BARTŁOMIEJ PIREK

I transform how businesses connect with their customers through intelligent personalization. My approach combines strategic vision with hands-on execution—I don't just define what needs to be built, I architect the solution and often implement it myself. I believe the best personalization is invisible to users but visible in results. My focus is on creating systems that feel natural while driving measurable business outcomes. I work across the entire spectrum: from high-level strategy and vendor evaluation to technical implementation and performance optimization. I'm comfortable operating outside traditional frameworks when business needs demand speed and agility. Every decision is data-driven, every solution is user-centric, and every implementation is designed for scale and sustainability.

I help organizations unlock the potential of AI and automation to solve real business problems. My approach is pragmatic and results-oriented—I focus on creating solutions that generate immediate value while building foundations for long-term growth. I work with clients to identify automation opportunities, design intelligent workflows, and implement systems that enhance productivity and decision-making. Each project is an opportunity to demonstrate how thoughtful technology integration can transform business operations. I believe in building solutions that are both powerful and sustainable, ensuring clients can maintain and evolve their systems as their needs grow. My goal is always to deliver tools that feel natural to use but dramatically improve operational efficiency.

I ran a team that connected analytics with automation, bridging the gap between data insights and actionable business outcomes. My focus was building systems that could scale—both technically and organizationally. I established clear processes for tool selection, ensuring we chose solutions that would grow with our clients' needs rather than creating technical debt. The dashboards I designed weren't just pretty visualizations; they were decision‑making engines that helped business leaders understand what was working and what needed immediate attention. I coordinated closely with vendors while building internal expertise, ensuring we could deliver results without becoming overly dependent on external resources. The training programs I developed created a lasting impact, turning team members into analytics advocates who could drive data‑driven culture change within their own organizations.

I treated every campaign as an experiment, applying scientific rigor to digital marketing optimization. My approach was methodical: identify the hypothesis, design the test, measure the results, and iterate based on data. I focused on creating coherent customer journeys where every touchpoint—from initial awareness through email nurturing to final conversion—told a consistent story. The work wasn't just about increasing numbers; it was about understanding customer behavior and removing friction from their decision‑making process. I became particularly skilled at identifying where prospects were dropping off and designing targeted interventions to guide them toward conversion. Each project taught me something new about the intersection of psychology, technology, and business objectives.

I focused on making electronics retail feel seamless across every customer touchpoint. My strategy was to create campaigns that worked equally well whether customers discovered us online, in‑store, or through manufacturer partnerships. I spent considerable time building relationships with vendor partners, understanding that successful promotions required alignment between our goals and theirs. The budget management aspect taught me to think strategically about resource allocation—every zloty spent had to contribute to both immediate sales and long‑term category growth. I became skilled at reading market signals and translating them into promotional opportunities that resonated with customers while maintaining healthy margins. This role deepened my understanding of retail dynamics and the complex relationships between manufacturers, retailers, and consumers.

I orchestrated travel experiences for millions of customers across EMEA, turning complex logistics into simple booking flows. My role was part strategist, part analyst, and part project manager—I had to understand what made each market unique while maintaining consistency in our brand experience. The annual planning process taught me to think seasonally and anticipate demand patterns months in advance. Working with UX and IT teams was particularly rewarding; we ran systematic A/B tests that revealed fascinating insights about customer behavior and preference differences across countries. The SQL work in Teradata became my daily toolkit for understanding performance trends and identifying opportunities for improvement. I learned that great merchandising wasn't just about featuring the right products—it was about creating narratives that helped customers envision their perfect getaway.

I became the guardian of quality standards, building systems that caught problems before they reached customers. My approach was preventative rather than reactive—instead of just finding bugs, I focused on creating processes that stopped them from happening in the first place. I spent time understanding how different team members worked and designed checklists and workflows that felt natural rather than burdensome. The training aspect was particularly important; I learned that sustainable quality improvement required everyone to understand not just what to do, but why it mattered. Each process I created had to balance thoroughness with efficiency, ensuring we maintained high standards without slowing down delivery. This role taught me that quality isn't just about catching mistakes—it's about building cultures where excellence becomes automatic.

I was the operational backbone that kept multiple markets running smoothly, turning chaos into organized systems. My role required me to understand the unique requirements of each EMEA region while maintaining consistency in our processes. I became skilled at creating reporting systems that told clear stories—translating complex operational data into insights that different departments could act upon. The interdepartmental coordination aspect taught me valuable lessons about communication and expectation management across different time zones and cultural contexts. I learned to anticipate problems before they escalated and to build redundancies into our processes. This foundational role taught me that great operations are invisible—when everything works seamlessly, nobody notices the complexity behind the scenes. It was here that I developed my appreciation for systematic thinking and process optimization.

This internship at Poland's largest insurance company was my first real exposure to the power of data in business decision‑making. I learned to see patterns in numbers and translate those patterns into stories that busy executives could understand and act upon. The corporate client division was a particularly demanding environment—these were high‑stakes relationships worth millions of zloty, and accuracy was paramount. I developed my analytical thinking skills while learning to present complex information in clear, compelling ways. The experience taught me that great analysis isn't just about finding insights—it's about communicating them effectively to people who need to make decisions. This foundational experience sparked my interest in data‑driven business optimization and set me on the path toward my current focus on personalization and analytics.