Casey McCormick, MBA

Intellivant

Leading provider of High-Performance Executive Coaching, Management Consulting, and Advisory Services for Entrepreneurs, Executives, and Businesses.

Founded a boutique consulting firm utilizing an Agile business model to provide businesses and their leaders access to superior digital transformation, management consulting, and executive coaching solutions.  Developed, implemented, and refined the company’s business plan to help entrepreneurs, executives and their companies thrive using proven methodologies and cutting-edge technologies.  Employed Business Intelligence and Data Analytics to optimize all aspects of businesses to ensure superior performance.  Recruited, and retained experienced consultants to contribute to the successful execution of client projects.

•	Specialized in helping our clients achieve sustainable success by providing guidance and support in the areas of automation, business transformation, coaching, consulting, communication, collaboration, growth, innovation, leadership, mentoring, negotiation, organizational design, operations management, problem solving, process optimization, productivity, strategy, systems, technical guidance, startup incubation, and funding.
•	Developed a unique approach combining hands-on experience, cutting-edge technologies, and proven business strategies to deliver measurable results.
•	Guided executive coaching clients in clarifying their top challenges, assessing the root causes of their issues, identifying long-term solutions, and developing potential maximizing execution plans.
•	Provided unbiased external guidance to executives seeking to transform their businesses and maximize their potential.
•	Forged long-term strategic partnerships with dominant industry leaders, including Microsoft, Salesforce, Google, and Amazon Web Services (AWS).

Chief Executive Officer

Provider of managed services, cybersecurity and digital transformation for 1,000+ mid-market financial services organizations worldwide with over $3 trillion of assets under management.

Worked with all C-Suite Executives, 30+ Account Executives, 200+ Digital Transformation Technical Professionals and all Strategic Partners to grow the Digital and Business Transformation Business Unit.

•	Led the design, development, and execution of a cross-functional Digital and Business Transformation sales strategy focused on the Private Equity, Venture Capital, Hedge Fund, and Investment Bank client base.
•	Worked with sales professionals across the United States, Europe and Asia selling Digital Transformation Services.
•	Coordinated with technology professionals to ensure successful delivery of Digital Transformation Projects.

Director, Digital Transformation

AgileThought

Key executive team member responsible for the daily operations of the Innovate Line of Service, growth of its three underlying Practices (Product, Training and Coaching) and expansion of the service offerings to enterprise clients. The Innovate Practices exist to inspire and advise the enterprise to new heights of thinking, behaving and decision making. Transforming organizations and digital products through consulting, coaching, and training using innovative approaches like Agile, DevOps and Design Thinking.

•	Responsible for daily operational excellence of the Innovate Line of Service and professional support for the 50+ Product, Training,and Coaching Practice team members.
•	Responsible for all aspects of delivery excellence associated with Innovate Line of Service engagements across the full project lifecycle with annual billings >$15,000,000.
•	Responsible for engaging in sales pursuits and business development to ensure continued business growth coupled with high client and team member satisfaction.

Global Senior Director, Innovate Line of Service

Sold and lead custom enterprise software development projects for global Fortune 1000 clients. The scope of this role spanned from ideation and design to scaled delivery and support while guiding clients in transforming, building, and running their digital businesses. This included leveraging next-generation technologies to create competitive differentiation and exceptional customer experiences. This was done utilizing consultants and delivery centers across North and Latin America by providing Agile-first delivery for a variety of industries with expertise across all facets of digital transformation, application development, advanced data analytics (AI, ML, & IoT), cloud services, UX design, DevOps, and automation.

•	Responsible for all aspects of custom enterprise software development projects with annual billings >$6,500,000.
•	Recruited, staffed, and managed high-performance, cross-functional teams of up to 50 professionals with as much as 60,000 managed hours per year.
•	Responsible for a broad array of Account Management, Business Development and Sales across a diverse set of global clients and industries.

Global Director, Client Services and Delivery Leadership

CMM Partners

Management Consulting and Executive Recruiting Firm specialized in Healthcare, Information Technology (IT), Biotechnology, Legal, Accounting, and Financial Services.

Established company and developed an Agile business plan and model after conducting extensive pro forma financial and competitive analyses of recruiting industry businesses.  Designed a low cost, low overhead, well-organized and highly efficient business entity that mitigated risk while optimizing profits.  Investigated industry best practices and fastest growing verticals to target the most cost-effective niches.  Scrutinized competitors’ inefficiencies. Developed and implemented strategies and processes to ensure productivity and success.

