EXECUTIVE SPARRING & MENTORING 1:1
Confidential 1:1 work for leaders, owners, founders and people stepping into greater responsibility. I combine the right questions with direct feedback, an operator's experience and a clear link from the conversation to a concrete next step.
I don't sell universal formulas. I help you see the situation from a different angle, challenge your own assumptions, name the real problem and make a decision that remains yours to own.
I ask. I challenge. I share experience. The decision stays with you.
[01 / PERSPECTIVE]
Your team expects direction. The board expects results. The owner expects accountability. Colleagues have their own interests, and the people closest to you don't always know the context. You can be surrounded by people and still have no one with whom to safely test an important decision.
Mentoring creates a space where you don't have to defend your position straight away. You can take the situation apart, challenge assumptions, see the alternatives and honestly weigh the consequences.
You don't need another opinion. You need a conversation in which your assumptions can be challenged before the market, the board or your team does it for you.
[02 / SITUATIONS]
You are taking on a director or C-level position, or your first role with full responsibility for results, a team and a budget.
You have several possible directions, incomplete data and the knowledge that every option comes at a cost.
You need to build influence, present a recommendation, manage conflicting interests or secure a mandate to act.
You need to change the structure, the division of roles, the way you delegate, the standard of delivery or the way you lead people.
You are responsible for growth strategy, marketing, sales, e-commerce, CRM, customer experience, digital or AI transformation.
You are considering a change of company, function or market, a return after a break, your own business or another redefinition of your professional role.
The company is growing faster than its management model, and the owner has to move from personally controlling everything to building an organisation.
You don't need a ready-made diagnosis. You do need to be ready to describe the situation honestly and take responsibility for what you do after the conversation.
[03 / HOW I WORK]
I ask questions because I want to understand how you see the situation. But I don't stop at questions. If I recognise a familiar pattern, I point it out. If I see a risk, I name it. If I don't know, or the data is missing, I say so plainly.
I share my experience, but I don't treat my own story as a universal manual. What worked in one company, role or culture may not work in yours. Together we separate the principle from the particular case.
We check facts, dependencies and real constraints — not just a convenient interpretation of the situation.
I don't create artificial comfort or theatrical confrontation. I say clearly what my assessment is based on.
We don't build a list of everything worth doing. We decide what takes priority and what you are consciously giving up.
Each conversation ends with a concrete step, a hypothesis to test or a decision we come back to at the next meeting.
[04 / THE RIGHT FORMAT]
The main focus is you: your role, your way of thinking and a specific decision.
Outcome
The main focus is a specific situation in the company: a process, data and the causes of a problem.
Outcome
The main focus is a business result, a strategy, a transformation project or delivery.
Outcome
If our first conversation shows that you need a different format, I'll say so directly. I won't sell mentoring for a problem that calls for an audit or project work.
[05 / AREAS]
Mandate, priorities, the first 90 days, building authority, delegation and stepping up to a higher level of responsibility.
Assessing options, risks, consequences, pace and the quality of decisions made with incomplete information.
Positioning, go-to-market, new products, marketing, sales, pricing, CRM, customer experience and growth.
Structure, accountability, difficult conversations, working with the board, the owner, headquarters or an investor.
Career direction, the next role, the story of your experience, market visibility and deliberately building a leader's personal brand.
Choosing realistic AI use cases, the impact of technology on the leader's role, how the team works and accountability for implementation.
[06 / PROCESS]
We briefly discuss the situation and expectations, and check whether my experience matches your problem.
We agree on:
Every meeting starts from a real situation or decision. We separate facts from interpretation, test assumptions, build options and agree the next step.
We come back to the action, its outcome and any new information. The aim is to develop your own ability to make increasingly good decisions independently.
I don't build dependence on a mentor. A good process should make you more independent.
[07 / FORMATS]
One meeting · typically 90 minutes
For someone who needs to test a specific decision independently, prepare for a difficult conversation or sort out several options.
May include:
Typically 4 meetings · 6–8 weeks
For someone starting a new role, preparing for a change or working on a specific area of responsibility.
May include:
Typically 3–6 months · limited availability
For leaders, owners and founders who need a regular, confidential perspective during an important business period.
May include:
I agree scope and fees once I understand the situation. I don't promise unlimited availability or 24/7 contact.
[08 / 10 HOURS PRO BONO]
10 h
every month
POOL OPEN
Not everyone who could genuinely benefit from a focused conversation has the budget for professional support today. That's why every month I set aside a total of 10 hours for free 1:1 mentoring.
This is not a free sample of a paid offer, nor a competition for the most dramatic story. I look for situations where my experience genuinely fits the problem and the person applying is ready to make good use of the conversation.
The same level of preparation. The same confidentiality. The same directness. A different payment model.
I'm not looking for the most moving story or the best-known name. I'm looking for a place where one good conversation will be put to good use.
[09 / ANDRZEJ DALKOWSKI]
For more than 20 years I was responsible for growth, marketing, e-commerce, CRM, customer experience, digital and commercial transformation across many markets. I led teams, managed large budgets and worked in situations where a decision affected the company's results, its customers and its people.
In mentoring, it isn't only the success stories that are useful. Equally important are the wrong assumptions, decisions made too late, conflicts, reorganisations and moments when the direction had to change. These experiences are most often the source of questions you won't find in a textbook.
I don't have a formula for every situation. I have experience, the ability to recognise patterns quickly and a willingness to say plainly what perhaps nobody in your organisation is telling you.
[10 / CONFIDENTIALITY]
[11 / THE RIGHT FIT]
[12 / FAQ]
Describe the situation you are facing, your role and what should happen after our conversation. I'll tell you directly whether mentoring is the right format and whether my experience can be useful here.
FACING AN IMPORTANT DECISION?
You don't need a ready brief. Describe the situation and I'll tell you plainly whether, and how, I can help.
Describe your challenge →