For employers
I join the team I can help grow.Not the one that burns me out.
Give me autonomy and clear boundaries and I’ll own your CRM & lifecycle like it’s mine — strategy through SQL. Here’s how I start, how I work alongside the team you already have, and why three months is the honest way to begin.
An honest yes-or-no within 48 hours — with reasons.
How I start
Four moves, in order.
Before I change anything, I earn the right to. No heroics in month one — just clear sight, then a plan you can hold me to.
01
Weeks 1–2
Talk to the people who own the numbers.
I sit with managers and stakeholders before touching a single automation. What hurts, what’s political, what “good” looks like to you.
02
First 30 days
Audit the stack.
Event taxonomy, data joins, every automation, deliverability — the same pass that surfaced a global deliverability defect at Uber nobody had noticed — before I have an opinion about it.
03
Month 2
Read the data, rebuild the plan.
Rebuild the CRM & lifecycle strategy around what the numbers say — with a roadmap for the next nine months: what to fix first, what to measure, where the next growth dollar goes.
04
Month 3 →
Grow.
Behavioral programs shipped and tested against holdout groups — reported in revenue, not open rates. The boring layer, made to compound.
Working with your team
I augment. I don’t replace.
I slot in next to the team you already have as a senior individual contributor — not a manager. I built a 50-person function once at PrivatBank and deliberately came back to the work itself.
My job is to raise the standard, unblock the hard technical layer, and leave your team able to run what we built without me. The best sign I did it right is that the system keeps compounding after I’m gone.
Owns the system, not the headcount.
Strategy through SQL, in one head — so the plan already knows what the data and the tooling can actually do.
Transfers how I think.
Decisions land in documents, not in my head. Your team inherits the reasoning, not just the result.
One senior pair of hands.
Not another campaign body — the owner who makes the machine work for the business.
How I stay good
Autonomy is the operating condition — not a perk.
I do my best work with room to think and boundaries that hold. Async-first, European mornings covered live, decisions written down. That’s not me avoiding the team — it’s how senior judgment stays sharp.
So I choose companies where I can genuinely help them grow while keeping the schedule that keeps my thinking clear. I’ve seen where burnout leads, and it doesn’t ship good systems. Respect my time and you get the senior version of me — every single week — instead of a tired one a few months in.
On the call I’ll ask one question early: who is my day-to-day counterpart? The answer tells me more than the org chart.
The bar
What a role has to clear.
I work fractionally by default; a few roles a year are worth more. These are the four things one has to clear — all four, not three.
01
Senior IC scope.
I own systems hands-on — strategy through SQL. I built a team once (2 → 50 at PrivatBank) and chose to return to the work. If the role is measured by headcount, it isn’t me.
02
A product I’d use.
Lifecycle work is empathy with the customer at scale. If I can’t honestly be that customer, you’d get craft without conviction — and you deserve both.
03
Compensation that respects the scope.
Senior scope, senior range, no negotiation theatre — the same philosophy as my public retainer pricing.
Paid at the senior local-market rate — benchmarked, not haggled. The contract states a monthly figure — no meter running.
04
A calm, senior team.
Async-first, written culture. Decisions in documents, not in meetings. No performance theatre.
Remote-first from UTC+7 — European mornings covered live. English fluent, Ukrainian native, Dutch basic; B2B contract preferred, employment possible. Relocation happens, but only for the exceptional few.
The honest way to begin
Start with three months.
Not sure yet? Don’t commit to forever. Most senior candidates want a permanent seat before they’ve earned your trust. I’ll happily sign for three — full scope, clear goals, real work.
At the end we look at what actually happened and decide together: wrap it up clean, or keep going. It can end at three months, or turn into years. For me that isn’t a hedge — it’s exactly how I see working with companies now.
“Oleks quickly became a valuable part of Uber, initiating scalable improvements. He combines deep CRM systems expertise with a very pragmatic, business-first mindset.”
Ricardo Zertuche
Director of Marketing Technology · Uber
Questions you’d ask anyway.
Why three months, not permanent from day one?
Trust is earned in the work, not the contract. Three months gives us both real evidence before either of us commits to years — and I’m rare in being genuinely happy to start that way.
Would you go full-time, long-term?
Yes — when the fit is real and the autonomy is there. Three months often turns into years. That’s the good outcome, not the exception.
Do you manage people?
No, by choice. I built a 50-person function once; I’m better — and happier — as the senior pair of hands who augments your team.
What does “autonomy” mean in practice?
Async-first, European mornings live, decisions in documents, and boundaries on my time that I keep. Give me the outcome and the constraints; I’ll own the path.
Will you do a test task?
A scoped, realistic exercise — fine. A free strategy document — no. The teardowns on this site show how I think; that’s the free part.
When can you start?
A scoped conversation this week, real work within two. I keep a daily intake — a JD gets an honest answer fast.
Send the JD.
You’ll get an honest yes-or-no within 48 hours, with reasons — whichever way it lands.
One link, always the current version.