Technology leadership for chief executives

I help CEOs align technology with business priorities.

I work with leadership teams when they need to clarify technology priorities, adapt the organisation to growth or lead a major transformation.

My experience spans large international corporations as well as organisations going through rapid growth and transformation. I combine enterprise discipline with the ability to move quickly.

Technology organisationDigital transformationAI adoptionResilience

Discuss your situation Explore selected results

Michal Žampach — Group IT Director & Transformation Executive

25+: years in technology
15+: years in senior leadership
3: countries in Group IT scope (CZ · UK · CH)
24/7: service operations leadership

When I can help

Growth and change create new demands on technology.

I can help when growth, transformation or operational demands call for changes in how technology is organised and managed.

Growth calls for a different approach to IT

Systems, suppliers, responsibilities and processes have evolved over time. The next stage of growth calls for a clearer structure that supports the business.

Technology decisions need clearer priorities and ownership

Competing priorities, project delays and frequent escalation to senior management point to a need for clearer decisions and responsibilities.

A transformation needs clear leadership and delivery ownership

A strategy is in place. The next step is to clarify responsibility for implementation, align the organisation and build confidence in delivery.

Governance and resilience need to keep pace with growth

Growth brings new requirements for governance, security, continuity, documentation and operational discipline.

AI adoption needs a structured approach

Individual experimentation is a starting point. Enterprise adoption also needs clear rules, user support, measurement and a link to business value.

The outcome

A technology organisation the business can rely on.

CONTROL: Starting pointPriorities, responsibilities and costs need clarification.
Focus of changeClear ownership, priorities, decision rights, costs and accountability.
SCALE: Starting pointThe way technology is organised needs to adapt to growth.
Focus of changeAn organisation, operating model and technology landscape able to grow with the business.
EXECUTION: Starting pointPriorities and delivery progress need greater visibility.
Focus of changeFewer competing priorities, clearer delivery ownership and better visibility of what will actually be delivered.
CONFIDENCE: Starting pointTechnology risks and critical dependencies need a clearer executive view.
Focus of changeTechnology risk, resilience, governance and critical dependencies understood at executive level.

Selected results

Selected results from practice.

45%
Active enterprise AI use reached 45% within ten months, measured through adoption tracking.: ~€500k
Annual run-rate value from strategic Group initiatives and commercial governance.: ~40
Group IT organisation across three countries — built with local leadership and shared standards.: 10+
European markets supported through technology leadership.

These results came from different organisations and different situations. The common thread was translating a technology problem into clear ownership, execution and measurable change.

Explore the transformations

How I can engage

Different situations need different levels of involvement.

Sometimes the right answer is an independent assessment. Sometimes the technology function needs leadership through a transition or transformation.

Executive technology review

A focused assessment of the technology organisation, priorities, delivery, costs, suppliers, risks and operating model.

Typical output

—Executive assessment
—Priority decisions
—90-day action agenda

Interim / fractional CIO leadership

Experienced technology leadership during a transition, leadership gap, scale-up period or critical transformation.

Focus

—Stabilise
—Prioritise
—Build accountability
—Prepare the permanent organisation

Transformation leadership

Hands-on executive ownership of a major technology or organisational transformation where strategy needs to turn into execution.

Typical areas

—Technology operating model
—Enterprise platforms
—AI adoption
—Governance and resilience

Board / CEO advisory

Independent technology perspective for CEOs or boards who need experienced challenge, review or decision support.

Discuss your situation

About me

Experience on both sides of scale.

I have worked in large international organisations, where reliability, governance, security and scale are essential, as well as in organisations where technology needed to change quickly to support growth and transformation.

I bring enterprise discipline and adapt it to the needs of the organisation, without unnecessary bureaucracy.

Technology transformation also involves responsibilities, priorities, organisation and leadership. These are an integral part of my approach.

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Contact

Let’s discuss your technology priorities.

A conversation can help clarify the situation and the next steps.

If you are considering changes in technology, organisation or leadership, I am happy to discuss your situation confidentially and explore whether I can help.

Discuss your situation

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+420 603 400 399

+44 7441 476 447

MŽ

Michal Žampach — Technology leadership for CEOs

2026