# Wojciech Kroczak — digitalisation advisor | Krogis

Źródło: https://krogis.pl/en/o-mnie
Język: en
Opis: I help local governments, municipal companies and businesses make decisions about IT, vendors and projects — on the client’s side. I don’t sell software.

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**Wojciech Kroczak** Change management and digitalisation advisor, Krogis

# Wojciech Kroczak. *Change management and digitalisation advisor.*

Wojciech Kroczak is a digitalisation advisor with over 20 years of experience in analysis, requirements and system implementations for local governments, municipal companies, the financial sector and industry; he works under the Krogis brand, on the client’s side. I help public institutions, local governments and the boards of municipal and private companies make decisions about IT, vendors and projects — standing on the client’s side. I don’t sell software and I don’t replace your IT department.

[wojciech.kroczak@krogis.pl](mailto:wojciech.kroczak@krogis.pl) [+48 516 401 658](tel:+48516401658)[LinkedIn](https://www.linkedin.com/in/wojciech-kroczak/)

## What I bring to a project. *So digitalisation is simpler and cheaper.*

My goal is to make IT projects, and the digitalisation that is essential today, easier and simpler to achieve, and less costly.

- **20 years of project experience** requirements, rollouts and service relationships handled directly with boards
- **Knowledge of the market and available solutions** what is available, what fits with what, and what is realistic to ask for
- **Design thinking** I start from people, the problem and the goal, not from a ready-made system
- **Structured problem-solving** I put questions, definitions and decisions in order before any purchasing decisions are made
- **126 conference talks** in Poland, the United States and Ireland: information management, collaboration, e-commerce, architecture, integration, user experience, conferences for local governments
- **Understanding vendors’ intentions and problems** I know what a project looks like from the other side of the table, and I use that on the client’s side

**Enterprise Design Thinking Practitioner** IBM SkillsBuild

The IBM method I use in workshops with the board. Before anyone asks which system to buy, we establish who the problem really affects, what the goal is and how we will recognise success. We turn departments’ differing expectations into a single list of priorities, and test the concept on a sketch or a prototype before the project starts costing money. The board gets a named problem and a solution it can evaluate — not a ready-made system looking for a use case.

This helps avoid the kind of failures that swallow large, sometimes very large, sums — in projects that could have been approached a little differently from the start.

## On the client’s side. *In the board’s language, not technology jargon.*

Five roles in which boards draw on my work. Each can be commissioned separately; details on the [Services](https://krogis.pl/en/uslugi) page

- **Supporting boards through decisions** I understand the goals and concerns a board faces and guide it through the subject of digitalisation so it can have a meaningful conversation with its own IT team — not just accept ready-made recommendations.
- **The client’s representative to vendors** I prepare vendor questions, a purchasing matrix to compare offers, and interoperability criteria for an informed decision — and for the audit that follows later.
- **Prototyping intent: 15 minutes, a concept in ~2 days** A board can describe a problem in fifteen minutes, but has no time to write down requirements. I do — and I come back with a concept or a prototype before the project has incurred its first cost.
- **The board’s representative on the delivery team** Once a project is under way, I keep it aligned with the original intent in the day-to-day meetings — the board only returns to the topic when a decision is genuinely needed.
- **Planning AI in the organisation** AI doesn’t ask for permission – it’s turning the business models we know upside down. Today, every company is becoming a technology company, regardless of industry. Sales, marketing, operations, customer service, routine desk work: within a few years, the lion’s share of this work will be done by artificial intelligence. Adapting to this change is no longer an ambition or a trend. It is the only way to remain competitive.

## Over 20 years of projects, *from the first collaboration platforms to successive waves of regulation.*

I name clients once they have given their consent. Until then, I describe the organisations in general terms.