•	Secured contracts with Am Law 100 law firms—the largest law firms in the US—by executing relationship building campaigns composed of cold calling, emailing, and other outreach tactics.
•	Developed a proprietary database of companies, clients, contacts, resumes, job orders, and projects that was continuously refreshed with clean, enhanced, and updated information.
•	Recruited and placed partner level and senior executives earning $150K+ for companies in the high tech, legal, and financial industries.

CEO and President

Systems West Computer Resources

National Consulting Firm providing Businesses and Utility Industry expertise via Strategy, Process, and Technology Consulting.

Recruited during a period of rapid growth to serve as Project Manager directing the implementation of a proprietary summary billing program for complex, multi-premise electric utility accounts. Consulted with client companies on compliance with complex regulations required to support electricity deregulation, bill unbundling, and Electronic Data Interchange (EDI) of records between all related parties, including alternative energy suppliers.  Managed portions of $100M annual project with 10 direct reports.

•	Built, mentored, and directed a team of experienced consultants to design, develop, and implement a highly complex CIS summary billing project—replacing manual data analysis and billing with automated systems.
•	Served as a client liaison with the New York State Public Service Commission to define and develop the business, regulatory, legal, and technical requirements for Electronic Data Interchange (EDI).
•	Managed the project to design and develop the first EDI transaction sets for a global electric utility client.

Consulting Project Manager

CA Technologies

Global Software and IT Management Solutions provider helping customers manage and secure complex IT environments to support agile business services.

Hired in recognition of deep experience assisting electric utility clients with deregulation and risk mitigation from Y2K.  Challenged to grow the business, solidify customer relationships, manage projects, and define the scope of requirements for new internal and external projects.  Ensured collaboration as a single cohesive unit among clients, other consulting firms, and project teams.  Managed 5 direct and 5 indirect reports.

•	Performed full SDLC (Software Development Life Cycle) Project Management for a $3M Mobile Data Project for a large US based electric utility while serving as the subject matter expert on project scope and requirements.
•	Designed and developed software modules for key electric utility clients.
•	Negotiated $1,000,000+ project extensions with multiple electric utility clients.

Accenture

Global Management Consulting, Technology Services and Outsourcing Company serving clients in more than 120 countries.

Hired after receiving MBA and graduating at the top of the class.  Charged with creating enterprise billing software for electric utility companies during industry deregulation.

•	Designed, coded, tested, implemented, and maintained the bill print functionality and batch processes that allowed large electric utility clients to print and mail millions of dollars of bills daily.
•	Researched and analyzed client tariffs filed with the New York State Public Service Commission to unbundle charges, allowing alternate energy suppliers to bill for a portion of customer’s bills.

Technology and Process Consultant

Executive Coach | Management Consultant | Entrepreneur | Investor

I've spent the last three decades as a highly-trusted advisor for organizations ranging from startups through Fortune 500 companies spanning multiple industries.

I've successfully negotiated and executed $100,000,000+ in consulting engagements, built many high-performance teams and helped transform numerous companies into profitable, effective and efficient organizations.

I use my experience, skills and insights as a High-Performance Executive Coach, Management Consultant, Advisor, Entrepreneur and Investor.

MY PHILOSOPHY 
I have a proven track record of delivering measurable results while empowering individuals and organizations to reach new heights of performance.

I believe with the right mindset, strategies, systems, and support, anything is possible.

With my extensive experience in leadership development, problem solving, strategic planning, team building, and performance optimization, I'm confident in my ability to help you take your career and business to new heights.

My goals are to empower you to:
• Achieve your goals.
• Identify your strengths.
• Overcome your challenges.
• Transform your performance.
• Optimize your leadership style.
• Thrive in both business and in life.

Whether you're an individual looking to take your career to the next level or a company seeking to enhance your performance and profitability, I'm here to help.

