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ANDRZEJ DALKOWSKI · ADVISORY BY BRANDBUSTERS

I am not a consulting firm.
For more than 20 years I was accountable for growth on the same side of the table as you.

For more than 20 years, I have been responsible for growth, marketing, e-commerce and digital transformation, including as CMO and Digital Officer. I have worked in organisations including Vision Express / EssilorLuxottica, InPost, OBI, MediaMarkt and Praktiker. Today, as the founder of Brandbusters, I help owners, CEOs and leadership teams turn the right diagnosis and strategic decisions into effective execution and measurable results.

The experience I bring was gained not by observing companies from the outside, but by being accountable for results, budgets, teams, customers and the execution of strategy.

Book a 30-minute call →See what I bring ↓
  • 0120+ YEARS ON THE BUSINESS SIDE
  • 0210+ EUROPEAN MARKETS
  • 03TEAMS OF UP TO 60 PEOPLE
  • 04STRATEGY + EXECUTION
Andrzej Dalkowski speaking at a business event

[01 / ACCOUNTABILITY]

For me, advisory began long before I started calling it that.

For years I was the one presenting the budget to the board, answering for results, building the team, explaining declines, defending investments and deciding what had to go. I know what strategy looks like when, after the presentation, it still has to be delivered.

I know the tension between the plan and this month's numbers, between brand and sales, head office and the local market, marketing and finance, and between the ambition to transform and an organisation's real capacity to change.

That is why I don't stop at a recommendation. I also ask: who will deliver it, what will stall implementation, what will the team lack, and how will we know the decision is actually working.

Strategy only has value when the organisation can start executing it on Monday.

[02 / EXPERIENCE]

Different industries. The same problem: how to connect customer, brand, technology and results.

  1. 01

    Retail and consumer business

    Large chains, hundreds of customer touchpoints, local markets, central structures and accountability for results in a demanding operating environment.

  2. 02

    Marketing and demand generation

    Brand strategy, communication, media, performance marketing, positioning, new products and turning marketing investment into growth.

  3. 03

    Digital, e-commerce, CRM and customer experience

    Developing digital channels, platforms, customer databases, loyalty programmes and an experience that connects online with the physical network.

  4. 04

    Commercial transformation and AI

    Changing ways of working, accountability, tools and decisions — from diagnosing the problem through designing the solution to implementing it.

[03 / SELECTED RESULTS]

Delivered initiatives

Not every result fits into a number. These do.

year-on-year online sales growth
+45%
users within four months
0.5 → 3M
customer acquisition cost
–20%
active customers
+20%
loyalty programme members
14M+

Teams of up to 60 people · work across more than 10 European markets

These are selected results of work delivered in different roles, organisations and market conditions. They are not a promise of an identical result in another business.

[04 / HOW I THINK]

Brand, sales and customer experience don't grow separately.

Marketing remains one of the main engines of growth, but it cannot work in isolation. The brand promise has to meet the right offer, price, sales channel, customer experience, technology and accountability inside the organisation.

I'm not interested in short-term “squeezing” of results at the expense of the customer and the company's future. I look for ways of creating value that build sales, loyalty and lasting competitive advantage at the same time.

  1. 01

    Value before pressure

    First I check why the customer should choose this particular company. Only then how to increase scale.

  2. 02

    Choices before a list of initiatives

    Strategy requires deciding what the company will not do and where it will genuinely concentrate its resources.

  3. 03

    Data and judgement

    Data reduces guesswork. It does not, however, relieve the leader of interpretation and accountability.

  4. 04

    AI as business change

    AI makes sense when it improves decisions, customer experience, productivity or the operating model — not when it remains an impressive technology demo.

Andrzej Dalkowski, adviser on business growth, marketing and AI

[05 / WHY BRANDBUSTERS]

Brandbusters is not an agency. It is how I work.

The name comes with a wink. The work itself is entirely serious.

Companies rarely have a problem only with brand, marketing or sales. Most often something stops working between strategy, offer, customer, technology, people and accountability for execution. That is exactly where I step in.

I work personally — from the first conversation and diagnosis to the key decisions. If a project needs additional expertise, I say so openly and bring in the right specialist for the specific task. I don't create the impression of a large firm with an anonymous team.

One person on the other side — personally accountable for the quality of the work.

[06 / FROM PROBLEM TO ACTION]

First I want to understand what really isn't working.

  1. 01 / DIAGNOSIS

    I separate symptoms from causes and examine the data, decisions, the customer and how the organisation operates.

  2. 02 / CHOICES

    I help set priorities, options, consequences and the things the company consciously gives up.

  3. 03 / EXECUTION

    I translate direction into actions, accountability, metrics and a rhythm of delivery.

  4. 04 / REVIEW

    I come back to the results, new information and what needs to be adjusted.

When a project requires broader capabilities, I build the right team from trusted experts and partners. Explore the Brandbusters network →

[07 / WHAT ELSE MATTERS]

For me, sailing is not a metaphor for leadership. It is a practice.

I sail because I enjoy the combination of planning, changing conditions, technology, responsibility and people working together in a confined space. That experience gave rise to Brandbusters Expeditions — a format combining intensive business work with a real expedition.

Discover Brandbusters Expeditions →

I also believe that access to experience shouldn't depend solely on budget. That is why every month I set aside 10 hours for pro bono mentoring for people who could benefit from a focused conversation at an important moment in their career.

See mentoring and the pro bono pool →

University of Warsaw · ESMT Berlin

[08 / THE RIGHT FIT]

I work best where a decision is needed, not another presentation.

A good fit

  • the owner or board sees a problem and wants to understand its real cause
  • the company needs to connect marketing, sales, digital and customer experience
  • the organisation has many initiatives but unclear priorities
  • a strategy exists, but execution isn't delivering the expected results
  • an independent perspective, free of internal politics, is needed
  • the leader wants a direct conversation and is ready to make a decision

It won't be the right fit if

  • all that's expected is a document confirming a decision already made
  • the company is looking for a large production agency
  • nobody on the client side has a mandate to act
  • the project is meant to remain a presentation without an owner for implementation
  • the lowest hourly rate is the main criterion

If you need someone who understands both strategy and the weight of delivering it — let's talk.

In 30 minutes we can look at what the company is facing, what decision is needed and whether my experience will be useful in this situation. No sales pitch and no commitment.

Book a 30-minute call →Start with a diagnostic →
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