Krzysztof Niewiński

I guide leaders through transformations to a multi-team product model. For 12 years. Most recently 15 months at G2A.

Case Study

Recently: 15 months at G2A

G2A moved from 18 component teams, entangled in dependencies and local goals, with over 100 initiatives running in parallel - to a multi-team product organization with a single prioritized backlog and close cross-team collaboration. Time-to-Market reduced 5x. Cross-team and cross-department collaboration became - according to the board itself - one of the company's key capabilities.

I was engaged full-time as Transformation Manager. I designed the change alongside leaders, ran education sessions for over 160 people, facilitated a Self-Designing Teams Workshop, and worked with the Head of Product and Product Managers on an outcome-driven backlog.

The strongest evidence that the change went deep is the fact that after my departure, the organization continues to independently develop the system we designed together.

Watch the case study

About me

I believe that the best companies win not because they have more people, bigger budgets, or more predictable delivery. They win because they have a better work system - one that allows many teams to jointly discover and deliver value faster than the competition.

I call this system the Multi-Team Product Model. I combine product principles (Cagan, Torres), organizational design at scale (Larman, Galbraith), and strategy understood as a cascade of choices (Lafley, Martin) - into one coherent whole that works from strategy to delivery.

It's difficult.

It's rare.

And that's exactly where the advantage comes from.

My path

From the start, I was drawn to building products. I began in 2005 as a software engineer, progressed through technical and managerial roles, and eventually focused on product management, discovery, and product strategy. All these layers, from code to strategy, gave me an understanding of product from the perspective of teams, business, and the customer.

For 10 years I was a partner at ProCognita, a training and advisory firm where I led education programs and transformations. In parallel, I ran my own product projects: roome.pl (a space booking management system, now closed) and AI Product Scout, which I'm currently developing. Building my own products is just as important to me as working with clients. It's a source of experience and inspiration - but above all, a test of what I teach others.

I've advised and trained over 60 companies, from scale-ups to large organizations. Among them Allegro Group, PayU, G2A, Orange, UPC, ERGO, CircleK and startups: Uncapped, VRenetic, HRS, Finevare. I run the LeSS Warsaw community and the LeSS-Talks podcast.

Experience

I help companies that have many teams but lack cohesion and a common direction; struggle with dependencies, coordination, or local optimization; want to implement the Product Model at the organizational level; have tried ready-made "models" but haven't achieved pace or results; want to leverage AI, but their current work system blocks them; want to work simpler, faster, and more effectively achieve goals.

I create a work system that allows many teams to act as one, cohesive product organization.

How I work

Working from inside the organization. I achieve the best results when I'm present in the company's daily life: on Slack, in refinements, in one-on-one conversations with leaders, sometimes working directly with engineering teams. Only from this perspective can you see the real friction in the work system. At G2A, I was engaged full-time for 15 months. Working from a distance, based on periodic presentations, doesn't allow for change deeper than cosmetic.

A horizon measured in months, not weeks. Transforming the work system of a product organization operating at scale takes 6 to 12 months. It's not a matter of implementation speed, but the time it takes for a new structure, new roles, and a new way of making decisions to start working on their own. Any promise of faster change is, in practice, about swapping labels, not systems.

Together with leaders, not instead of them. I don't take over decisions or responsibilities. I design the change together with the people who will lead it after I leave. My goal is to leave an organization that continues to grow on its own, not one that stops when the engagement ends.

Advantage in the AI world

AI radically accelerates the pace at which teams can discover, experiment, and deliver value. But only in a highly adaptive organization that can learn fast, change direction without chaos, and make decisions where value is created.

In a work system full of silos, dependencies, and blockers, AI doesn't accelerate - it amplifies problems, multiplying work that no one can consume. In an adaptive organization, AI becomes a real accelerator.

That's why I start not with AI, but with the organization's design.

AI accelerates.

An adaptive work system enables it.

Why I do it

I believe in companies that are both effective and good for people. Where managers truly know how to lead an organization, where strategy connects with the daily work of teams, and where people can fulfill their potential - not just give it away piece by piece.

This is my mission: to build such companies together with leaders who are ready for it.

The vision that guides me is simpler: I want more and more conscious, capable product organizations operating at scale to emerge in Poland. Because I know it's possible - I've seen it up close enough times to stop having doubts.