CORE COMPETENCIES
Account Management | Agile Methodologies & Transformation | Application Lifecycle Management (ALM) | Artificial Intelligence (AI) | Business Analysis | Business Development | Business & Technical Writing | Business Intelligence (BI) | Cloud Computing | Consultative & Solution Oriented Sales | Consulting | Content Management Systems (CMS) | Customer Information Systems (CIS) | Customer Relationship Management (CRM) | Custom Enterprise Software Development | Data Analytics | Digital Transformation | eCommerce | Electronic Data Interchange (EDI) | Engagement Leadership | Enterprise Billing Systems | Enterprise Resource Planning (ERP) | Entrepreneurship | Executive Leadership | Information Technology Outsourcing (ITO) | Interpersonal Communication | Marketing | Negotiating | Planning | Proposal Development | Partnership Development | Problem Solving | Process Optimization | Product Management | Program Management | Project Management | Recruiting | Sales Force Automation (SFA) | Scope Definition | Scrum | Software as a Service (SaaS) | Software Development Lifecycle (SDLC) | Solution Planning | Strategic Partnership Development | Strategy Development & Execution | Team Building | Vendor Management

Intellivant is a leading provider of High-Performance Executive Coaching, Management Consulting, and Advisory Services for Entrepreneurs, Executives, and Businesses.

We specialize in helping our clients achieve sustainable success by providing guidance and support in the areas of strategic planning, organizational design and development, operations management, mentoring, technological guidance, systems, startup incubation, and funding.

Our unique approach combines hands-on experience, cutting-edge technologies, and proven business strategies to deliver measurable results.

We work in partnership with our clients to create custom-tailored solutions that guide them toward an even brighter tomorrow.

We are here to help you take your business to the next level.

Are you ready to achieve sustainable, long-term success?

Contact us today at https://intellivant.com to get started.

Unconventional Leadership Enthusiast | Creator and propagator of the "5E's of Leadership" | Empowering Leaders to Transform & Thrive in the Age of Change

When leaders face tough situations — turnarounds, post-acquisition chaos, leadership breakdowns, toxic culture, execution failures — they don’t need advice or frameworks.
They need someone who can step in, take ownership, and deliver results.

That’s what I do.

I bring 20+ years of senior HR and organizational leadership experience across EMEA, with 10+ large-scale transformation assignments. I embed with executive teams, stabilize situations fast (3–6 months), and build sustainable leadership and organizational capability over 12–18 months.

I work at the intersection of leadership, decision-making, and organizational systems — where strong individuals often struggle to operate as a coherent whole under pressure.

⸻

Selected impact:

→ German manufacturing business in crisis
Leadership vacuum, toxic culture, massive talent exodus.
Turned €10M annual losses into breakeven within 12 months.

→ Three Italian plants operating as warring factions
No alignment, no shared priorities.
Built cross-plant leadership alignment; European product sales increased by ~25%.

→ Young leadership team blocked by entrenched resistance
Coached and supported them through a full transformation.
Order execution speed improved by 30%; complete business model turnaround within one year.

→ Severe labor availability crisis across Eastern Europe
Attrition reduced from 25% to 8%; seasonal staffing stabilized through leadership and HR mobilization.

→ Quality function collapse after global product recall
Rebuilt the function from scratch, replaced half of leadership.
All critical issues resolved within 12 months; quality records broken year after year since.

→ Commercial organization with toxic culture and recurring losses
Transformed into the fastest-growing commercial team in Europe within 18 months.

⸻

How I work

Beyond classic interim leadership, I increasingly use facilitated business simulations to make leadership and decision-making dynamics visible under pressure.
They help executive teams see — within hours — patterns that often remain hidden in meetings for years.

This is not training and not theory.
It’s a way to surface how decisions interact, where responsibility concentrates or disappears, and why strong teams sometimes underperform as a system.

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Where I typically engage

• Crisis stabilization
• Post-acquisition integration
• Leadership transitions
• Culture and execution transformation

Scope: EMEA.

⸻

Available for Interim CHRO / HR Director assignments and executive-level transformation work.
High travel is not an issue.


Mikhail Lvovskii

€50,000 blown on a leadership offsite.

Three months later, same problems.

Great facilitator. Gorgeous venue. Everyone left happy.

Nothing changed.

The offsite treated symptoms, not systems.
For a week, everyone played nice. Then reality snapped back.

One person still hogged decisions.
Old conflicts, still swept under the rug.
Alignment, still fake.

Feeling good together doesn't fix teams.
Seeing, then fixing, how a team actually works does. 

Most team building is a vacation from dysfunction.
Real development? Brutal. It's a mirror, not a retreat.

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Happy New 2006 Year to everyone!
Best wishes to you and your closed ones!

