Tech Career Boost

Founder & CEO

Riwers

In my current position as the CTO, I continue to steer our Core Tech Team, maintaining a conducive environment for idea-sharing, goal-setting, and the seamless execution of technical standards across the company. My role extends to nurturing a culture of continuous learning and improvement among the team, ensuring we are at the forefront of technological advancements.

Supporting our sales department during pivotal customer engagements, I leverage my technical knowledge to foster trust and understanding with potential clients, aiding in the expansion of our customer base and contributing to the overall growth of the company.

Furthermore, my responsibilities include providing support on a variety of technical and interpersonal issues to all colleagues, facilitating an environment where challenges are addressed promptly and efficiently. Through regular 1:1 meetings, I engage with many colleagues, assisting them in improving their communication, leadership, and technical problem-solving skills, thereby nurturing a workplace culture that encourages personal and professional growth for every team member.

My overarching goal remains to be a catalyst for innovation, ensuring our technical strategies align with the evolving market demands and contribute significantly to achieving our company's long-term objectives.

Chief Technology Officer

Lead of Core Tech Team: As lead I am responsible to organise group of senior developers, prepare all our meetings, set goals which we want to achieve, bring new ideas to the table and help implement technical standards across the company. My goal is to be opened to all ideas, support the best way I can any colleagues which need it and help solve any issues coming our way.

People Lead: This role give me the privilege of connecting with colleagues on a more personal level through our 1:1 meetings. I actively listen to their concerns, understand their day-to-day challenges, and guide them towards career advancement.

Product Owner: Leveraging my technical expertise, I translate customer insights into actionable product stories. I'm able to consider and imagine diverse use cases and understand their impact on the development process.

Lead of Core Tech Team | People lead | Product Owner

Lead developer: Working as lead developer gave me responsibility of delivering quality product and taking care of our team at the same time. I believe when you have great people in your team, that most issues can be resolved by proper, opened and on time communication. At the same time I was responsible to design and develop whole backend architecture.

Head of Technical recruitment: Making sure we find fitting & skilled engineers for projects by conducting and refining interviews.

Lead developer | Head of technical recruitment

MEAN(mongo, express, angular, node) developer, working on web based microservices for energy sector with our client Enersis. I was responsible for designing application architecture(backend), making technical decisions, creating custom tailored software solutions and helping organize team before important deadlines.

Senior Software Engineer

Filmzie

MERN (React, MongoDB, Express, Node) development in Typescript

Senior Full-Stack Engineer

ERNI

MEAN(mongo, express, angular, node) developer, working on multiple solutions for Swiss client.

Professional Full-Stack Software Engineer

Millennium

Programming web applications based on .NET framework in C# and building JavaScript plugins to Microsoft Dynamics CRM.

Full-stack Developer

Freelance Web Development

PHP Full-Stack developer

Don't know how to present yourself, showcase your skills, and sell yourself? Let's fix that!

✅ I'll teach you the most important communication techniques to appear professional and lead the conversation in your direction.
- No more "ah," "um." Just powerful questions and even more powerful silence.

✅ We'll define and present your strengths.
- It's all about positioning. Maybe you're already doing more than you think.

✅ We'll set your salary target higher than you've had so far. And we'll achieve it.
- Negotiation is easy when you know how to do it and how to show your value!

Does your career need the right direction?

Let's have a call!

- 👋 Hi. I'm Adam, a leader who will help you grow!

Adam Bilišič

Master the art of selling your bank

I help community bank CEOs master their bank’s future — by design, not by default.

I’m the founder and former CEO/Chairman of Freedom Bank, where I led a de novo community bank through the financial crisis and ultimately sold the institution at 3.5× the original investment.

I previously served as the 133rd Chairman of the Kansas Bankers Association and as Chairman of the Kansas State Banking Board.

I’m the author of The Art of Selling Your Bank (300+ verified reviews) and the host of the Community Bank Value™ Playbook, where I help community bank CEOs understand their strategic position, strengthen their value drivers, and lead with clarity — whether they remain independent or evaluate opportunities.

My work focuses on:
• Community bank strategy
• Valuation and ability-to-pay
• M&A readiness (without forcing outcomes)
• CEO communication and board alignment
• Leadership independence
• Strategic optionality
• Timing and the strategic window

Kurt Knutson

Most resistance to preparation isn’t strategic.
It’s personal.

The fear isn’t, “What if we sell?”

It’s, “What if the steps I take to protect the bank hurt the people I care about most?”

That fear is human.

But avoiding strength doesn’t protect people.
It quietly puts them at greater risk.

This creates permission.

#PlaybookReflection

undefined undefined

https://www.kurtknutson.com/newsletter-sign-up

Build a bank to own forever or sell tomorrow.

