Four services, one purpose: your team knows who owns what, your managers can hold it, and the work moves between people without dropping.
For teams where two people think they own the same thing and one thing is owned by nobody. We map how work actually flows, then assign a single owner to every outcome that matters, with the decision rights to go with it.
Most managers in growing companies were promoted for delivery and never taught to lead. As a leadership consultant in Poland I work with them on the specific behaviours that create accountability: setting expectations, giving feedback that lands, and holding standards without taking the work back.
Coordination costs money quietly. We cut the meetings that decide nothing, define where each type of decision is made, and rebuild the handovers between people, teams and time zones so status chasing stops being a job.
For international companies entering, operating and hiring in Poland. Local structure, local expectations, local management practice — set up correctly the first time rather than corrected after the first year.
The left column is what companies describe on the introductory call. The right column is what the handover document has to prove.
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Area
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Before
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After the engagement
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|---|---|---|
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Ownership
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“I thought you were handling it.”
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One named owner per outcome, written and agreed
|
|
Decisions
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Escalate to the founder by default
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Decision rights defined by type and level
|
|
Meetings
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Weekly status calls that report, not decide
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Half the meetings, each with an owner and an output
|
|
Handovers
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Work stalls between teams, nobody notices for days
|
Documented handover points with a visible status
|
|
Managers
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Deliver the work themselves when it slips
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Set expectations, give feedback, hold the standard
|
|
New joiners
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Learn the real rules by trial and error
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Onboard into a documented operating model
|
Figures are placeholders for your own measured outcomes.
Scope, fees and timing — the things worth settling before a first call.
Yes, and most clients do. Roles and accountability is the usual starting point, because leadership work and workflow changes both rest on it.
Fixed fee against a fixed scope, agreed before we start, invoiced in two or three instalments. No hourly billing and no open-ended retainers.
Both. Diagnostics and redesign workshops are better in a room, so I run those on site in Warsaw or travel to you. Coaching and follow-up sessions run remotely.
That disagreement is part of the finding, and we surface it in the readout. Redesign does not start until leadership shares one description of the problem.
If you are not sure, that is what the introductory call is for. Bring the friction; we will name the service that addresses it.