Certified Transformational Coach

Global Professional in Human Resources (GPHR)

Change Management. Level 4. Change Trainer.

Coaching for Performance. Train the Trainer

Continuous Improvement and Lean Management

EQ 360 degrees feed-back coach

Efficient methods of recruitment and headhunting

Electrolux Leader

Electrolux Next Level Leader

HR Academy

Job Evaluation: Mercer's methodology

People management skills

People management training. Train the trainer

Preparation to GPHR certification

Samsung Leadership program

StoreWars business simulation

Storytelling

Interim HR leadership and transformation execution for organizations facing crisis, transition, or underperformance.

Short- to mid-term Organizational interventions to the teams with dysfunctions, in order to build high the basis for high performance.

Selected projects:

Pharma (multinational, CEE) – Reset the top team, introduced ambitious visioning and planning cadence, strengthened collaboration → positioned business for accelerated market growth.

Global Electronics producer – Advised on HR operating model redesign, aligning service delivery with business strategy → increased ownership by line managers, freed HR from admin.

Industrial Plant (Germany/Poland border, 900 employees) – Installed accountability ladder and reset leadership culture → productivity lifted by 20% in 3 months.

Law Firm (Poland, 400 employees) – Partnered with new HR Director after failed engagement survey → leadership reset, trust rebuilt, attrition slowed within 6 months.

Founder and Principal Consultant

Helping companies overcome challenges in the area of people, leadership and culture.
Helping to run organizational transformation: design, implementation, change management.
Transforming HR organizations to be true business partners and move them towards business drivers.

Chief Transformational Officer

Built HR function from scratch for international logistics company: strategy through execution, all processes, leadership team across 15 countries.

Led three major turnaround initiatives:

German Entity Turnaround (2023-2024)
Situation: German manufacturing entity in crisis — leadership vacuum, toxic culture, talent exodus. Running consistent losses (-10M EUR annually) despite major technology investment.
Action: Led leadership and culture reset. Addressed talent crisis through targeted interventions. Aligned leadership team around performance recovery. Reviewed and streamlined key functional processes.
Result: From -10M EUR annual losses to breakeven within 1 year. Organization stabilized, leadership aligned, underperformers exited.

Italian Operations Integration (2023-2024)
Situation: Three Italian plants operating as warring factions — fighting internally and resisting collaboration with European operations.
Action: Drove cross-plant alignment initiatives. Broke down silos between Italian entities and broader European organization. Built collaborative leadership culture.
Result: Italian product sales in Europe increased ~25%. Unified operations, established productive collaboration. Refreshed Italian management at top 2 layers.

Lithuania Leadership Transition (2022-2024)
Situation: Young leadership team installed after leadership reset, struggling to drive change in entrenched old-guard organization.
Action: Coached and supported new leadership team through transformation. Helped build credibility and change capability. Addressed resistance, aligned organization around new direction.
Result: Orders execution speed improved 30%. Complete business model turnaround from imports to local production within 1 year. Annual growth 15%.

European operations sold to strategic buyer in 2024 following successful stabilization.

Chief Human Resources Officer

Progressive HR leadership across EMEA Industrial Operations, with four major turnaround/transformation cases:

Quality Function Crisis Recovery (2018-2019)
Situation: Global quality scandal — mass product recall (dishwashers) causing massive financial losses and reputational damage. Quality function neglected for years: incompetent team, weak culture, no credibility.
Action: Partnered with new Quality leader to rebuild from ground up. Replaced more than half of leadership team. Redefined function's mission. Recruited high-caliber talent. Coached leader through confidence gaps.
Result: All critical quality issues resolved within 12 months. Historical quality records broken every subsequent year. Function transformed from liability to competitive advantage.

East Europe Manufacturing Labor Crisis (2018-2019)
Situation: By season 2018: zero applications for seasonal workers, significant drop in permanent worker inflow. No one wanted to join Electrolux factories.
Action: Gathered EMEA Manufacturing leadership to develop comprehensive solution. Introduced migrant workers approach despite strong stakeholder resistance.
Result: Decreased workers' attrition from 25% to 8% within months. Employee engagement improved 22 percentage points in Eastern Europe. Season 2018 sdtafed fully. YoY productivity and OEE targets over-achieved for first time in Eastern Europe.

