Less risk, less money spent, and a project run in partnership with someone who knows the right questions to ask. We start with an IT systems inventory: 2–6 weeks, below the public-procurement threshold. For the public sector (local government), municipal companies and companies whose IT team is fully occupied with day-to-day maintenance.
For two decades I worked on the vendor’s side, responsible for working out what the business really needed — even when it couldn’t put that clearly into words itself. Today I offer the same skill to boards from the other side of the table: the client’s.
This covers inventories, procurement and translating risk into the language of decisions — not security as such. The IT team usually has that knowledge; I help turn it into a board decision, and vice versa.
Built from scratch for your organisation, in an editable format, under a perpetual licence. Sixteen documents and tools in total, forming the foundation for digital transformation and for delivering a long-term IT strategy — among them a presentation and a session for the board, both included in the price.
A one-page summary for the board, an inventory report you can present to the board, the Regional Audit Chamber (RIO) and the Supreme Audit Office (NIK), a spreadsheet with 35 attributes per system, and a matrix of integrations with central government systems. Knowing the “AS IS” state is essential for defining the “TO BE” state.
A 10-year digitalisation strategy, a catalogue of technical standards, 20 model contract clauses for tender specifications (SWZ), and a policy on the responsible use of AI.
A digital-initiative charter, an architecture-review scorecard, an inventory methodology you can repeat yourselves, a register of 20 risks with a heat map, and a change-management plan.
Architecture diagrams, a glossary of around 150 terms and abbreviations, and a 12–15-slide presentation with a 60–90-minute session for the board, included in the price. The presentation covers the identified risks and how to mitigate them, including personal risks for board members.
The same sequence has worked in the digitalisation of local governments and public utility companies: a narrow, concrete scope to begin with, extended to further processes as trust builds.
A register of applications with owner, contract, licence, cost and end-of-support date. A map of supported and unsupported processes, a map of integrations and manual re-keying. A risk register: single points of failure, vendor lock-in, compliance gaps against KRI, NIS 2, e-Doręczenia and KSeF. A one-page summary for the board.
From the inventory: a systems register and a risk register — the starting point for the risk management the law requires. You can’t protect what isn’t on the list.
From the inventory: a documented A/B/C/D categorisation and a justification for every purchasing decision, ready to show to inspectors.
Layers of registers, processes and integrations. Standards adopted by the organisation: an organisational structure for the permissions model, user-interface standards, the role of data groups in the architecture, process-modelling standards, a 3-year roadmap delivering the agreed goals, guidelines for IT purchasing (e.g. documented APIs), and a structured breakdown of the budget items to be estimated, covering investment and maintenance (total cost of ownership) in line with applicable regulations (KSC, NIS 2, EZD).
The inventory shows what you have, what you’re missing and what needs fixing, plus the total cost of ownership: one-off investment and the running costs you can’t avoid. This is the spending plan the council and the treasurer expect so they can plan future budgets.
From the inventory: an integration matrix with the finance and accounting system and a list of systems that must exchange data with it.
Interviews, process maps, a data model, fields, views, notifications, integrations and test scenarios, written down before the tender is announced. Plus preparation for vendor conversations: the questions to ask, a purchasing matrix, and attending meetings as the client’s representative. Above all, though, an answer to what success for the rollout means: why we are doing this and what results we expect.
From the inventory: a document-flow and integration map, migration requirements, contract clauses. Without it, the migration simply carries the old workflow’s mistakes over into the new system. Plus a division of existing and potential functions between systems — for example, which system should handle bulk dispatch of correspondence through e-Doręczenia.
A monthly meeting with the secretary or the CEO and the IT manager, a monthly operations-and-risk report, a quarterly digitalisation committee, a quarterly review of risks and critical contracts, and a mandatory advisory opinion before any major purchase.
Scope: IT governance and decision-making, a living systems register, process analysis and optimisation, procurement and vendor-lock-in risk, translating and reviewing risk between the board and IT, the project portfolio.
The first 90 days of a new engagement: an initial assessment and any urgent “red flags”, setting up the registers and a contract review, and a report for the board with a 12–24-month roadmap.
The inventory isn’t a separate project alongside choosing an EZD-class system, KSeF or KSC compliance. It’s the first step of each of them, done once rather than four times over, piece by piece.
Public sector – local government
The secretary and the treasurer don’t need to know IT architecture. They need a register of systems and contracts, KSC/NIS 2 risks, and a one-page summary they can put in front of the board and the council.