Kurt Knutson was a banker for forty years. He started a de novo bank, built, and successfully sold it.

He understands the challenges that bank CEOs and board members face when considering the sale of the bank.

Concerns about confidentiality and the fear of making costly mistakes or missing out on opportunities can be overwhelming, but it doesn’t have to be that way.

Kurt is now dedicated to developing educational resources and providing tools to help bank CEOs and board members gain clarity on the process of selling the bank in order to achieve the best results.

His first offering is his recently published book, "The Art of Selling Your Bank: A Bank CEOs Step-By-Step Guide".

Selling your bank can make you feel like you are standing naked in public. You must always have your bank in the best shape possible, in other words, “swimsuit-ready”.

When you understand how the process works, you will know if you are ready or what you need to do to get ready. This will reduce the “noise” of the process, calming your mind and allowing you to move forward freely and confidently for the best results.

You will be able to find answers to questions like:

●    What is our bank’s value, and what are the drivers of our value?

●    Who is interested in buying us, and what is the best method?

●    When is the best opportunity to pursue a sale?

The process of gathering this information is high-risk due to the fear of word leaking out, losing customers, and damaging value. Asking advisors for advice may feel like asking a barber if you need a haircut.

His hope is that this book will help bank CEOs gain the confidence and peace of mind so they can use their skills when it matters most.

Written by a bank CEO who has been in your shoes. Not written from the perspective of an accountant, a lawyer, or an investment banker. Use the knowledge in this book to build a bank you could own forever, but be in a position to sell tomorrow - the ultimate optionality.

The Art of Selling Your Bank: A Bank CEO's Step-By-Step Guide by Kurt Knutson

This free weekly newsletter arrives in your inbox every Saturday morning. The newsletter is written for savvy bankers who build valuable banks as if they will own them forever, but have them positioned so they could sell tomorrow.

The Savvy Banker Newsletter Sign Up

Helping community bank CEOs lead with clarity before pressure.

Leverage isn’t built in the moment.

It’s built long before the moment arrives.

The strongest institutions don’t assemble their advisors under pressure.

They build relationships years in advance —
so when a decision appears,
they aren’t scrambling.

They’re evaluating.

Preparation doesn’t signal intent.

It signals control.

Optionality isn’t emotional.
It’s structural.

Maximum certainty.
Minimum voice.

Maximum voice.
Minimum certainty.

Every decision carries trade-offs — whether you’re evaluating capital, succession, or something more complex.

Structure determines influence.

And influence determines how much control you retain when the environment changes.

Understanding structure doesn’t signal intent.

It signals maturity.

Two CEOs said "We're not for sale." One spoke from strength. The other from fragility.

One CEO declared: "We're not for sale." But he had thin earnings, succession gaps, and shareholder pressure. When an offer arrived, he had no leverage.

Another CEO said the same words. But she'd spent years building: sustainable earnings, management depth, shareholder alignment, capital flexibility.

When an offer arrived, she evaluated it calmly—from strength.

Same declaration. Different position. Completely different leverage.

Intent is what you say. Position is what the market sees.

"Not for sale" isn't strategy. It's a declaration. Strategy is what you build before anyone asks.

Most bank leaders don’t struggle because they lack intelligence.

They struggle because they’re trying to fix everything at once.

Improve earnings.
Deepen leadership.
Prepare for succession.
Evaluate unsolicited interest.
Keep shareholders aligned.
Stay independent.

It feels like all of it matters — equally.

But it doesn’t.

When you know where you stand —
and how much time you actually have —

the noise quiets.

You stop trying to fix everything.

You start prioritizing what actually moves leverage.

That’s not urgency.

That’s strategic clarity.

If you’ve ever felt the weight of “where do I even begin?” —
 this is where you begin.

Most CEOs misunderstand preparation.
They assume it signals intent.

It doesn’t.

Preparation doesn’t commit you to a transaction.
It commits you to clarity.

There’s a difference.

When advisors are in place, governance is understood, and financials are clean — you’re not signaling willingness.

You’re signaling competence.

And competence shifts power.

Not because you’re trying to sell.
But because you’re not forced to react.

Preparation changes the power dynamic.

#PlaybookReflection

Most CEOs say "We'll sell when multiples improve." That thinking wastes years waiting for conditions you can't control.

The common approach: "We won't consider offers under 2x book. We're waiting for better multiples."

That's letting fate write your story. You're waiting instead of building.

What works: Build value now through sustainable earnings, scalable operations, and deep relationships. Make your organization valuable whether you sell or stay independent.

The "wait for multiples" approach wastes time. The "build real value" approach creates options.

Multiples are outcomes, not strategies. Focus on what you control.