Supply Chain Centralization (2014-2016)
Situation: Major organizational restructuring — centralizing Supply Chain operations across EMEA. Experienced plant managers losing power. Strong resistance, lack of trust, leadership vacuum.
Action: Deployed as embedded change agent. Bridged gaps between central leadership and local plant management. Ensured functioning of new structure during transition.
Result: New centralized organization successfully established and operational. Achieved strategic targets for product delivery at improving cost. New SC organization gained trust and demonstrated advanced capabilities.

HR Director Industrial Operations EMEA (from 2019 - Europe)

Commercial Organization Turnaround
Situation: Dysfunctional commercial organization with toxic culture, chronic underperformance, consistent losses. Managing Director terminated in week two of my arrival.
Action: Kept business running for 4 months while assessing team. Personally removed most toxic individuals. Rebuilt leadership culture around accountability. Supported onboarding of new MD and completed organizational reset.
Result: Transformed from loss-making unit to fastest-growing commercial team in Europe. Delivered significant sales growth and profit turnaround within 18 months. Built self-steering team capable of sustaining performance.

Regional HR Director (CIS counties + Baltics)

HR leadership for industrial gas operations including oversight of two M&A integration projects. Managed complex stakeholder environment, aligned cultures and systems across acquired entities while maintaining operational stability.
Assured stable business functioning along severe Financial crisis of 2008-2009, forcing mass redudancies and business restructuring. While making sure 2 entities acquired pre-crisis were integrating into the business wihtout performance loss.

HR Director

Regional HR leadership across CIS markets for consumer electronics business.
Establishing HR system from scratch along shaping new Global region in CIS.

CIS Region HR Manager

Post-merger integration of Business Consulting practice into IBM structure. Aligning processes, leadership practices and culture.

HR Manager. Business Consulting Services department (integration project)

Recruitment and development support for the pilot project for the emerging business model of dedicated software development centres.

Recruitment Manager

Interim HR Director/CHRO | Turnaround & Transformation Specialist | I stabilize broken organizations and rebuild dysfunctional teams

English

German

Polish

Russian

SHRM

Team effectiveness - from strategy to execution · Creator of QurumQ team behavior simulation · ex-Electrolux, Linde, Samsung, IBM, Luxoft

She was one of our best.

On her last day, I asked why she was really leaving.

She said, "I've been leaving for two years. No one noticed."

That's the part no one wants to hear.

By the time someone resigns, the decision was made months ago.

You can track the trail if you bother to look.

First comes the silence in meetings. 
Then the suggestions that go nowhere.
After that, the missed promotion, or no feedback at all.

It's a slow fade.

Most companies don't see it, or pretend not to.

Then they schedule the exit interview, hoping for some honest insight.

But by then, it's just an autopsy.

The real work is upstream. If you want blunt truth, ask before people disengage. 

Stay interviews. Candid check-ins. Not the end, the middle.

Ask early. Ask often. Or get comfortable with good people silently slipping out the door.

You choose which kind of interview you prefer.

Forget teaching.

The fastest way to develop a team isn't to lecture, train, or hand them a new model.

It's to throw them into a real situation that reveals their default patterns, good and bad.

No slides. No expert diagnosis. Just a mirror.

Let them see the gap for themselves.

After 25 years of running all the types of workshops and interventions, I don't believe in top-down development.

People don't shift because someone tells them how.

They shift when they see what they're actually doing, together, in real time.

That discomfort? That clarity? It does the heavy lifting.

The hard part: engineering that moment without artifice or theater.

That's the edge I've been focused on. More on the method soon.

There are two types of team building.

One asks, "Do we like each other?"
That's escape rooms, cooking classes, drinks after work.
Easy to buy, easy to deliver.
Zero impact on Monday morning.

The other asks, "How do we function when it matters?"
Now you're talking resource constraints, time pressure, clashing priorities.
You put the team in the fire. Watch what surfaces.
It's messy. It's uncomfortable. Most companies run the other way.

After 25 years, I've seen the same pattern.
- Teams that choose comfort stay stuck.
- Teams that choose the mirror, the hard look at reality, break through every time.

You want transformation?
Skip the trust falls.
Choose the mirror.

The CHRO wanted a succession plan.

I only asked one question:
Who on your team would you actually bet on?

Silence.

Not because they didn't know.
Because saying it out loud means facing the reality.