Public utility companies
The CEO of a district-heating, water-utility or public-transport company gets one recommendation from their own department. A second, independent opinion before signing: what will actually integrate with the finance system, and what it really costs over five years.
Business
Choosing and rolling out a new ERP, complaint handling, a process-driven CRM, cost-document workflow under KSeF, contract management, employee onboarding and offboarding: I write the requirements with the board, talk to your IT team and to vendors, compare offers (for subsidiaries, against head-office purchasing guidelines), and oversee both the project and the organisational change it brings. You get a concept after a single conversation, in about 2 days.
KSeF, e-Doręczenia, e-archive, NIS 2, application platforms, process-modelling standards, HR and recruitment processes, financial processes, customer-service processes, building comprehensive application systems integrated with ERP-class systems, e-commerce, B2B marketplaces. The same problems in four very different settings: a local-government office, a municipal company, a port and an industrial corporation. Seeing them from so many angles has built up a wealth of advisory experience.
18 years working with local governments on the strategy and architecture of a unified information-exchange platform that makes a genuine e-office possible. Over 40 modules designed and implemented, including EZD, e-archive, e-board, e-council, e-calls for applications, e-recruitment, public consultations, e-business-trips, e-training, councillor support, 12 public registers and two web portals.
Design, implementation and launch of a collaboration and business process management platform covering, among other things, a digital archive of procurement proceedings, digital workflow for cost documents, digital personnel files, correspondence management and legal assistance.
Concept design and implementation of a complete procure-to-pay solution for an international industrial corporation operating in Poland. Acting as change-management lead towards the board, the CFO and the chief accountant. Now in the ninth year of developing a BPM (business process management) system. Further expansions covered processes such as complaints, contracts and annexes, issuing samples, warehouse discrepancies, quality management, powers of attorney, change-approval requests, correspondence management integrated with e-Doręczenia, and handling of payments and bank payment batches integrated with the banking system.
A multilingual system for handling business partners, built on a process platform: registration, enquiries, offers and complaints — still in use today. Identifying objectives, requirements analysis and concept design for a stakeholder-relationship-management system.
Concept and objectives design, and implementation of a collaboration platform for 800 users. Requirements and objectives, business and process analysis, and implementation of a process-driven CRM system connecting data across all companies in the group.
And many others, including research institutes, credit unions, city offices, electrical-installation companies, energy utilities, residential developers and a nationwide radio station.
Want to know more about my experience? The full résumé on the About page
Set out plainly, because these are the questions secretaries, CEOs and IT managers ask before letting an outsider into their systems.
Depending on the number of systems and departments, the price for 2–6 weeks of work stays below the public-procurement threshold, and you receive a full set of strategic documents at the end. Because it is below the threshold, the contract does not require a procedure under the Public Procurement Law. I confirm the exact price after a short conversation about the scale of your organisation.
No. It takes 2–6 weeks and ends with requirements, contract clauses and an integration matrix — things you’d need to prepare before the tender anyway. It usually shortens tender preparation, because it replaces gathering vendor offers as the starting point.
IT evaluates solutions technically. The board needs someone to evaluate them from its own perspective — risk, total cost, regulatory compliance, the organisation’s interests in dealings with the vendor — independently of IT’s recommendation, not instead of it. It’s a second, independent opinion, not competition for your own team.
It’s the same role known internationally as a “fractional CIO” — in Poland it simply goes by a Polish name. The difference lies in where the line is drawn: Krogis doesn’t take over the IT department or its budget, and doesn’t manage the technical staff. It represents the board — translating its intent into requirements, and helping IT put its needs into language the board will understand and accept. It’s an advisory, translating and representative role, not a managerial one over the technical team.
Start with what you already have: which systems, data, integrations and contracts the new system is meant to replace or work alongside. Appoint someone on your side who owns process decisions, and agree on how you’ll know the rollout succeeded. Write the requirements in the language of your processes, and only then talk to vendors. The inventory gives you that starting point in 2–6 weeks.
A system that supports the process well and still has vendor support is usually worth developing further. A system without support, with manual re-entry of data and rising maintenance cost, is a candidate for replacement. Compare the total cost over several years, not just the price of a new licence, and count how many integrations and how much data will need to move. The system categorisation from the inventory brings order to this decision for the whole organisation at once.