Migration of an international payment system due to ECB-mandated deadlines for non-EUR countries. Analysis, design, and management of rollout, rollback, and dress rehearsal procedures, testing, environment preparation and testing, fallback and crisis procedure definitions, and risk management. Client is an international banking player; name undisclosed due to NDA obligations.

Micropincher Fintech Tools ? a project serving as a prototype and demo of how to integrate with blockchain and transfer digital financial assets (stablecoins) globally. It is a supporting tool for those considering the use of crypto stablecoins who need to understand how it works and discover what value it can bring to them. Micropincher Analytics & Trading simulator - is a project delivering data collection and analysis platform which focuses on crypto trading strategy analysis and simulations, to help traders to identify opportunities for trades with managed risks and prevent loss. The data platform is open data platform to be used for other data analytical cases for investment funds, institutional traders, universities and other individuals.

Mediaport Solutions is an outsourced IT provider for Trinity Bank a.s., with the goal of leading the Digital Bank Program, improving delivery governance and organization, optimizing costs, and building a team of real engineers motivated to deliver on time, with a long-term, manageable, cost-effective IT architecture. Scope included Temenos decommissioning, multicore-to-single-core banking architecture redesign, implementation of VISA payment cards, Salesforce integration as CRM, development of a new integration layer, and a brand-new internet banking and mobile banking platform, with project overall costs of many millions of EUR (NDA obligation). Responsibilities included negotiating with the local banking regulator, contract management to achieve massive cost savings, and implementation of disruptive cost-saving measures across the project ? team size (going down from 200 people), team member selection, IT operational costs, and non-technical IT costs. Design-to-cost principles were applied to keep the budget under control while still delivering on business goals.

Co-founded and led the build-out of a new IT company on the Czech market, serving as CEO with full P&L responsibility. Scope covered corporate strategy, organizational setup, hiring and team building, corporate finance management, sales pipeline management (using Salesforce), business development and cold acquisition, account management, and all other agendas required to run and scale the company. The business focus was on IT custom development, corporate management advisory, AI delivery, senior technology consulting, and CXO-level support in transformation processes such as agile transformation and broader organizational transformation toward more flexible, adaptive entities. Successfully generated new contacts and leads, and delivered new projects to new clients. Defined go-to-market strategy for the CZ market and drove new client acquisition across the DACH region, the Netherlands, and the UK.

Acquisitions and post-acquisition integration of technology teams, agile transformation to Product Driven Company, multinational environment Spain, Slovak, Hungary. SAP implementation for transactional financial operations, integration DIH (Digital Integration Hub), other innovations and modernization in IT. Agile transformation from business to IT, to create more flexible environment, able to quickly react on market situation, building new management skills levels corresponding to corporate leadership and with focus on budget and results deliverables.

Responsible for IT teams delivering digital channels and surrounded supporting services, managing teams in Czech and Slovak, driving new CRM integration to the mobile operator and their operation services. Troubleshooting of post deployment problems critical to run 600 headcount call centers and customer care teams, which are critical on operational conditions. Managing teams ower two countries as part of merge between two operators in two countries. Building synergies and cost savings to achieve OPEX and CAPEX goals.

Heading design, development and operation teams maintaining the differentiation & innovation IT platforms using scaled agile framework implemented within the international corporation environment ? cca 100 people in IT. Agile transformation within the IT department including business involvement and alignment with business processes driving the business efficiency improvements. Definition of methodology for IT delivery, requirements collections, processes allowing production support together with new development including on call and on site support. Distributed teams over the country to multiple locations.

Over all 10 years working for Deutsche Telekom most of the time as Program Manager responsible for activities across Europe (from UK to Greece), leading activities in Germany, UK, Austria, Netherlands, Hungary, Monte Negro, Croatia and other countries. Multiple projects with multi-country deliveries, oriented mostly on ?value added services?, traditional waterfall delivery with risk, budget, requirements and main stakeholder management. Project usually around 50-200 team members across all countries. Conflict solving with vendors, crisis management related to given deadlines due to aggressive competition in telco at that time.