An experienced CIO who understands AI, not an AI consultant who happened to work in IT
I progressed from applied technology programs and enterprise systems to leading an international IT function. My specialization is turning technology into a managed business capability with strategy, budget, accountability, architecture, resilience, and measurable outcomes.
At Estée Lauder I worked in a regional CIO role across Eastern and Northern European markets, accountable for strategy, service model, budget, automation, analytics, and major rollouts. Earlier at Panasonic I led technology programs for Russia, CIS, and Finland. At Zielinski & Rozen I served as CIO of an international premium retail and e-commerce business.
I can discuss priorities with an owner and architecture constraints with engineers. I can test a solution at prototype level, but evaluate it as an executive: through ownership, risk, total cost, resilience, and business value.
I am independent of vendor commissions and do not defend a preselected platform. Sometimes the right recommendation is to postpone AI and fix the process, data, or accountability first.
In 2025, I decided to transition into independent advisory work, and in February 2026 I completed my corporate CIO role.
Operating scale
How I work
Business problem and ownership before technology.
Decisions and assumptions are documented.
Vendors compete against transparent criteria.
Risk is discussed with executives in terms of business consequences.
An AI pilot does not continue without a metric and a scale-or-stop decision.
Start with the situation, then choose the right format
A confidential conversation with no obligation to buy. The goal is to understand the management problem and identify the right next step.