Most succession planning is corporate theater.
- Map names to boxes.
- Run assessments.
- Draft development plans.
Nothing happens.

The real questions never make the agenda:
- Who's truly ready?
- Who never will be?
- Who's here just because it's easy to keep them?

HR builds frameworks.
Leadership dodges decisions.

If your succession plan hasn't changed in six months,
 it's not a plan.
It's paperwork.

When I was building QurumQ, everyone asked: “Why not just make an app?”

Here’s why:

When people stare at screens, they stare at screens.
When people hold cards, pass dice, and spread decisions across a table - they talk to each other.

I’ve watched hundreds of teams in corporate settings.
The moment you put a laptop between people, the conversation changes. They start optimizing individually. They stop negotiating. Eye contact drops.

Physical objects do something digital can’t: they create a shared space.

When a team is debating whether to invest in education or real estate, and the cards are sitting on the table between them - the decision feels real. The disagreement feels real. The compromise feels real.

That’s not nostalgia for board games. That’s behavioral science.

The digital engine runs invisibly underneath: handling calculations, tracking scores, generating reports.

But what the team sees and touches? Cards. Dice. Each other.

Because the goal isn’t to play a game.
The goal is to see how you work together, and you can’t do that through a screen.

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Years ago I was brought in to diagnose why a leadership team at a manufacturing company kept failing to execute strategy.

They had the right people. Strong individual performers. Clear goals.

I sat in on three meetings. That’s all it took.

Here’s what I saw:

The CEO spoke first every time. Not because he wanted to dominate — he genuinely thought he was “setting direction.”

But the moment he spoke, the room reorganized around his opinion. People who had different views either stayed quiet or reframed their ideas to align with what he’d already said.

The team wasn’t failing at execution. They were failing at decision quality — because every decision was really one person’s decision with everyone else’s fingerprints on it.

When I showed him the pattern, he was genuinely shocked. “But I always ask for input.”

He did. After stating his own view. Which changed everything.

The fix was simple: he stopped speaking first. Within two months, the quality of strategic decisions improved visibly.

The hardest leadership problems aren’t about what leaders do wrong.
They’re about what leaders can’t see about what they do.

HR keeps buying what's easy to explain.

Quiz night? That one sells itself. It's cheap. Everyone joins in. No heavy lifting.

But try selling a simulation that shows which leaders choke, stall, or step up in real decisions.

Suddenly, it's too hard to pitch. The CFO gives you a blank stare.

So HR grabs the thing with the simple story. Entertainment wins. Real change loses.

Then they wonder why nothing sticks. Why leaders keep repeating the same mistakes.

The real blocker in corporate learning isn't a lack of ideas. It's a fear of anything that can't be explained in a single line.

If your solution is neat and fun, it lives.
If it reveals hard truths, it dies in the meeting room.

Real transformation isn't simple. The pitch shouldn't be either.

I watched 12 teams solve the same problem, with the same rules and the same time.

Not a single team did it the same way.

But some patterns stood out.

 Teams with one loud voice moved fast. They also got the worst results.

Teams that "wasted" time arguing every angle? They made fewer mistakes.

And when someone asked, "Wait, what are we optimizing for?", that team usually crushed the ones who just rolled up their sleeves and started working.

The kicker?
Teams that thought they nailed it weren't always the ones who actually did.

Especially under pressure, confidence and competence are two different signals.

If your team moves fast and sounds sure of themselves, you might want to check what they're actually delivering.

Networking w swiecie przedsiębiorców jest niezbędny.
Ale jak być jeżeli nie jesteś "stąd"?

Przeprowadziłem się do Wrocławia, no i do Polski, ponad 12 łat temu, po 37 łatach spędzonych w rodzinnym kraju i miejście.

Tak się stało ze długie łata skupiłem się na karjerze korporacyjnej tego pracodawcy który mi tutaj przywiózł. I nie myśliałem że poza ramami tego pracodawcy też jest życie. Nie budowałem sieci.

Tak się wydarzyło że 5 łat temu stwierdziłem że chcę kontynuować swoją drogę samodzielnie, prowadzić własny biznes. 
Ale się okazało że network który miałem był słaby. Jakość sieci po moim ocenam bardzo niska. Większość wartościowych kontaktów to jedna firma - mój były pracodawca.

Probowałem rózne sposoby, ale włąsnie nic nie działa lepiej niż spotkanie tet-a-tet i dzielenie się wiedzą.

