Senior Technology & Strategy Consultant

We're looking for a consultant who moves seamlessly between the boardroom and the engineering team — and is credible in both worlds. We don't want someone who just talks about transformation. We want someone who walks into an organization, diagnoses the problem, designs a solution, and takes ownership of it — from the first executive workshop to the moment the change actually works. This is a role for an operator with a strategic mindset. For someone who knows that effective IT is far more than code, cloud, and DevOps — that the real bottlenecks usually sit in the operating model, architecture, decision-making structures, and the way people work together. What you'll deliver: This isn't a list of "areas of interest." These are things you'll be expected and held accountable for: IT operating model design — Not just for DevOps — for all of IT: relationships between Business, Product, Architecture, Delivery, and Operations. Team topologies, boundaries of responsibility, decision-making processes, and interfaces between functions. This is the work that determines whether an organization can deliver at scale. Target Architecture Landscape (TAL) — Leading TAL initiatives end-to-end: capability mapping, application analysis using the Gartner TIME model, complexity reduction, modernization roadmaps, and TCO optimization of the application portfolio. Practical AI advisory — Not trend presentations — real decisions: where AI makes business sense, how to integrate it into existing architecture, how to prepare the organization and its data, and how to measure return. The ability to separate value from FOMO. IT investment ROI analysis and prioritization — Justifying decisions with numbers — not slides. Modeling costs, outcomes, and risks of initiatives in a way that withstands questions from the CFO. Engineering organization effectiveness reviews — Diagnosing why delivery is slower than it should be. Metrics, observation, conclusions, and a remediation plan. Working with management on actually implementing changes. Client decision support for modernization and transformation — Being a sparring partner for Engineering Management on decisions with real financial and organizational consequences. We're looking for someone who: Has seen the software delivery process not once, but many times — across different organizations, scales, and maturity levels. Knows what the same problem looks like in a 500-engineer enterprise and in a 30-person scale-up. Has written code commercially — not necessarily today, but long enough and seriously enough to not be afraid of technical details and to talk with architects and developers without BS. Thinks architecturally about all of IT — not just the application layer. Systems, integrations, data, domain boundaries, scalability, trade-offs, and operational cost. Understands that technology can do almost anything — and that the real constraints lie in the organization, operating model, and how people work. And can diagnose that. Can talk to both a CTO and a senior developer — adjusting depth and language without oversimplifying to platitudes or showing off technically. Is interested in AI, automation, and new trends — but can tell real value from hype. Calculates ROI naturally — even outside of work. Has an entrepreneurial mindset, not a theorist fixated on technology. Can walk into a client's chaos and turn it into a plan — one the board will sign and the team will actually execute. Takes ownership of outcomes — not just of deliverables. That's a difference you either understand or you don't. Is a Polish native speaker, and also know English on a business-professional basis Can join our team ASAP (max 1 month notice period) Big plus if you: Have failed a few times as an architect or leader and drawn lessons from it (and can talk about them). Have conducted audits, assessments, or architecture reviews for external clients. Have held a role where you were responsible for P&L, IT budget, or initiative portfolio prioritization. Know that PowerPoint rarely solves problems, but a well-written document often does. Want to go beyond pure engineering and build influence at a strategic level — without running from the technical reality. What is the Exerizon advantage? Work on real client problems — not exercises on theoretical frameworks. A high degree of autonomy and real influence on how we run projects. Growth in two directions at once : business and technology — without having to choose one. Direct exposure to clients' top management — CIOs, CTOs, and management boards. An environment of people who enjoy thinking — where you can have substantive debates and learn fast. No corporate theater — processes exist to help, not to fill time. A fair warning: This is not a comfortable role to coast through. Most of this work involves intense thinking on hard problems, rapidly learning new business contexts, taking responsibility for recommendations, and delivering tangible results in an environment where the client expects value from day one. It's not for everyone. But if you recognize yourself in this description — please take a chance to apply.