1. 2023–2026 **A software house and integrator** Building a B2B marketplace for the veterinary industry. Designing merchant-onboarding processes under the constraints of a restricted-distribution market. Designing a product-category taxonomy that brings together offers from many suppliers. Analysis and interface concept for purchasing analytics for companies and purchasing groups buying through the platform. **Board’s objective:** Digitising a fragmented supply chain and bringing the platform to market faster. A single, overarching product categorisation that works however many merchants join the platform, while staying easy for buyers to navigate. **Benefits:** Legally sound onboarding of suppliers in a regulated industry. Buyers get everything in one place: not only tools that streamline their purchasing processes, but also tools to analyse what they buy, when, at what price and from whom.
2. 2019–2026 **Public utility companies: district heating, water utilities, public transport** 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 support, plus purchase and sales invoice workflow integrated with KSeF (Poland’s national e-invoicing system). **Board’s objective:** An end to information silos and paper, with uniform procedures across the municipal companies. **Benefits:** Faster approval of cost invoices, digital personnel files compliant with the GDPR and the Polish Labour Code, transparent oversight of tender proceedings, and quicker contract review by the legal department.
3. 2018 – present **Hołdowańscy Veterinary Clinic** I also continue to serve as the manager of the Hołdowańscy veterinary clinic, run by my wife, and I run training courses on the economics and management of veterinary practice as part of [Vetunio](https://vetunio.pl/). [weterynarz.swidnica.pl](https://weterynarz.swidnica.pl)
4. 2018–2026 **A container terminal** A CRM system for the customer-service and sales teams, built on a process platform: contacts, website enquiries, offer calculation and preparation, complaints — still in use today. Identifying objectives, requirements analysis and concept design for a stakeholder-relationship-management system. **Board’s objective:** Continuous, transparent service for the terminal’s international business partners. **Benefits:** Faster handling of enquiries and complaints, a full history of every request, and a lasting standard of customer service — the system is still running today.
5. 2018–2026 **An international logistics company** Rollout and integration of a process-management platform, together with the design and implementation of a procure-to-pay process architecture integrated with ERP and the line-of-business systems handling transport orders. **Board’s objective:** Consistent financial and operational data, and automated settlement of transport orders. **Benefits:** Less manual re-keying of data and fewer errors, automatic matching of invoices to orders and goods receipts (3-way matching), control over liabilities, and faster period-end closing.
6. 2017–2026 **An industrial subsidiary of a foreign group** 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 amendments, issuing samples, warehouse discrepancies, quality management, powers of attorney, change-approval requests, correspondence management integrated with e-Doręczenia (the national e-delivery service), and handling of payments and bank payment batches integrated with the banking system. Invoices in four languages are read automatically (OCR). **Board’s objective:** A single digital framework for financial control, board decisions and the plant’s operational processes. **Benefits:** Tight control over spending and budget approvals, a documented audit trail of board decisions, payments through the bank integration without manual re-keying, which reduces the risk of fraud, and smooth adoption of new obligations such as e-Doręczenia.
7. 2016–2026 **An international holding – bank, leasing, insurance** Rollout of a business process management platform, concept design and implementation of a procure-to-pay solution, business-travel handling, and integration with line-of-business systems (OCR, KSeF). Adapting the solution to corporate purchasing procedures. **Board’s objective:** Rigorous financial compliance and automated handling of overheads in a regulated sector. **Benefits:** Processes that meet audit and compliance requirements, automatic settlement of business-travel expenses, readiness for KSeF, and less manual work in accounting thanks to OCR.
8. 2008–2026 **Local government** 18 years working with local governments on the strategy and architecture of a unified information-exchange platform that forms a genuine e-office. Over 40 modules designed and implemented, including EZD (electronic document management), e-archive, e-board, e-council, e-calls for applications, e-recruitment, public consultations, e-business travel, e-training, councillor support, 12 public registers and two web portals. **Board’s objective:** Moving the office from a paper-based model to an integrated e-office. **Benefits:** Greater transparency of the office and residents’ participation in consultations, shorter case-handling times, more efficient work of the board and the council (e-board, e-council), and compliance with electronic archiving and delivery requirements.
