We invite you to familiarize yourself with our previous SUCCESSES in the field of Szadow Management and with NEWS about their implementation.
{slider Leisure Homes Fund - Venture Management Project}
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September 2018 – January 2020 Originator, Co-Investor |
Development and commencement of a start-up of a venture capital fund based in Malta introducing innovative solutions that constitute a market breakthrough, changing the existing world of venture capital investment funds, perception of cryptocurrencies and lightweight skeleton construction and tourism.
LHF changes the current thinking about investing, giving up both the classical investment model of venture capital fund, the model of industry investments in tourism and construction, as well as the method of acquiring real estate and other facilities, enabling investors to smoothly and safely regulate the level of capital involved through cryptocurrency exchanges.
It is an open and tokened investment fund based in Malta, with two main components:
- venture capital fund in which investors have units called LHF Units,
- unified units based on blockchain and providing liquidity to investors, called LHF Tokens.
Scalability of the LHF business ensures its global reach, also allowing the potential co-investing with industry investors, syndicates, financial institutions and other organizations.
The mission of LHF is to open up space for both cryptographic and conventional investors, and enable wide participation of various economic entities and individuals in a high-income enterprise in the venture capital industry, which until now was the domain of specialized institutions and affluent people.
{slider Factory of Mobile and Skeletal Houses LARK Leisure Homes Sp. z o.o. - Trade Management Project}
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June 2018 - January 2020 Board Representative for Trade |
Development and implementation of a market strategy on the global market of a Polish manufacturer of mobile and modular houses, houses on the water, as well as furniture, doors and windows.
Building a distribution network and direct sales of products on more than 40 local markets in Europe.
Participation in the most important trade fairs in individual countries and launching local distribution companies.
Implementation of product, Logistics and financial solutions tailored to market needs in individual countries.
{slider Klub Wakacyjny Sp. z o.o. - Restructuring Project}
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May 2018 - September 2020 Restructuring Advisor |
Restructuring Advisor (Provisional Judicial Supervision) appointed by the District Court for the capital city of Warsaw, 10th Commercial Department in bankruptcy proceedings KLUB WAKACYJNY Sp. z o.o.
{slider Rentis S.A. - Shadow Management Project}
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December 2017 - now Vice Chairman of the Supervisory Board |
Supervision and advisory support for a dynamically growing company that is one of the leaders in the European car rental market.
{slider Armor Group - Shadow Management Project}
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June 2017 – December 2018 Shadow Manager |
Employment restructuring in a factory in Poland that is part of the global production group Armor.
{slider Viggen Sp. z o.o. Loranc & Partners Sp. z o.o. Limited Partnership - Venture Management Project}
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October 2017 – December 2018 CEO, Co-Investor |
Development and implementation of the trading platform ensures reduction of purchase and sales costs due to the scale effect resulting from grouping orders for selected products, raw materials and energy sources, offered by the most competitive suppliers in the world, as well as dedicated financing of transactions, transport, forwarding and logistics services, supported by the latest technology and specialist industry knowledge.
Leaving the investment successfully.
{slider Emilia Zielińska in consumer bankruptcy - Restructuring Project}
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October 2017 – March 2018 Restructuring Advisor |
Restructuring Advisor (Receivership) - appointed by the District Court for the capital city of Warsaw, 10th Economic Department in the bankruptcy proceedings of Emilia Zielińska in the consumer bankruptcy.
{slider Spander Sp. z o.o. - Restructuring Project}
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June 2017 – November 2018 Restructuring Advisor |
Restructuring Advisor (Temporary Judicial Supervisor) appointed by the District Court for the capital city of Warsaw, 10th Economic Department in the bankruptcy proceedings of Spander Sp. z o.o.
{slider Mechanical, Renovation and Anti-corrosion plants JUREX Sp. z o.o. - Restructuring Project}
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September 2017 – February 2018 Restructuring Advisor |
Restructuring Advisor (Temporary Judicial Supervisor) appointed by the District Court for the capital city of Warsaw, 10th Economic Department in the bankruptcy proceedings of the Mechanical, Renovation and Anti-corrosion plants JUREX Sp. z o.o.