Old way: Cling to CEO identity. Fight changes. View transition as pure loss. Leave bitter. The new way: Value exists beyond title.

Past approach: Title defines you. Fight every change. Maintain influence informally. Resist letting go of responsibilities. Become bitter. Leave resentful.

Present approach: Recognize authority ended but value continues. Make two lists: what drained you (now gone) and what energized you (can continue). Give input then let go. Take recovery time. Find new freedom.

One CEO fought. Left bitter. Another audited honestly. Found freedom. Took first real vacation in years.

Your value isn't your title.


Each Saturday, I send a private note called The Savvy Banker.
It’s written for bank leaders who value clarity before pressure — and want to think through strategic decisions long before they become public or urgent.

This week’s note explores:

"Community Bank CEOs: The 3 Ways to Sell Your Bank (And Which One Protects Value"

(Link to subscribe in comments below)

One CEO eliminated 8 potential buyers early: "We'd never sell to them." He ended up with one weak offer.

One CEO reviewed potential buyers with his investment banker. Eliminated 8 immediately: "They're competitors. We'd never sell to them."

Final result? One interested buyer. One weak offer. No leverage.

Another CEO kept all viable options open early. Eliminated only true deal-killers: regulatory obstacles, fundamental shareholder concerns.

Final result? Five interested buyers. Competitive tension. Strong offers.

Same process. Different approach to the buyer list. Completely different outcomes.

Every buyer you eliminate early is one less source of competitive pressure. Keep options open until you have real data.

Two finalists wanted management meetings. One CEO brought 12 people. Word leaked within days. Deal died.

One CEO thought: "Bigger team shows we have depth." He brought 12 people to management meetings. Within days, employees heard rumors. Word spread. Both buyers backed out.

Another CEO brought only 4 people: CFO, chief credit officer, commercial leader, operations head. All had change-in-control agreements. All signed insider agreements first. They handled detailed questions perfectly.

Both buyers improved their offers.

Same meetings. Different team size. Completely different outcomes.

Every person you add increases leak risk. Choose carefully. Prepare thoroughly.

Management meetings make or break deals.

Stop waiting for markets to improve. Start building organizations that create value regardless.

One CEO waited five years for "better multiples." Market conditions never came. He missed his window. Key employees retired. Regulatory challenges emerged.

Another CEO built value immediately: sustainable earnings, scalable operations, deep relationships. When he was ready, buyers competed for his organization.

You can't control multiples. You can control what you build.

The best time to create value isn't when you're ready to sell—it's right now.

Build something valuable whether you sell or stay independent.

That's how winning organizations get built.


Tomorrow, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank Strategy: Why Control Is Built Before It's Tested"
(This is a foundational piece - you're going to want to get this.)

(Link to subscribe in comments below)

Valuation isn't what you want.
It's what the market can justify.

The biggest opportunities of your career deserve proactive protection, not reactive hope.

One CEO relied on board members' fiduciary duties. Four months in, word leaked from a "confident" conversation. Buyer backed out. Deal closed at lower price.

Another CEO required formal signed agreements. Board members said: "Every time I thought about the deal, I remembered signing. It made me think twice."

Zero leaks. Strong terms.

Hoping board members will be careful isn't strategy. Creating formal systems that make them careful is leadership.

Discomfort that prevents disaster is wisdom, not weakness.


Each Saturday, I send a private note called The Savvy Banker.
It’s written for bank leaders who value clarity before pressure — and want to think through strategic decisions long before they become public or urgent.

This week’s note explores:

"Community Bank CEOs: The 3 Ways to Sell Your Bank (And Which One Protects Value"

(Link to subscribe in comments below)

Most long-tenured CEOs don’t struggle with valuation.
They struggle with responsibility.
There’s a quiet weight that comes with leading something for decades.
And sometimes that weight shows up as guilt.
But exploring strategic options isn’t betrayal.
That’s stewardship.
Clarity doesn’t weaken leadership.

It strengthens it.

𝗪𝗵𝘆 𝗡𝗗𝗔𝘀 𝗶𝗻 𝗠𝗮𝗷𝗼𝗿 𝗧𝗿𝗮𝗻𝘀𝗮𝗰𝘁𝗶𝗼𝗻𝘀 𝗔𝗿𝗲 𝗦𝘁𝗿𝗼𝗻𝗴𝗲𝗿 𝗧𝗵𝗮𝗻 𝗬𝗼𝘂 𝗧𝗵𝗶𝗻𝗸:
𝗥𝗲𝗽𝘂𝘁𝗮𝘁𝗶𝗼𝗻 𝗿𝗶𝘀𝗸 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗹𝗲𝗴𝗮𝗹 𝗿𝗶𝘀𝗸:
- Serial acquirers need clean reputations for future deals
- Word travels fast in investment banking
- One NDA breach ends acquisition strategies

