Professional portrait

Leadership & Career

Leadership philosophy of Krzysztof Pałuszyński

I am an accomplished technology and business leader with over two decades of experience in financial services, telecom, and leasing. I lead complex, large-scale initiatives at the intersection of strategy, technology, and customer experience — turning ambitious business goals into measurable outcomes.

mBank

2001 – 2023

Deputy Director of Omnichannel Banking

I spent more than two decades helping build one of Poland's most recognisable digital banks. I oversaw the development of three generations of internet banking and built the team responsible for mobile banking.

  • Led omnichannel banking and customer-facing digital products at enterprise scale.
  • Shaped multichannel strategy, personalisation, and real-time customer data platforms.
  • Represented mBank for over a decade on the Retail Banking Council of the Polish Bank Association.
  • Served for many years as the mBank Group representative within QorusGlobal (formerly EFMA), juror for the Qorus Awards, and active supporter of European banking cooperation.
  • Regular speaker at Polish and international conferences, industry panels, and expert discussions on digital transformation.

Polkomtel & Grupa Polsat Plus

2023 – 2024

Deputy Director of Digital Relations Department

I moved from financial services to telecom and media, leading digital channels and omnichannel strategy for one of Poland's largest communications groups.

  • Responsible for digital channels and omnichannel customer experience across telecom and media services.
  • Bridged sales, service, and content ecosystems in a highly competitive, subscription-driven market.
  • Applied banking-grade customer-centricity to a telco environment: self-service, automation, and data-driven engagement.
  • Built cross-functional alignment between technology, marketing, and customer operations teams.

PKO Leasing

2024 - current

Director of Technology and Information Systems Department

I joined PKO Leasing to lead product and process transformation, and now direct technology and information systems. In under two years I have helped shape the group's 2025-2027 strategy and built the capabilities needed to modernise leasing operations end-to-end.

  • Led the Product and Process Department before taking responsibility for Technology and Information Systems.
  • Contributed to PKO Leasing's New Strategy 2025-2027, aligning technology, product, and operations around growth and efficiency.
  • Drove digital transformation of leasing journeys: from customer acquisition through contract management and after-sales service.
  • Built modern delivery models, governance, and data platforms that connect business strategy with execution.
  • Combined deep technology expertise with business leadership to deliver measurable outcomes in a regulated financial group.

Leadership in the Age of AI

Five conditions for high-performance teams when AI is part of the workflow

As AI becomes embedded in daily work, high performance depends on five interlocking conditions. They are not separate initiatives; each reinforces the others. When all five are present, a team can move fast, learn faster, and keep human judgement at the centre.

Infographic: 5 Conditions for High-Performance Teams in the Age of AI
Five interlocking conditions that define high-performance teams when AI is part of the workflow.
1

Shared Context & Purpose

Everyone understands the why, the what, and how the team wins together. In an AI-augmented environment this means agreeing not only on business goals, but on where human judgement is non-negotiable and where AI assistance is welcome.

2

Psychological Safety

People must feel safe to challenge AI outputs, admit mistakes, and ask naive questions. Without safety, teams will quietly accept algorithmic recommendations rather than stress-test them.

3

Human-AI Collaboration Fluency

High-performance teams do not delegate thinking to tools. They learn to prompt critically, validate outputs, and combine machine speed with human sense-making.

4

Continuous Learning & Adaptation

Models, markets, and customer expectations change constantly. The team treats every iteration as feedback, runs frequent retrospectives, and updates its playbooks rather than relying on static processes.

5

Distributed Ownership & Accountability

Ownership is not held by the manager alone. Decisions, quality, and outcomes are shared — with clear accountability for both human choices and the way AI is used.

I am an executive manager who combines deep technology understanding with a business-driven mindset. I leverage trends such as cloud, AI, automation, and data platforms to unlock opportunities and accelerate business outcomes. I use that experience to transform organisations — building modern delivery models, governance, and capabilities that help teams execute strategy effectively.

In summary, I combine executive leadership with deep technology expertise and a business mindset to deliver measurable outcomes. I translate strategy into execution, enabling bold and responsible transformation that improves speed, quality, and customer experience.

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