What I see repeatedly in growing companies — written for the founder or manager who has to act on it this quarter.
Hiring is the fastest-feeling response to an overloaded team and the slowest-acting one. Before you open a role, check whether the work is actually blocked by capacity — or by six symptoms that adding a person will make louder.
Topics: team performance consultant · accountability · capacity planning
Three or four notes a quarter. Nothing scheduled for the sake of a content calendar.
Overlapping ownership, decisions that climb to the founder, and three people reporting the same status. Capacity is rarely the real constraint.
Not culture, not values, not a workshop. Expectations written down, decision rights assigned, and one difficult conversation held properly.
What the local unit owns, who it reports to, and what mandate the first hire carries. Get these wrong and no amount of recruiting fixes it.
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Team development, accountability, manager craft, organisational design in growing companies, and the practical side of operating in the Polish market.
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If a note described your team a little too accurately, that is a good reason for a thirty-minute call.