At a glance
I am looking for a permanent IT leadership role: IT Director, CIO, Head of IT or IT Manager, preferably in a manufacturing company. For me, the right fit depends on the scope of responsibility: leading IT and the team, and working with the board.
- Role: IT Director, CIO, Head of IT or IT Manager
- Industry: preferably manufacturing
- Location: Łódź and the area within 30 km; Tomaszów Mazowiecki, Opoczno, Przysucha and Piotrków Trybunalski with their surroundings are also possible
- Availability: usually within a month of accepting an offer
Three examples of responsibility
Leading the whole of IT
From October 2024 to September 2025 I led IT in a dermocosmetics company: business systems, infrastructure, network and security, budget and vendors. I had a small team and worked directly with the board. I started with an audit. On that basis I prepared an IT development plan agreed with the board, together with a budget that I negotiated with the CEO. When presenting IT investments to the board, I explained the business benefits they were intended to deliver or the risks they would reduce. Within the budget I decided on vendors, projects and their order myself.
The plan started with security: I strengthened IT security and introduced security policies and procedures. I introduced a helpdesk, mandatory documentation and a new way of selecting vendor offers. I trained the team in project management and prioritisation, with the aim of spending less time resolving failures and more time preventing them. Earlier, as IT Systems Manager, I planned the budget of my area and negotiated contracts.
Building a team
As IT Systems Manager in the automotive group, I led and developed the IT team. I brought in people from other departments with no IT experience and helped them become skilled specialists. I also built project teams and supported their autonomy. For 12 years I ran an international key-user organisation: business people responsible for the system in their departments.
Integrations and implementations
Two IT integrations after company acquisitions: I led one as project manager and the other together with a project manager from Denmark. ERP implementations at five locations, where I was the project manager, the coordinator of IT work, or the person responsible for the technical side. I oversaw the implementation and operation of the MES system at three locations. I deliberately left project leadership to team members so they could develop their skills, while providing oversight, mentoring and support with more complex technical issues. I adapted systems to new regulations: JPK (Poland's SAF-T tax reporting format), split payment (a Polish VAT mechanism) and Brexit.
What else I bring
Business processes and technology
I started by programming changes in an ERP system. My priority has always been to understand business processes and user needs, and determine how technology can help the company achieve its goals. From 2011 to 2024, in successive positions in an international automotive group, I was responsible for the whole ERP: support, modifications and training for more than 500 users in five countries. In those roles I kept programming and building applications and reports. When a vendor or a team says something cannot be done, I can check it.
An RPA Centre of Excellence
This team, which automates repetitive work with software robots, was created in the group on my initiative. I carried it through, from gathering knowledge and choosing a partner to working rules and priorities agreed with the business.
System stability and performance
The stability and performance of key systems were among my highest priorities. My achievements include no critical ERP failures in the area I managed between 2021 and 2024, and improved system performance. A critical failure means the system stops across the whole group or in a key area.
What I do now and when I can start
Since October 2025 I have worked as an independent IT advisor. I have worked on ERP performance improvements for three companies. I also build applications. I conduct IT audits and advise on IT strategy, relating my recommendations to the company’s processes, needs and goals. In doing so I talk to CEOs, directors and IT managers. I am also open to taking on permanent, long-term responsibility for IT and a team in one organisation.
I work on a project basis, without contracts for ongoing support. In large implementations I advise, but I do not lead the whole project. After accepting a job offer, I do not take on new engagements. I complete my existing commitments by finishing the agreed stage or handing the work over to someone designated by the client. This means I can usually start within a month of accepting an offer.
Next step
Write to me about the role. If you need a CV, tick that in the form: I will prepare a version matched to the role and include it in my reply. I reply within one working day. The full history of positions is on LinkedIn.
Before discussing a role: how to assess an IT Director candidate · the first 100 days as IT Director.