{slider Care Maker - Venture Management Project}
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May 2016 – December 2017 Originator, Co–Investor |
Preparation of an innovative mHealth start applying for EU funding from NCBIR and PARP
{slider Platinum Investors - Venture Management Project}
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March 2016 – December 2017 Partner, Business Angel |
Partner and Business Angel of Platinum Investors, private investors of Business Angel Network associating investors seeking opportunities to invest free funds, as well as using their extensive experience in management, marketing, sales, production and research when developing and launching new products on the market (mentoring for creators of project ideas). Platinum Investors is the only Business Angels network intended for investors recruited among people holding positions at level C (senior managers, i.e. General Directors, financial directors, vice presidents, etc.) in the largest companies in Europe. Platinum Investors is manager by the Platinum Foundation – an institution operating in a business environment that supports development as well as unifying science and business.
{slider Mount Up Sp. z o.o. - Venture Management Project}
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October 2015 - now President of the Board, Co-Investor |
Developing a market strategy and launching a start-up in the international trade and financial services industry.
{slider Consortia Sp. z o.o. - Restructuring Project}
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April 2015 – December 2018 Restructuring Advisor |
Restructuring Advisor (Probation Officer) appointed by the District Court for the capital city of Warsaw, 10th Economic Department in the bankruptcy proceedings of Consortia Sp. z o.o.
{slider Nowa Era Sp. z o.o. - Projekt Interim Management}
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September 2015 – December 2017 Management Proxy for Management Optimization |
Optimization of management of Nowa Era Sp. z o.o. being the leader of the Polish educational publishing market, the Company being a part of the global leader – SANOMA GROUP:
- Leader of the Management Team in the field of integration and management organization.
- Leader of the Management Team for the Innovation and New Business Development.
- Implementation and development of OGC models:
- MoP ® (portfolio management),
- P3O ® (uruchomienie i rozwój Biura Portfolio, Programów i Projektów),
- P3M3 ® (implementation of the portfolio maturity model, program and project management),
- M_o_R ® (Risk management),
- PRINCE2 ® (Project management),
- AGILE ® (Agile project management),
- Leader in the development of marketing functions in the organization.
- Leader in the improvement of production functions in Nowa Era.
- Leader in optimizing the management of a subsidiary company VULCAN Sp. z o.o.
{slider Origo BridgeAlfa VC - Venture Management Project}
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February 2015 – November 2016 Partner, Business Angel |
Participation in the NCBIR competition – the second edition of BridgeAlfa in cooperation with TRIO Management Group
{slider Skills Sp. z o.o. - Shadow Management Project}
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September 2015 – June 2017 Shadow Manager |
Development and implementation of a market strategy for a company specializing in coaching and certification training in the field of project and program management, project portfolio as well as risk management and facilitation in projects.
{slider LEXUS Law Firm - Projekt Interim Management}
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September 2014 – March 2015 CEO |
BUSINESS CHALLENGES:
Co-owners of the law firm specializing in the recovery of debts being one of the market leaders, due to the declining systematic portfolio of clients in the banking and insurance sector and in connection with the launch of a subsidiary specializing in debt portfolios purchase, have declared the need to develop and implement the concept of acquiring new clients in the scope of acquiring niche debt portfolios from them.
ACTIONS TAKEN:
Market research. Development of an innovative business concept and preparation of a market strategy for a new business line. Launching a business line offering comprehensive financial and legal services as well as small and medium enterprises in the area of:
- improvement of liquidity;
- debt collection,
- purchase of receivables,
- invoicing,
- turnover loans
- financing business investments;
- credits,
- loans,
- leasing,
- bond and inventory issuance
- management effectiveness;
- strategic consulting,
- operational consulting,
- temporary management
- legal services.
ACHIEVED EFFECTS:
Launching a new business line, revitalization of the sales and marketing department of a law firm.
{slider Youth Business International - Poland - Shadow Management Project}
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September 2014 - now Partner, Mentor |
Providing pro bono effective support for novice entrepreneurs in setting up and developing a company by enabling participation in a 6-month cooperation with a professional mentor and participation in an open business training within an international public benefit organization appointed by Prince Charles - YBI.
