I take the seat, not the meeting.
Fractional Executive mandates (CEO, COO, CSO) in owner-led, family-owned and investor-backed companies, plus the rooms where capital, partners and operators actually find each other.
Free, ten minutes. Or .
Fractional Executive mandates (CEO, COO, CSO) in owner-led, family-owned and investor-backed companies, plus the rooms where capital, partners and operators actually find each other.
Free, ten minutes. Or .
Founder, FLITT SkyWall
Chairman
Founding memberRTB HouseExecutive Director CZGemiusCountry Manager CZ/SKIAB SlovakiaRetail Media CommitteeICFCertified executive coach
Fractional leadership isn't a stopgap between hires and it isn't consulting with a nicer title. A seat carries a number and a seat can be lost. That accountability is the whole distinction, and it's why I hold one at a time rather than a portfolio of advisory relationships.
I work with founders and owners who need senior commercial leadership before a full-time hire is justified, family businesses handling succession or a generational handover, and investors who need someone accountable for the operating plan.
A seat, a number, and a date I hand it back. Open any row for the detail.
Senior commercial and operating leadership for founders, owners and family-owned businesses that need part of an exceptional executive rather than all of an average one. I own the sales strategy, the team build, the partner ecosystem, and the P&L line they sit under, accountable to the board like any other executive.
One seat at a time.
Connecting investors with projects, and businesses with capital, across CEE and beyond. European companies reaching international capital on one side; global investors looking for vetted opportunities and the operating talent to run them on the other. The value is in knowing both rooms, not in a mandate letter.
Independent board seats and advisory mandates for founder-led, family-owned and investor-backed companies in digital, adtech, retail media, cyber security and related industries. Commercial discipline, regional market depth, and a coach's read on what is actually happening between the people at the table.
Most founders have nobody to think with. Not the board, who they're managing. Not the team, who they're leading. I'm the sparring partner for the decision itself and the accountability partner for what happens after it: commercial calls under pressure, the dynamics inside a leadership team, the human side of scaling. ICF-certified, grounded in Cornell's Psychology of Leadership and Gallup CliftonStrengths. The agenda is the business.
My review of how a company actually generates revenue, from the first conversation to the fifth year of a customer. You learn where it leaks, what to fix first, and whether the system fits the game you are playing. I also run it with Chairborn, where I share the method with Martin Fabry.
Twenty-eight questions answered for the company as it runs today, not on a good day. Your result arrives by email: the main crack in the structure, what it means, and what I would look at first. If you want my written read on top of it, I reply within two working days.
Evidence rather than workshops. The last fifteen won and lost deals, the CRM against what actually landed, the channels that produce meetings, real sales calls, and which decisions wait for the owner.
The verdict in one sentence. At most three priorities, each with an owner and a number. Ninety days later, a short re-read of whether those numbers moved. I hold myself to the diagnosis too.
Sometimes the readout lands on a priority the existing team cannot carry. That is when a seat is worth discussing, never before. A mandate then runs in three phases.
P&L, pipeline, org chart and twenty conversations, ending in a written diagnosis and a decision on what we stop doing.
Accountable for named outcomes with the team you already have, reporting to the board like any executive.
A successor, a documented operating system, and a cadence that survives my leaving.
You will not get a strategy document. You get three decisions, the people who own them, and the numbers that tell everyone whether they worked.
Start the Structural SurveyBuilding businesses by building people first.
The operating system underneath every mandate on this page.Most mandates reach a point where the answer isn't inside the company. It is a distributor in Zagreb, a fund in Vienna, an operator who has run this exact market before.
Bilateral trade body connecting Czech, Slovak and Croatian businesses, investors and professionals, with a wider ambition for CEE and SEE cooperation: market entry in both directions, member introductions, and the institutional side of cross-border work.
Invite-only global yachting and HNW network where senior operators, founders and investors meet through sailing and curated experiences. Serious conversations happen on the water, not in conference rooms.
Investor and regional business development partner for SkyWall across Czechia, Slovakia, Hungary and Austria: distribution, key accounts and market build-out.
Tell me what you're looking for: capital, a market entry partner, an operator, a board member, a client. If there's someone across these networks worth meeting, I make the introduction personally. If there isn't, I'll say so.
Holding structure for fractional executive mandates, cross-border capital advisory, executive coaching and the Sea-Breaks network.
Commercial structure and pipeline for growing companies. Sales and account management built from the ground up.
Statutory executive with full P&L across CZ, SK, HU, RO and BG. Team of 30+, consistent year-on-year growth, 98%+ client retention.
Launched and scaled operations from zero across five CEE markets: local go-to-market, country leads, key e-commerce and media relationships.
Founded as a distribution and business development company, today trading as FLITT SkyWall: investor and regional partner for SkyWall across Czechia, Slovakia, Hungary and Austria.
Built the audience measurement business in both markets, then led business development across EMEA.
Bring the situation, not a brief. I'll tell you whether this is a mandate, an introduction, or something you should handle yourself.
Four short questions. Answers come to me directly, not to a list.