9. 2012–2024 **An international holding – furniture and mattress manufacturing** A collaboration platform for 2,500 users in a group of four companies on three continents — from purchase requisition to cost posting. Business and process analysis of a complete procure-to-pay system integrated with the ERP system. **Board’s objective:** A single standard for purchasing and document workflow across an international group. **Benefits:** An end to fragmented purchasing practices, board-level visibility of costs and cash flows across the whole group, consistent ERP integration regardless of where a factory is located, and a single working environment for 2,500 users.
10. 2008–2020 **A bus manufacturer** A consulting project: delivery of a process platform and a low-code environment on which the client’s own team built its own applications. Within three years this produced dozens of process applications for more than 1,000 users, integrated with SAP. A case study prepared together with the platform vendor. **Board’s objective:** In-house digital capability and IT flexibility at a reasonable total cost. **Benefits:** Less dependence on external software vendors: the client’s team builds its own business applications and rolls them out faster than in conventional projects, and on-time order delivery protects contracts from contractual penalties.
11. 2012–2017 **A research institute** Streamlining work, the flow of information, and the management of documents and business processes, including the rollout of a collaboration system, corporate e-mail and a set of business applications such as research-project management, resource and contract management, invoice and contract workflow, and domestic and international business travel. **Board’s objective:** Orderly accounting for grant-funded and research projects, with less bureaucracy. **Benefits:** Costs and business trips allocated to specific grants, which matters during funding audits, and timely delivery of research projects.
12. 2007–2017 **An automotive-parts manufacturer** Analysis and rollout of a system for managing resources and administrative processes. **Board’s objective:** Support processes that meet the automotive industry’s quality requirements. **Benefits:** Transparent use of resources, fewer administrative hold-ups, and readiness for recurring industry audits.
13. 2013–2014 **A Polish software company (telecoms and engineering software)** A company with offices in Poland, Sweden, Ukraine and Belarus, later acquired by a global telecoms group. Analysis and rollout of one tool for planning, organising, funding and settling business travel, domestic, international and multi-leg, for 1,350 users and more than 3,000 trips a year: advances and costs in several currencies, allocation to project budgets, settlement of company flats abroad. Integration with the finance and accounting system, HR and the leave database. **Board’s objective:** Standardise and automate as far as possible a business-travel process that was complex, prone to delays and settled in Excel. **Benefits:** The whole process, from planning to final settlement, in one tool. An outside view made it possible to sort out a process the company had not managed to close on its own.
14. 2013–2014 **A nationwide radio station** Analysis and rollout of a dedicated CRM system. **Board’s objective:** More efficient airtime sales and smoother relationships with media agencies. **Benefits:** A shorter quoting cycle, an end to clashes in advertising-slot bookings, and up-to-date visibility of progress against sales targets.
15. 2006–2014 **Credit unions** Experience across the credit-union business model, including document workflow in a network of more than 250 branches. Supporting the board in putting administrative, financial and quality procedures and processes in order, including credit-scoring and lending processes. Rolling out collaboration systems and BPM platforms for processes such as loan and credit applications, generating credit-bureau reports, inspections of regional branches and head-office departments, business travel, invoices, ISO documentation and corrective-and-preventive-action management, organising audits, managing recruitment, competencies and training, changes to the organisational structure and workplaces, and the service desk. **Board’s objective:** Growing the branch network while maintaining credit-risk discipline and meeting supervisory requirements. **Benefits:** Faster lending decisions thanks to integration with the BIK credit bureau and scoring, central control over the branches, and efficiently conducted quality and supervisory audits.
16. 2009–2013 **Manufacturing and installation of power-engineering equipment** Concept design and standardisation of contract-acquisition and investment-project-delivery procedures integrated with the company’s purchasing processes. Connecting the CRM system with the project-management system and procure-to-pay processes. **Board’s objective:** Keeping control of profitability on long engineering and installation projects. **Benefits:** Ongoing control of project margin: purchases of materials and subcontractor services are allocated to the budget of the specific contract won through the CRM.