{slider Energa Operator S.A. - Restructuring Project}
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September 2014 – March 2015 Restructuring Advisor |
BUSINESS CHALLENGES:
The Board of Energa Operator S.A. implemented a strategy in a group of several dependent Energy companies, stimulating them to compete on the open market, and not only to execute orders within the Group. One of the companies completely failed to meet these challenges, despite the three-year adjustment period of the owners, and without further reliance on the unprocessed orders received from the Group was threatened by bankruptcy. The management of the Group wanted to resolve the situation by issuing a feasibility study, including liquidation, bankruptcy, privatization and sale of the Company.
ACTIONS TAKEN:
Conducting the organization’s audit. Developing three restructuring scenarios. Conducting a series of consultations and workshops for the Group. Obtaining the acceptance of the strategy based on the restructuring option through employee privatization.
ACHIEVED EFFECTS:
Preparation and approval of the implementation of the restructuring strategy of the Company based on employee privatization.
{slider Actoribus Sp. z o.o. - Venture Management Project}
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October 2013 – June 2015 Originator, CEO, Business Angel |
BUSINESS CHALLENGES:
Invitation of a group of individual investors and interim managers to a capital company to jointly implement interim management and consulting projects.
ACTIONS TAKEN:
Development and implementation of the initial market strategy. Implementation of a capital investment and launching a limited liability company. Development and implementation of the product offer as well as sales and marketing functions. Building a network of business partners. Promotion of the company through teleconference. Acquisition and implementation of temporary management projects and business consulting. Ending the investment.
ACHIEVED EFFECTS:
Launching and development of the company. Safe and profitable exit from the investment.
{slider EDUINVEST Sp. z o.o. - Shadow Management Project}
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May 2013 – May 2014 Mentor |
Mentoring for CEO in the scope of developing and implementing a market strategy for a company specializing in organizing events and training in the field of e-commerce.
{slider Doradcy24 S.A. - Venture Management Project}
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February 2012 – May 2014 President of the Board, Business Angel |
Management, as the President of the Board and Main Shareholder (from 2013 to 2014) of a company listed on the Warsaw Stock Exchange, offering a wide range of financial products, such as mortgage loans, corporate loans, personal loans, insurance, investment funds.
BUSINESS CHALLENGES:
The main shareholder represented in the Supervisory Board commissioned an audit of the organization and competence of the management and management staff, and then developed and implemented a restructuring strategy. As a result of insufficient market strategy, the Company recorded increasing losses and negative cash flows. Nevertheless, the Board continued to implement the strategy of large investments, adopted two years earlier and for a long time was not able to offer the Supervisory Board a convincing solution. The main shareholder wanted to safely exit the investment from the Company, because he focused on another, more prospective investment projects.
ACTIONS TAKEN:
Implementation of the organization’s audit. Preparation of a restructuring strategy. Takeover of the board and conducting the restructuring. Buying a majority stake from the main shareholder. Improvement of the Company’s operating profitability. Acquiring a bank loan to finance further development. Sales of the Company to a professional investor, final settlement with the previous major shareholder.
ACHIEVED EFFECTS:
As a result of lower operating costs and simultaneous sales growth due to the development of new products and revitalization of distribution channels, the Company regained profitability. The main shareholder, in line with his expectations, came out of a safe and profitable investment, and the Company gained a strategic industry investor. Successful exit from theinvestment.
{slider Conference of Financial Enterprises KPF - Shadow Management Project}
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April 2012 r. – Maj 2014 r. Supervisory Board Member |
Supervision and advisory support for a Employers' Union KPF
{slider MAWI General Partnership - Restructuring Project}
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September 2011 – March 2012 CEO, Restructuring Advisor, Interim Manager |
BUSINESS CHALLENGES:
Two co-owners of the Company asked for the development and implementation of business revitalization. In the 1980s and 1990s, the company experienced dynamic development, exporting cooling devices mainly to the former USSR. After Poland’s accession to the European Union, the Company was unable to adapt to the new market reality and started to sell less and less and generate more and more losses. The production capacity was used in 30%, liquidity problems were experienced more and more, sales departments were in turmoil, marketing disappeared, the construction department used the same solutions and design for designing devices for several years, and the owners have already exhausted their ideas to fix the situation and you decided to use the temporary management solution for restructuring.
ACTIONS TAKEN:
Organization’s audit. Preparation of a revitalization strategy. Taking over company management and carrying out revitalization. Reconstruction of sales, marketing, customer service and service departments. Changing the R&D policy in the engineering department. Revitalization of relations with distributors in Europe. Implementation of new turnkey competence and launching shares in tenders. Improving the implementation of the CRM system. Change in debt management policy. Implementation of market strategy and control function. Improving the policy of purchasing, storage and human resources management. Employment and implementation of CCO. Handing over the profitable company to the owners.
