About Me
Ochota
I grew up in Ochota, a district in Warsaw whose name, in Polish, means “desire” or “willingness". It defined me before I had the words to define myself.
We didn't have much. Small apartment, little money, a post-socialist Poland still figuring out what freedom actually meant.
My parents were proud people caught in a system that changed faster than they could adapt to it. I watched that. I learned from it, not bitterness, but clarity.
Transformation doesn't wait for you to be ready. You either move with it, or you get left behind.
So I moved.
Before the
Factories
I started working early. Before I ever set foot in a factory or wrote a line about Industrial AI, I was already out earning, selling crossword puzzles door to door, stacking shelves in a warehouse, arranging merchandise displays in a Cash and Carry wholesale house after school, every day, including weekends. I learned quickly that effort compounds. That showing up consistently, even for small things, builds something.
Then came five years as a flight attendant. That chapter deserves its own sentence, because it shaped me in ways that still show up in how I work today. Aviation teaches you discipline at a level most industries don't demand: uniforms, checklists, punctuality, procedures that exist because the alternative is catastrophic. It teaches you how to stay composed when others freeze. How to serve difficult people without losing your professionalism. How to function as part of a team that changes configuration with every flight, finding trust and rhythm with strangers in hours. And it teaches you languages. I mastered English and Spanish in the air, across dozens of countries, talking to passengers and crews from every corner of the world.
I left that job when I graduated from university. People said I was crazy. I had debt and no guarantee. But I wanted to build something, and comfort was never the point.
Countries
Industries
Hard Resets
What followed was a career that crossed countries, industries, and repeated hard resets.
I joined a Mexican multinational and spent years in the UK implementing production control systems connected to SAP. I was visiting factories, configuring software, training operators on the shop floor, and learning how information actually flows between production and business. Then came the opportunity I had been looking for: a move to Madrid, joining an internal consulting group working on business process architecture, connecting technology to business performance in ways that created real impact. That was exactly the work I had been moving toward.
The 2008 financial crisis ended it. I was fired, savings draining in a foreign city, months without real income or clear direction. But I stayed in Spain. I kept reading, networking, absorbing. Eventually, a combination of luck and preparation opened a new door. EU-funded R&D projects, real innovation, complex stakeholder environments, large budgets, high stakes. I learned to play chess instead of boxing. To navigate politics without losing momentum. To build things that had never been built before, with difficult clients and uncertain outcomes.
When those projects ended, I made my most expensive mistake. Convinced I understood enough to go alone, I borrowed heavily to launch an electric mobility startup in 2011, years ahead of the market and well ahead of my own capabilities. I lost everything. Deep in debt, no income, starting again from nothing.
Building From Nothing
That was the lesson that stayed. Arrogance is the most dangerous gap between what you know and what you think you know.
So I did what I had always done. I diagnosed the gap. I identified what I was missing - German language, mid-size company experience, and manufacturing depth. And I went looking for exactly that.
I found JSP, a Japanese materials manufacturer. No digital function, no data strategy, no technology roadmap. What it had was something more valuable: decades of accumulated manufacturing knowledge, embedded in its people and processes, largely invisible and completely uncaptured.
Over the following decade, I built Advanced Solutions from within that environment, a digital business unit that now serves real factories across Europe. We help manufacturers reduce scrap, improve energy efficiency, and make faster, better-informed decisions. The work is specific, grounded, and built on relationships earned over years of technical partnership with customers.
Along the way, I understood something that has shaped everything I now think and write about.
Manufacturing
IS NOT
a software problem
Manufacturing is not a software problem.
It is a human system that has been accumulating intelligence for generations, in the hands of engineers who know which parameter to adjust because of how the humidity changed overnight, in the instincts of operators who have run the same machine for fifteen years and carry knowledge that no sensor has yet captured. This intelligence is real, it is valuable, and it is dangerously fragile.
When a senior engineer retires, that intelligence walks out of the building. There is no system to keep it, no structure to transfer it, no way for the next person to inherit what took decades to build. On the shop floor, the problem compounds differently: operators rotate constantly, training is expensive and slow, and before someone reaches the level of autonomous competence, they are gone, recruited away for twenty cents more per hour. The result is that the people closest to the problems, the ones best positioned to act fast and reduce time to resolution, are never trusted to do so, because decisions depend on experience that is always scarce and never systematised.
This is the real crisis in manufacturing. Not a technology gap. A knowledge gap, dressed up as an automation problem.
What
I'm Fighting For
Industrial AI that treats the factory floor as a system to be automated will hit this wall and fail. The far more powerful opportunity is to build AI that captures, preserves, and amplifies the human intelligence already present, that makes expert knowledge transferable, that gives operators the visibility and confidence to act, that accelerates the people who are already there rather than planning to replace them.
That is what I am building at Advanced Solutions. That is what I am writing about on this platform. That is the transformation I believe is worth fighting for.
Why This
Platform Exists
Today I lead Advanced Solutions and serve as an executive within JSP's European leadership team, contributing to strategy, organisational design, AI direction, and the kind of leadership that real transformation actually demands. I write, speak, and think publicly about where Industrial AI is going and what it means for the people and organisations navigating it.
Visionary Engine is my platform for that thinking — independent of any employer, any product, any commercial agenda. Just the ideas, honest and specific, built on two decades of doing the actual work.
I write for manufacturing leaders who know something important is changing but aren't sure how to think about it yet. For executives, being sold solutions to problems that haven't been properly diagnosed. For the next generation of practitioners who will build the industrial future and deserve better frameworks than the ones currently on offer.
If that's you, the thinking is here. The conversation is open.