17. 2006–2013 **A Polish group of manufacturing companies** A collaboration and business process management platform for about 800 users as the foundation of the group’s application strategy. Further applications were built on it, including a CRM system and one customer master-data lifecycle process shared by all companies in the group. Requirements and objectives, business and process analysis. **Board’s objective:** Cooperation instead of rivalry between the group’s companies, and joint selling (cross-selling). **Benefits:** One customer database for the whole group: each company sees what concerns it and the data agreed by the other companies. A data architecture for the holding instead of silos, an end to competing offers within the group, and a uniform commercial policy towards key accounts.
18. 2008–2012 **A group of residential and office property developers** Concept and rollout strategy for a collaboration system, unified communications and a single set of business applications overseeing the group’s investment process: from acquiring building land, through the construction process, to automating financial and HR processes. **Board’s objective:** A shorter investment cycle and full control over construction schedules and budgets. **Benefits:** Early warning of delays and budget overruns, smoother circulation of design and construction documentation, and automated settlements with subcontractors.
19. 2005–2012 **A gas-pipeline network operator** Analysis and delivery of an IT-resource-management system, an intranet and digital document workflow. **Board’s objective:** Greater operational security for critical infrastructure and better internal communication. **Benefits:** An accurate, audit-ready register of IT hardware and licences, secure circulation of sensitive documents, and faster access to operating procedures.
20. 2007–2011 **A nationwide energy utility** Analysis and delivery of systems supporting tender management, purchasing policy, and the workflow between specialist units, five branches and the legal department. Streamlining case handling in the board office. **Board’s objective:** Transparent spending and legally sound board decisions. **Benefits:** Lower risk of formal errors in tenders, faster contract review by lawyers, and orderly oversight of board resolutions.
21. 2008–2010 **A nationwide pharmaceutical wholesaler** Identifying and mapping processes, rolling out a business-process-management platform, and delivering further modules automating selected processes and integrating with line-of-business systems. **Board’s objective:** Removing bottlenecks in high-volume, low-margin operations. **Benefits:** Faster completion of administrative and warehouse tasks, a continuous flow of information between the warehouse and the office, and fewer human errors.
22. 2006–2010 **A building-materials manufacturer** Analysis and rollout of a collaboration system and unified communications. Launching projects for service optimisation, contract management and a dedicated CRM system. **Board’s objective:** B2B customer loyalty and faster handling of service requests on construction sites. **Benefits:** Fewer unresolved complaints, faster response from service teams, and control over deadlines and amendments to distribution agreements.
23. 2007–2008 **An alcohol distributor for the HoReCa sector** Design and rollout of a process-driven CRM system with loyalty-programme support. **Board’s objective:** Loyalty of bars and restaurants, and repeatable order volumes. **Benefits:** Automatic calculation of rewards and discounts, a programme encouraging venues to work on an exclusive basis, and up-to-date visibility of sales representatives’ performance.
24. 2004–2008 **A building-materials manufacturer** A project supporting the debt-collection department: process analysis and rollout of the appropriate IT solutions. **Board’s objective:** Protecting liquidity and shortening the time it takes to collect receivables (DSO). **Benefits:** Automatic reminders and collection workflows, systematic detection of overdue payments, and fewer bad-debt write-offs.
25. 2005–2007 **An international confectionery manufacturer** Analysis and design of a system for managing the lifecycle of ideas and observations, a project-management system, and a system for reporting production problems and tracking their resolution. **Board’s objective:** Higher production-line efficiency and employee engagement in continuous improvement. **Benefits:** Faster resolution of technical downtime and smooth implementation of cost-saving improvement ideas.
26. 2005–2007 **A nationwide alcohol producer** Analysis and rollout of an access-management system integrated with SAP. **Board’s objective:** Security of financial and production data, and segregation of duties (SoD). **Benefits:** Lower risk of internal fraud, clear roles in SAP, and faster granting and revocation of access.

## Let’s talk about the decision you are facing. *First call: 30 minutes, no charge.*

[Write to: wojciech.kroczak@krogis.pl](mailto:wojciech.kroczak@krogis.pl?subject=IT%20inventory%20%E2%80%94%20let%E2%80%99s%20talk) [Call: +48 516 401 658](tel:+48516401658)

- I reply within 2 working days
- First call: 30 minutes, no charge
- Nothing to prepare beforehand