Dzięki Martyna Lempert, z której się poznaliśmy z połtora tygodni chyba, już po raz drugi biorę udział w spotkaniu kameralnym przedsiębiorców Wrocławia. I to własnie jest wartość ludzkich relacji - poradzić, skierować, pomóc. 
Dzięki Martyna jeszcze raz!

O wydarzeniu:
Serial networkers Meetup - Wrocław!✅ 

Data: 6 marca 2026
Miejsce: Ace of Space Renoma, Świdnicka 40, Wrocław.
Czas: 16:00-21:00

Bilety: https://lnkd.in/drptwwBB

CEO TeamBoost - przekładam cele firm na działania ludzi | Mentoring C-Level - Leadership | Programy rozwojowe | Procesy HR wspierające cele biznesowe firmy

A CFO once told me, "HR talks about people like they're a religion, not a business."

I was offended. For about ten seconds.

Then it clicked. He was right.

We say "talent is our greatest asset" but can't put a number on it.

We say "culture drives performance" but can't measure it.

We say "engagement matters" but never connect it to revenue.

Then we act shocked when we're left out of real decisions.

HR has a language problem. We preach. The business does math.

The answer isn't to ditch the human element. It's to translate it.

If you can't prove your work moves a number your CFO checks, you're not strategic. 
 You're just decoration.

Most leadership teams think their collaboration is strong.

Surveys will back that up.

But watch them try to split a shrinking budget in real time.

That's where the truth shows up.

I once ran a survey for a leadership team. 90 percent rated their collaboration as strong or very strong.

Then I watched them actually work together.

It took 30 minutes for two people to bulldoze every decision. One person checked out completely. The rest held their ground but never moved the conversation forward.

Nobody lied on the survey. They honestly thought they were a high-performing team.

But self-perception is not data.

If you want to know how your team works, stop asking. Start watching.

Observed behavior is the only data that counts.

Open article: People Culture TechFest 2026 by app.gridaly.com

Everyone thinks they know how their team works.

They don't.

I've spent 25 years inside boardrooms, factory floors, crisis war rooms. Seen the same thing play out, everywhere.

What people say in surveys, workshops, performance reviews , irrelevant.

When the clock's ticking and stakes are real, most teams have no idea how they behave.

So I built something that shows them.

It's called QurumQ.

Not a training. Not a game.

A two-hour simulation that drags team behavior into the open. Real decisions, real pressure. No scripts, no right answers, no place to hide.

10 simulated years in 2 hours.
Physical cards. Digital engine. Electronic dice.
Crises, dilemmas, career moves, deals, betrayals. All of it.

Leadership appears or vanishes.
Risk-takers and risk-dodgers reveal themselves.
You see who actually listens, and who's just waiting to talk.

It's a mirror. Brutal, clear, unfiltered.

Suitable for offsite setting, fully online version for remote teams, multi-days marathon with short daily intervention and deepest level reflection.

I'm running beta sessions now. Looking for 10-15 companies in Europe ready to find out how their team really works under pressure.
Nice discounts guaranteed!

If you own team dynamics, decision-making, or leadership development, Id love to show you exactly what this simulation looks like. 
Scheduling link in a first comment. Or just DM me to agree for a demo.

Dla moich polsko-języcznych kolegów z HR.
Jeżeli sprawy przyszlośći HR dla Was są bliskimi, jeżeli chcielibyście dzielić wiedzą praktyczną o róznych aspektach HR - same praktyka, samy "sok" wartości HRu dla biznesu, zachęcam do obserwacji International HR Society.

A jako przykład dzielię się jednym z kolejnych wydarzeń, które moim zdaniem podrusza najbardziej aktualny temat fazy przełomowej dla HRu, jak stoimy przed transformacją ludzko-AIowej, hybridowych organizacji i tak dalej.

Transformacja cyfrowa HR nie zaczyna się od narzędzia. Zaczyna się od kompetencji, partnerstwa HR + IT i decyzji, że HR przestaje być wyłącznie administracją.

