Let's discuss your division. How was the organizational structure at the technological level? Could you describe your day-to-day functions and goals?

I was hired mainly for two reasons. First, Eurowag struggled with time to market because their IT departments claimed they had a huge technology debt in their architecture and needed to transform it before delivering new products.

Let's discuss your division. How was the organizational structure at the technological level? Could you describe your day-to-day functions and goals?

Second, connected to the technology debt, Eurowag had about 250 incidents affecting customers annually. These incidents were significant, such as customers being unable to pay at fuel stations or download invoices, leading to incorrect payment notices. These were the two main reasons.

Briefly, why did you leave?

There were a couple of things I stopped liking at Eurowag. One issue was that Martin, if he wasn't satisfied with some of his direct reports, didn't work hard on providing feedback for improvement. Instead, he preferred to change the board member. If you look into the details, the lifespan of board members is quite short. I believe I still hold the record with three years. Even Pavel, I think, has been there for only two years. We'll see what happens in the third year.