Marek Wojtaszek · Engineering Manager

About

I'm an Engineering Manager with 17 years in IT and a developer's background I've never quite left behind. I work best at the intersection of people and delivery, building teams that are genuinely good at what they do, and genuinely good to each other. Servant leadership isn't a methodology to me; it's just how I think about the job.

I've led engineering teams across the UK, Germany, Slovakia, and Poland, in sports streaming, IoT, legal SaaS, and maritime tech. Right now I'm building and scaling teams on a greenfield product, working on a B2B basis. I still read code and still care about architecture: the engineer never really left.

CliftonStrengths Top 5

Driven by continuous curiosity and technical mastery

Always investigating emerging systems, architectures, and leadership practice to bring fresh clarity to the team.

Energised by fixing what's broken

Drawn to dysfunctional processes and struggling teams, finding the root cause and rebuilding trust from there.

Genuinely enjoys the first conversation

Comfortable breaking the ice with new teams, clients, and collaborators, turning strangers into working relationships fast.

Measures the day by what got done

A steady drive to stay productive, whether that's shipping code, coaching a team lead, or building a new programme from scratch.

Finds the connection nobody else sees

Pulls together transactional analysis, engineering practice, and CliftonStrengths into one coherent way of leading.

Certification

Mental Health First Aider

Experience

Now

Engineering Manager

Greenfield B2B project, grown from 5 people to 12 across two teams (developers and QA)
9 years

Engineering Manager & Team Leader

Sports streaming, IoT, legal SaaS, maritime tech · teams in the UK, Germany, Slovakia, and Poland
8 years

Software Engineer, C#/.NET

Railway systems, industrial automation, fintech

Growth: Building teams that outlast their manager

My work has always centred on growth: of people, of teams, of organisations. Over nine years leading engineering teams I've built teams from scratch, scaled them under pressure, and designed the structures that let them keep getting better without being told to.

I've created Team Lead development programmes and full engineering progression frameworks. I've launched Gallup CliftonStrengths initiatives across engineering organisations and co-founded managers' book clubs to grow the next generation of leaders from within. In my current role I'm leading a greenfield project: growing it from 5 people to 12 across two teams, bringing development and QA into one shared process, and laying the foundations for sustainable delivery long after the initial sprint is over.

People: Psychological safety as engineering infrastructure

I became a certified Mental Health First Aider not as a credential but because I wanted to be genuinely useful to the people I manage, especially in the high-pressure moments that most companies don't have a script for. I've built psychological safety as a team practice across distributed teams spanning Poland, Slovakia, Germany, and the UK.

I draw on transactional analysis and drivers theory to understand what's actually happening under the surface when someone isn't performing, isn't communicating, or isn't happy. The conversations that come out of that approach have changed careers, and not just once.

Delivery: Shipping things that matter, in ways that last

I care about delivery because I care about people. A team that misses every deadline, ships poor quality, or runs on chaos isn't a happy team. Across sports streaming, IoT, legal SaaS, and maritime technology I've introduced OKRs, cycle time metrics, sprint reporting, and process improvements not as overhead but as shared language for teams to understand how they're doing and where they can improve.

I've established engineering branches from zero, rebuilt dysfunctional delivery processes, and led products through pivots and layoffs without losing the team's trust. Delivery and culture aren't a trade-off. They reinforce each other when you build them together.

How I Lead

People First

CliftonStrengths, transactional analysis, and drivers theory are lenses, not frameworks: ways to understand what makes each person tick and help them grow on their own terms.

Delivery with Data

I track cycle time, delivery rhythm, and team health together, because a team that ships sustainably beats one that sprints and burns.

Engineering Culture

Design patterns, DDD, TDD, knowledge sharing: I build places where craft is respected and engineers keep growing technically as they grow in seniority.

Growing Leaders

The best thing I can do for a team is make sure it doesn't need me to function, so I invest in team leads, progression frameworks, and succession depth.

In Progress

AI for Parents & Children

Developing an AI course for parents and children. Currently shaping the programme and preparing the course website.

Elementary School Programme

Designing and piloting a programme that teaches children problem-solving and teamwork. It's still early days, just getting it off the ground. The principles already look the same as in engineering: meet people where they are, give them a safe space to try and fail, and celebrate what they figure out together.

Kindergarten IT

Web presence, IT support, and network infrastructure for a local kindergarten. A reminder that good technical work matters at every scale.

Contact

Let's talk.

Whether you're looking for an Engineering Manager, want to talk about people development, or just want to swap notes on CliftonStrengths, I'm easy to reach.

[email protected] +48 793 290 696 LinkedIn