Już 26 marca o godz. 11:00 zapraszamy na Knowledge Shot (20 min), a w nim praktyczny case:

„Nowe technologie, nowe kompetencje – HR w cyfrowej rzeczywistości na przykładzie Inter Cars S.A.” przedstawi Krzysztof Zawistowski. 
W środku:
- wyzwanie skalowania HR w dynamicznie rosnącej organizacji,
- przejście od roli administracyjnej do roli partnera biznesu,
- budowanie partnerstwa HR + IT w transformacji cyfrowej,
- zmiana kompetencji i „tożsamości” zespołu HR - co działa, a co blokuje zmianę.

Na koniec: konkretne lekcje, które pomagają przeprowadzać podobne zmiany szybciej i lepiej (bez typowych pułapek).

Zapraszamy wszystkich przedstawicieli działów HR. Link do formularza zgłoszeniowego znajduje się w komentarzu.

Obserwuj International HR Society jeśli chcesz być na bieżąco z kolejnymi odcinkami i dołącz do bezpłatnych społeczności na LinkedIn.

Ostatnio zainspirowało mnie to, że istnieje taka inicjatywa jak @International HR Society.

To organizacja, która działa w bardzo ciekawy sposób — zamiast klasycznych wydarzeń czy jednorazowych spotkań, buduje społeczności wokół konkretnych obszarów HR. Dzięki temu osoby mierzące się z podobnymi wyzwaniami mogą się wzajemnie wspierać, konsultować bieżące tematy i realizować projekty, które często są możliwe tylko dzięki współpracy.

Co szczególnie zwróciło moją uwagę, to bardzo praktyczna forma dzielenia się wiedzą — Knowledge Shot’s. To krótkie, maksymalnie 20-minutowe wystąpienia praktyków i ekspertów HR.
👉 Bez długich wstępów
👉 Bez ogólników
👉 Konkretne case’y, narzędzia i rozwiązania z realnej pracy

Jeżeli chcecie wziąć udział w najbliższym webinarze, szczegóły spotkania znajdziecie w grafice, a link w komentarzu.

The worst team conflict is silent.

I've seen leadership teams who brag about "alignment." No debates. Quick decisions. Lots of nodding.

Looks smooth. Until you see the mess underneath.

Three strategies pulling in opposite directions. Secret alliances. One person overloaded while the rest jockey for status.

The show of harmony was just that, a show.

Healthy teams fight in the room, then walk out aligned. 
Dysfunctional teams nod in the room and undercut each other later.

If your meetings never get heated, don't kid yourself. That's not alignment.
 
That's avoidance.

In almost every team I’ve observed, there’s someone who barely speaks.

They’re not disengaged. They’re processing.

While the loud voices debate, the quiet person is tracking something the others miss: the pattern. The assumption nobody questioned. The risk nobody named.

Here’s the problem:

Most teams reward volume, not value. The person who speaks most confidently gets the most influence - regardless of whether they’re right.

And the quiet person? They either stay quiet (and the team loses their insight) or they learn to be louder (and the team loses their depth).

The best leaders I’ve worked with don’t ask “does anyone have something to add?”

They ask the quiet person directly: “You’ve been listening carefully. What are we missing?”

That one question changes everything.

Not because quiet people are always right. But because a team that only hears its loudest members is making decisions with half the available intelligence.

Retrospectives are everywhere.

But most are a waste of time.

People obsess over what went wrong, what could be improved, what the team should do next time.

Nobody asks the only question that matters: How did we actually make that decision in the first place?

Everyone remembers missing the deadline.
So they say, plan better next time.

But nobody rewinds to the meeting where someone flagged the risk, got ignored, and the group charged ahead.

The real mistake? The way the room made decisions. Not the plan itself.

By the time you get to the retrospective, everyone's already changed the story in their head.

You can't fix a process you never saw.

Stop asking what went wrong.

Start asking: what happened in the room when it mattered, and why did nobody stop a bad call in real time?

That's where the real answers are.

I've sat in on dozens of teams tackling the same problem.

The outcome is set in the first three minutes.

Not by strategy. Not by intelligence. By something simpler.

Who asks a question before proposing a solution?

Teams that start with "What are we actually dealing with?" beat teams that start with "Here's what we should do." Every time.

The uncomfortable part? The teams that rush to solutions feel better. They look decisive. They act confident.

They just end up being wrong, more often than not.

Speed of decision is not quality of decision.

But put any team under pressure, and almost all of them confuse the two.

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Mikhail Lvovskii

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The Battle

Casey McCormick, MBA

Mikhail Lvovskii

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Mikhail Lvovskii's LinkedIn Performance

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