𝗪𝗵𝗮𝘁 𝗯𝘂𝘆𝗲𝗿𝘀 𝘀𝘁𝗮𝗻𝗱 𝘁𝗼 𝗹𝗼𝘀𝗲:
- Access to future deal opportunities
- Investment banker relationships
- Seller trust across the market

𝗪𝗵𝗮𝘁 𝘀𝘁𝗿𝗼𝗻𝗴 𝗡𝗗𝗔𝘀 𝗽𝗿𝗲𝘃𝗲𝗻𝘁 (𝘁𝘆𝗽𝗶𝗰𝗮𝗹𝗹𝘆 𝟮 𝘆𝗲𝗮𝗿𝘀):
- Disclosing transaction discussions
- Hiring your employees
- Contacting customers learned through your information

Legal enforcement is secondary. Reputation damage is business death for serial acquirers.

One CEO couldn't answer five simple questions about his team. The buyer walked away.

One CEO had a casual lunch with a buyer's CEO. The buyer asked: "Who are your critical employees for earnings? Which people have strongest customer relationships? What motivates each person?"

The CEO stumbled. He didn't know his team's career goals. Couldn't explain who'd embrace change. Wasn't sure his team could operate without him.

The buyer lowered his offer significantly.

Another CEO knew these answers cold. Demonstrated team depth and independence.

The buyer improved his offer.

Buyers aren't just evaluating numbers. They're assessing whether your team is an asset or a problem.

Most leaders think "11 interested parties" guarantees 11 offers. That thinking sets up disappointment.

The common belief: If 11 parties express interest and sign NDAs, you'll get 11 offers.

Reality: Interested parties aren't the same as committed bidders.

One CEO had 11 interested parties. Got 5 actual offers. That's 45% follow-through—actually pretty good.

The other 55% were "confirmation yeses"—polite interest, not commitment.

The "all interest becomes offers" thinking creates false expectations. The "some interest becomes commitment" thinking prepares you for reality.

Interested parties test waters. Committed bidders submit offers.

Know the difference.

Most community bank CEOs believe they have control.
Until something tests it.

An unsolicited inquiry.
A shareholder liquidity question.
A board conversation that accelerates.
A competitor selling at a premium.

By the time pressure appears, leverage has already been decided.

I’ve brought together the Leverage Matrix, the Eight Value Drivers, and the Value Equation into one cohesive framework for understanding how control is actually built.

Not in negotiation.

Years before it.

If you lead a community bank and care about optionality, long-term value, and structural clarity — this is foundational.

(Link in the comments below)

𝗢𝗹𝗱 𝘄𝗮𝘆: "𝗪𝗲'𝗹𝗹 𝘀𝗲𝗹𝗹 𝘄𝗵𝗲𝗻 𝗺𝘂𝗹𝘁𝗶𝗽𝗹𝗲𝘀 𝗵𝗶𝘁 𝟮𝘅 𝗯𝗼𝗼𝗸." 𝗪𝗮𝗶𝘁 𝗳𝗼𝗿 𝗺𝗮𝗿𝗸𝗲𝘁 𝗰𝗼𝗻𝗱𝗶𝘁𝗶𝗼𝗻𝘀. 𝗛𝗼𝗽𝗲 𝘁𝗶𝗺𝗶𝗻𝗴 𝘄𝗼𝗿𝗸𝘀 𝗼𝘂𝘁. 𝗧𝗵𝗲 𝗻𝗲𝘄 𝘄𝗮𝘆: 𝗕𝘂𝗶𝗹𝗱 𝗿𝗲𝗮𝗹 𝘃𝗮𝗹𝘂𝗲 𝗻𝗼𝘄.

𝗣𝗮𝘀𝘁 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: Fixate on multiples. Wait for better market conditions. Watch what competitors sold for. Hope your timing works out.

𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: Build value through sustainable earnings, scalable operations, strategic positioning, deep relationships. Create organizations valuable whether you sell or stay independent.

Old way wastes years waiting. New way creates options.

Two banks sold for $30 million. Different multiples. Same shareholder return.

Total return matters. Multiples don't.


Each Saturday, I send a private note called The Savvy Banker.
It’s written for bank leaders who value clarity before pressure — and want to think through strategic decisions long before they become public or urgent.

This week’s note explores:

"Why “We’re Not for Sale” Is Not a Community Bank Strategy"

(Link to subscribe in comments below)

taplio

The Battle

Adam Bilišič

Kurt Knutson

Followers

Posts

Engagements

Likes

Performance ScoreKurt Knutson's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Adam Bilišič

Kurt Knutson

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Kurt Knutson's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreKurt Knutson's LinkedIn Performance