ACHIEVED EFFECTS:
As a result of the revitalization of sales functions, relations with international distributors, marketing, customer service, HR, services, research and development as well as market strategies and debt management policies, as well as implementation of control functions and CRM, production coverage has been increased from 30% to 75%, and the Company regained profitability and liquidity.
{slider AMPACET Poland Sp. z o.o. - Shadow Management Project}
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February 2011 – February 2012 Shadow Manager, Mentor |
Conducting mentoring for CEO and the Management Team and the training program for the Polish company of a global chemical concern producing colouring concentrates and modifying additives.
{slider TASTY Sp. z o.o. - Projekt Interim Management}
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January 2011 – February 2012 President of the Board, CEO |
Designing and implementing a start-up specializing in an innovative e-commerce service with the mission of developing the MyMeal.pl food delivery website, connecting customers and restaurants via the Internet and mobile applications.
Building a partner database of more than 500 restaurants and over 6.000 clients in one year. Cooperation with international private investors and venture capital funds.
{slider ASTER Sp. z o.o. - Projekt Interim Management}
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January 2011 – February 2012 CCO |
Temporary management of the sales department of one of the cable television leaders in Poland.
Managing the sales of cable television, the Internet, landline and mobile telephone services.
Support for the company’s takeover process by an industry investor, ensuring a stable level of sales of over PLN 150 million annually, carried out by the direct sales department, three call centre departments and five company showrooms.
{slider Simple Solution Sp. z o.o. - Projekt Interim Management}
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March 2011 – March 2012 Vice President of the Board |
Market development of a consulting company,
{slider Social Lending Platform - Venture Management Project}
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May 2010 – May 2011 Originator, Business Angel |
BUSINESS CHALLENGES:
Individual investors and the foundation managing the business incubator under the Innovative Economy program of the EU decided to verify the innovative business model of e-commerce in the financial sector.
ACTIONS TAKEN:
Developing an innovative business concept and preparing a market entry strategy. Conducting market research and designing four synchronized web portals. Pre-incubation of the project. Acquisition of venture capital investors.
ACHIEVED EFFECTS:
Pre-incubation of the project and verification of the innovative e-commerce business model.
{slider Capital Service S.A. - Restructuring Project}
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June 2009 – June 2010 CEO, Restructuring Advisor, Interim Manager |
Designing and implementing a new market strategy for one of the leaders of fast loans in Poland. Development of 40 regional offices, teams of several dozen financial agents and a debt collection function. Preparation of Capital Service for transformation into a joint-stock company. Increasing the loan by 70% and improvement of the profitability of regional offices.
{slider Young Digital Planet S.A. - Management Contract}
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June 2008 – June 2009 CSO |
BUSINESS CHALLENGES:
Development of sales management in 40 international markets in order to increase sales by 25% for a Polish company acquired by an international Scandinavian concern. Sales results were important acquisition parameters affecting the price of the acquired company.
ACTIONS TAKEN:
Design and implementation on the global market of the sales strategy for software, ITC, Internet technologies and e-publishing services. Establishing cooperation with the Ministry of Education and the largest educational publishers in more than 30 countries, which brought a turnover of EUR 20 million. Preparation and implementation of the Company’s participation in several dozen of the largest international fairs in Europe, Asia and the USA. Launch of product websites: ypublisher.eu/, yauthor.com/, ybookonline.com/, yteach.com/, yteach.co.uk/.
ACHIEVED EFFECTS:
Generating revenues of PLN 120 million, exceeding several dozen percent of sales target agreed for international markets.
{slider EUROFINANCE ZAT - Management Contract}
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June 2007 – June 2008 Vice President of the Board, CCO |
BUSINESS CHALLENGES:
Implementation of activities related to the launch of a joint-stock company in Ukraine, specializing in vehicle leasing and fleet management, belonging to an international venture capital fund. Design and implementation of market, product and marketing strategies. Development of the Sales Department and the network of Regional Branches. Establishment of effective development of cooperation with the majority of importers, producers and vehicle dealers in Ukraine.
