides what grows there: forest, river, mountain or a quiet heath. One year, one island, made of your own days. No goals, no streaks that burn, no guilt for a missed day.
Under the hood the island is never stored, it is computed: a deterministic procedural generator on a hexagonal grid grows the same map from a seed and your days, on any device. Works with any source in Apple Health, keeps everything on the phone, speaks English, Polish and Russian.
Engineer's degree, Belarusian State University of Informatics and Radioelectronics (BSUIR), 2000–2005
Machine Learning with Python: Foundations, LinkedIn Learning, 2024
Available now
Open to CTO, VP Engineering and Head of Platform / Infrastructure roles. Based in Poznań, Poland; remote, hybrid or on-site in Europe.
[email protected]
