Unleash Me
to Fix Your
Development Teams' Productivity

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"Our teams haven't delivered majority of the roadmap for the 3rd Q" in a row. 😰


People around you sayin'

"I'm not sure what to put to the sprint. We have sooo many things to do, We are busy like hell 🔥"


"Delivery poorly estimates their work. All the tasks takes twice the time, I can't help it"


"Some of the devs are underperforming. There are constant changes happening, people coming and leaving."


Allow me to boost your teams in 3️⃣ months.

"I just hear plenty of excuses, Product and Tech blaming."
We are not in the kindergarden.

Are you building your company from ground up? Have you run through series of layoffs and reorgs recently?

Inefficiency Patterns

  • Teams have low to no trust within. They deliver half of the planned weekly work (Sprints, Kanban, ShapeUp)
  • Teams don’t work on what matter the most: the roadmap. Do you have a product strategy and the roadmap in place?
  • Tangible disconnect between product and engineering, witnessed by a gap between dev tasks and the company strategy.
  • Teams  have low focus: so many things to work on in parallel. Do you apply a clear WIP limit?
  • Developers don’t seem to cooperate with product managers. Low discovery.
  • Too much work gets back to development due to quality. The team productivity is decreasing.
  • There is not clear priority agreement when to work on support tasks, the new features, existing tech debt, or bug fixes.
  • We have inter-personal synergies i the team and culture.


Internal Team Audit


The teams have to get back on track and start delivering min 80% of the roadmap, starting next Q.

Why to have highly-performing teams if we throw junk on them? Do we actually indicate adoption rate of our releases?


Time allocation: 3 months, 2 days a week, fully self-sufficient, with the minimal effort of the superior manager. On site at least 1 day/w. No additional licenses/tooling needed. Requirements: transparency from top, time allocation for the team.


internal audit team productivity plan

1st month

Seek the most valuable Team Efficiency opportunities.

leadership workshop on site

We embrace the current situation and find the way out. People are tired, busy or biased. No gut feeling but proven hypothesis and data. Seek team efficiency opportunities

Tangible outcomes

Start with the end in mind: We agree on the top 3 areas, expected outcomes in the written form, expressed in metrics.



Typically, we focus on

  • Team efficiency and agility
  • Team leadership
  • Team spirit
  • Engagement to product

Exploration: Talks

team productivity findings internal audit

To foster trust, schedule 20-minute introduction sessions with the teams you’ll be working with. Pay special attention to building relationships with these teams through friendly interactions like lunches, coffees, or social outings.

Exploration: Data

Team efficiency dashboard

See: Jira extractor

Initial metrics: Roadmap contribution/investment portfolio %, Weekly work completion %, Ad-hocs interruption %, Epic cycle time, Delivery predictability percentile, Tasks Lead time, Delivery Quality


50->80% sprint completion: Cost of Delay:

  • 1 dev cost: ~100.000 CZK/mo -> 1.2 mio CZK/y
  • For 50 -> 80% increase = 30% efficiency boost
  • => 180.000/person/y
  • 60 ppl = ~11 mio CZK/y efficiency increase

2nd month

proposal and evalUation

Engineering leadership meetup 7

Uncover the results, share the proposed battle plan, adjust and commit to it.

Internal audit results

Presenting the findings and score rating in the following key areas:

  • Agility
  • Predictability
  • Focus
  • Quality
  • People
  • Leadership
team productivity audit results

Proposed boost plan

Our cooperation is not over by delivering findings only. I come up with the detailed proposal how to fix the given situation, with specific timeline of steps, including people owning them.

proposal finding team productivity audit 2


impact effort team opportunities

Ironing out the uncertainty, accepting your suggestions, finalising the plan.

Teams + leadership.

Then, no time for excuses. Execute.


Prepare the ground for the faster timeline implementation, apply initial fixes.

3rd month

Adoption: harD work

engineering team health board

Create a tiger team around to execute improvements. No time for excuses.


Establish consistent communication through regular weekly updates via chat or email. Use a Miro board to maintain a public roadmap that keeps all relevant parties informed about the project’s trajectory.

consultant weekly update example


TOP: Implement efficiency metrics to that the effect of your work doesn’t evaporate.



team inernal audit rating
  • Allocate time for the handover, which may involve documentation, workshops, reviews, and final adjustments.
  • Transfer knowledge to a designated torch bearer. This person will carry the torch after you’ve moved on.
  • Revisit the definition of success, providing both leading and lagging indicators to measure the project’s long-term benefits.
  • For the lagging indicators, emphasize the desired trajectory: We moved from X% to Y% for now, and the desired tendency is to move to Z% in four months.