ACTIONS TAKEN:
Designing and implementing a market, product and marketing strategy based on the competitive advantage gained thanks to the b2b customer service at the highest level. Launch of 6 regional branches in the largest cities of Ukraine, as well as 25 customer service points and financial agents in over 800 largest dealership selling vehicles and wheeled constructions as well as agricultural equipment.
ACHIEVED EFFECTS:
Annual construction of the leasing portfolio worth over USD 30 million, a team of 80 employees and 1000 co-employees, as well as sales development in Ukraine and in CIS countries.
{slider VOLTA Sp. z o.o. - Management Contract}
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June 2006 – June 2007 Member of the Board, CEO |
Development of the leader’s business in the trade of electronic and electrotechnical devices in the security industry;
- strategic and operational management,
- design and implementation of a market strategy,
- distribution development in Poland, Europe and Asia,
- managing relations with suppliers and trading partners,
- return of all internal business processes,
- development of the products and services’ offer.
{slider ELECTUS Sp. z o.o. - Projekt Interim Management}
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June 2005 – June 2006 CMO |
Development and implementation of marketing and PR strategies for the market leader in the management of medical sector claims. Marketing and PR support for the Company’s introduction to the IDM S.A. Group listed on the Warsaw Stock Exchange.
{slider European Dealers Platform Sp. z o.o. - Projekt Interim Management}
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June 2004 r. – June 2005 r. Vice President of the Board, CCO |
Launching the start-up of the European Dealers Platform – a specialized Internet website for international car trade. Development and implementation of a market strategy, logistics solutions and trade activities in the EU and EFTA countries.
{slider SELENA Co. S.A. - Projekt Interim Management}
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February 2003 – February 2004 CMO |
Implementation of the marketing function of polyurethane foams on the global market and matrix structure of the Selena Co. S.A. group. Streamlining processes in the area of developing innovative products and managing complaints. Introduction of new brands of PU foams on 20 free domestic markets in Europe, Asia and America. Achieving a 15% increase in margin and turnover of over USD 50 million.
{slider Fiat Bank Polska S.A. - Contract Management Project}
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September 2003 - December 2004 Chief Commercial Officer |
Development and implementation of a strategy for the revitalization of sales and marketing activities and the portfolio of financial services of Fiat Bank and Fiat Leasing on the Polish market.
{slider Cap Gemini Ernst & Young Sp. z o.o. – Contract Management Project}
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November 2000 – May 2003 Managing Consultant |
Business consulting for Cap Gemini Ernst & Young Sp. z o.o. as a management consultant, an expert in the strategy and transformation department in the scope of:
- market strategies,
- CRM strategy,
- marketing and sales organization,
- channel and brand management,
- effectiveness of sales and trade negotiations,
- market analysis and research and forecasts,
- coaching and training programs in the field of sales management.
Implementation of consulting projects for:
- PKO BP S.A. – development of the Bank’s strategy in the field of mortgage products,
- PKO BP S.A. – development of a recommendation for selection of a central IT system,
- Credit Agricole Polska group – development of the Group’s market strategy and each of the acquired companies - Luka S.A. and Lukas Bank S.A.,
- BZ WBK S.A. – consulting and training project for managers of 500 branches,
- Mitsubishi Electric Europe – research on the Polish market,
- Vectra S.A. – strategy for acquiring local cable television,
- Podravka Polska Sp. zoological garden – VEGETA brand valuation,
- Fiat Polska S.A – implementation of the training project "mini MBA" for 23 companies of the Group,
- Fiat Auto Poland S.A. – implementation of the training project for dealer networks,
- Magneti Marelli S.A. - due diligence of 2 car parts factories,
- Polbita S.A. – strategy for the development of the NATURA drugstore chain,
- Urban & Partner – market strategy for medical publications,
- Intercell S.A. – restructuring of the marketing function in the five factories of the Group,
- Skanska S.A. - due diligence of the Budimex companies planned for takeover,
- OECD – restructuring the financial management of the city of Yekaterinburg in Russia,
- Ministry of Industry of the Republic of Poland – training project for the integration of the euro TOP 500 companies,
- Ministry of Health of the Republic of Poland – developing a strategy for building a network of hospitals,
- Ministry of Romanian Industry – restructuring two automotive factories.
{/sliders}
