I came up through embedded systems and robotics, so I speak both languages — engineering constraints and business outcomes. That's how ambiguous briefs become shipped products.
I build products end-to-end: discovery, roadmap, team, delivery. I've done it as a team lead and product owner at CIIRC CTU — running a portfolio of enterprise projects for Continental, T-Mobile, Škoda, Toyota, LEGO and Pilsner Urquell — and as CTO and co-founder of DOT Systems in the US, where I took a product from concept to pilot-ready with a Siemens partnership and six enterprise demos.
I came up through engineering — embedded systems, robotics, AI/ML — and that background changes how I manage. I can read a technical estimate and know whether it's realistic, spot risk before it hits the timeline, and talk to engineers in their own language. Plans built that way hold: scope is grounded in how things actually get implemented, not guesswork.
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