Every step of this battle plan, from initial introduction to final execution, is interwoven with strong relationship-building and consistent communication. 

We’ll check the success indicators’ needle has moved.

After the 1st improvement iteration is over, leave the teams to work on the next set of specific steps and impacted metrics.


From Theory to PrActice: Topmost cases

  • Delivery: We implement a system where the team will deliver 80+% of their weekly sprints
  • Noise: We ensure the team has got enough focus to work fork on what matters the most: the roadmap. Reduce distractions.
  • Engagement: We bring the level of cooperation between product and tech to a suitable level, cooperating both on discovery/ammunition.
  • Flow: We boost the product development life cycle and make it transparent in the knowledge base.
  • Bible: We implement the transparent guardrails in form of metrics.
  • Done: We all understand what it means to retain expected product quality.
  • People: If needed, we apply changes on the personal level: team, leadership. Seek synergies.
  • Learning/Brand: We boost a Learning environment where we all improve our skills, retain the talent, get famous and attractive for the potential hires. Talent attracts talent.

Are you a Magician? 🪄

Why should I trust your bold statements, Marian?

First things first

I offer no theory. I differentiate from the rest the way I see the company as a whole living set of organs from top, as opposed to proclaiming Agility is the holy grail that'll save you.

I've been on your side and turned companies to success by boosting tech. The tech department is not an inevitable evil. In my eyes, it's a weaponery that can beat competitors or gain us to the new serie investment round, when we get it right.

Transparency principle

I’ve learned that I need to be straightforward with my insights, even if it might surprise or upset some people. Being clear helps the message get through. I experience true managers appreciating honesty over my attempt to sound more reassuring and hide the truth between the lines.

Persistence principle

Ensure our common effort's effect stays in place for the desired time.


The technical background I have is an asset. I don’t position myself as a generic business consultant. I don’t follow the dress code. I trust the “doing rather than talking” approach. If I hear “We’re incapable of doing X” for whatever reason, I assemble a written proposal on the same day, or I wear my coding hoodie, run an IDE and build a “proof of concept” and forward.


No way could I provide an upper value if I had no extensive knowledge outside of my engineering bubble. Specifically, it covers product management, company leadership models, and HR, including decent knowledge of finance, GTM strategies, M&A and marketing. A good example is engineering delivery, where the root cause of potential inefficiency could lie in product management, continuous discovery, or the disconnect between the roles. We want the teams to fire with well-prepared ammunition.

Pay as we go

I openly communicate I’m not looking for long-term contracts to squeeze the client. Instead, I act fast. I embrace the current situation and gain trust through “doing over talking”. Then, I execute the demanded assignment while paying particular attention to adoption. I pass the finish line with a wow factor, and move on to the next client with a positive reference and an expanded network.

No outcome no money

If, for any objective reason, I'd ever fail, you're in the power of asking for the fill compensation. Period. I value my reputation too much to fail.

My signature

This is the wow factor in what I do. I make changes persistent, ensuring the adoption of a change is widely accepted, as opposed to seeing ruins two weeks after I move on. I put extensive effort into gaining trust and prepared a well-tailored battle plan first.

Not starting from the middle

It makes a huge difference when I really get to know a client from the ground up. Besides the assignment, when I get adequate space to understand the business, vision, and scope, and have an opportunity for informal chats with stakeholders, my work is more effective.

A single advisory client in parallel

I quickly realized taking on more than one on-site advisory client at the same time was chaos. Too much swapping between tasks and topics, and it was a tough lesson with sleepless nights.

In the software companies, the engineering teams represent a large financial investment. As such, the teams should not be viewed just as a substantial cost. They are your most valuable asset, driving growth and success.



We’ll survive the growth only if we create the right foundation based on leaders worth following. Processes will not save the world.


Ensure there is a live product and technical strategy people refer to. Connect the dots between the vision, mission, strategy, initiatives, and epics, up to developers’ tasks.


Work in trios: product lead & engineering lead & design lead. Close the gap between product and engineering discovery and delivery. Build trust and assign autonomy.


We have people compatible with our principles: be it company principles, technical or product principles. Build an environment where people are safe if they follow the principles.

Brand awareness.

Talent attracts talent. Build your brand and the hiring pipeline. Work with community management. Engage people to blog posting, meetups, speaking, hackatons, conferences, and more. Cooperate with your talent acquisition team.


Guarantee the contract of delivering 80+% of the roadmap. Average companies deliver ~ 50-60% of their goals. Gain a competitive advantage by having efficient teams.