Priorities and decision context
I help order the work by impact, urgency, cost, risk, and available capacity.
Leadership knows why something comes firstAn external partner for data and AI when no one owns the whole picture.
I work alongside leadership as a senior counterpart. I connect business needs with the work of your internal team and vendors, and prepare the decisions that would otherwise fall through the cracks.
Discuss a partnership
I work where leadership, teams, and vendors come together to make decisions.
I have worked in fast-growing companies, established products, and small teams. I can assess a technical argument while keeping the conversation focused on costs, people, risks, and the decisions leadership is responsible for.
- An independent perspective
- no platform commissions or pressure to replace a vendor
- Experience on both sides
- building my own products and taking responsibility in client environments
Everyone sees their part. The partnership keeps the whole picture in view.
This role supports leadership and the technical team. It gives them shared context and prepares decisions that would otherwise fall between them.
- Owner / CEO I need someone who can help me decide where to put money and attention.You get an independent assessment of the options, risks, and recommendations, with no commercial stake in a particular platform.
- COO / operations I need our priorities to show up in the work people and vendors actually do.I connect business needs, operational implications, owners, and checkpoints so the issue does not disappear into the backlog.
- CTO / data lead I need a partner who understands technical constraints and works with the team.I help clarify the brief, dependencies, and tradeoffs. Technical decisions stay visible, and the team stays involved.
More than another person forwarding tasks.
My job is to keep the reason for the work, its owner, the questions we need to test, and the basis for leadership decisions connected.
Connecting leadership with delivery
I keep business owners, data or IT teams, and external vendors working from the same brief.
Fewer assumptions lost along the wayChecking direction and results
I regularly check whether the work still addresses the original problem and whether we are ready for the next decision.
Beyond project status updatesClearer decisions for leadership, without another layer of management.
The deliverables depend on the business. What stays constant is that decisions, risks, and responsibilities need to be visible.
- Current priorities
- A concise view of what is underway, what is blocking value, and what we are choosing not to do right now.
- Decisions ready to make
- Options, implications, and recommendations for leadership without unnecessary technical detail.
- Clear follow-through
- An owner, an expected outcome, and a checkpoint for the team or vendor.
How I work
The information you need is often spread across people.
I bring leadership, business stakeholders, product, and the technical team together. Decisions then reflect actual operations, with a person responsible for taking the next step.
Agree on the mandate, working cadence, and review point up front.
First, we identify what currently has no owner. Then I propose a cadence and boundaries that we can review after an initial period.
- 01
Mandate
The area of responsibility, decision authority, relationship with the team, and limits of the role.
- 02
Working cadence
Regular prioritization, decision preparation, and contact with the people doing the work.
- 03
Review
What has moved forward, what is blocking the partnership, and whether the same arrangement should continue.
A good fit if
- There is a sponsor in leadership and access to the people doing the work.
- You need independent senior judgment, rather than another vendor presentation.
- You are ready to make decisions and stick to agreed priorities.
Not a good fit if
- You want low-cost capacity for individual reports or tickets.
- The partner will have no access to leadership or the actual problem owners.
- You expect someone to take over responsibilities that belong to internal management.
A clearly defined role, with a way to judge its value.
We need to agree on the mandate, access to decision-makers, and how we will tell whether the partnership is helping.
What will we agree on before starting?
The goal and scope, the people involved, the materials or access needed, the deliverable, timing, price, and any follow-up work that would be a separate engagement. We start only when we have a shared understanding of all of these.
How will we handle nonpublic data?
Before working with nonpublic data, we will agree in writing on which sources may be used, where they may be processed, who has access, and whether external AI tools are allowed. I do not work with nonpublic data without that agreement.
Does this role replace a CTO, CDO, or internal manager?
No. I help where there is no senior owner for the full problem, or where leadership needs an independent counterpart. People management and managerial accountability stay within your company.
What does the time commitment look like?
The cadence follows the decisions this role needs to prepare and the people it needs to work with. After the initial conversation, I will propose the mandate, availability, checkpoints, price, and an initial period to review.
Can you work with our team and current vendors?
Yes. The goal is to give leadership an accurate picture, align everyone around the brief, and identify gaps in responsibility or dependencies. Replacing people is not the default.
Do your data and AI efforts need someone to connect the pieces?
Tell me what currently falls between leadership, your team, and vendors. An initial conversation will help us determine whether you need an ongoing partner or a smaller, one-time engagement.
Prefer email? jsem@radekduha.cz