I am Agata Tarczyńska, a team performance and leadership consultant based in Warsaw. I help growing companies replace guesswork with clear ownership — and I stay long enough for it to hold.
I started in operations, where the consequence of an unclear role is not a theory — it is a missed shipment, a duplicated project, a client who hears two different answers in one week. Later, as a manager and then a department head in fast-growing companies, I inherited teams that had doubled in size without anyone updating how they worked.
That is the pattern I now work on full time. Companies grow by adding people to a structure built for a smaller company, then read the resulting friction as a motivation problem. It rarely is. Responsibilities blur, decisions drift upward, and the strongest performers quietly start covering for the system.
My work is deliberately unglamorous: define who owns what, give managers the skills and the mandate to hold it, cut the meetings that decide nothing, and rebuild the handovers where work goes missing. Then hand it over, documented, to the people who have to live in it.
Because I work with international companies entering Poland, half my engagements run in English and half in Polish — often both inside the same organisation.
These are the terms that make the difference between a report you file and a change your team notices.
You will hear what I actually observed, including when the problem sits with leadership. Softened findings waste the fee.
Every outcome gets one name next to it. Shared responsibility is the most expensive form of no responsibility.
They co-author the new structure. People defend what they helped write and abandon what was handed to them.
Every engagement has a defined finish and a handover. I am not trying to become part of your cost base.
Three changes that stick beat fifteen that decay. We sequence, then we finish.
Whether the team sits in Warsaw or reports into a headquarters abroad, clarity is written the same way — in both languages.
Placeholder dates and organisations — swap in your own detail.
Ran day-to-day delivery where unclear ownership shows up immediately. Learned that process documents nobody uses are worse than none.
Grew a team from six to thirty-one people. Rebuilt roles, hiring standards and the weekly rhythm twice on the way.
Responsible for cross-department coordination during rapid growth, including two international market launches.
Full-time organisational consultant in Poland, working with founders, executives and managers across Poland and internationally.
Bring one situation that keeps repeating. I will tell you what I think is causing it and whether my help is warranted.