Unconventional Leadership Enthusiast | Creator and propagator of the "5E's of Leadership" | Empowering Leaders to Transform & Thrive in the Age of Change

When leaders face tough situations — turnarounds, post-acquisition chaos, leadership breakdowns, toxic culture, execution failures — they don’t need advice or frameworks.
They need someone who can step in, take ownership, and deliver results.

That’s what I do.

I bring 20+ years of senior HR and organizational leadership experience across EMEA, with 10+ large-scale transformation assignments. I embed with executive teams, stabilize situations fast (3–6 months), and build sustainable leadership and organizational capability over 12–18 months.

I work at the intersection of leadership, decision-making, and organizational systems — where strong individuals often struggle to operate as a coherent whole under pressure.

⸻

Selected impact:

→ German manufacturing business in crisis
Leadership vacuum, toxic culture, massive talent exodus.
Turned €10M annual losses into breakeven within 12 months.

→ Three Italian plants operating as warring factions
No alignment, no shared priorities.
Built cross-plant leadership alignment; European product sales increased by ~25%.

→ Young leadership team blocked by entrenched resistance
Coached and supported them through a full transformation.
Order execution speed improved by 30%; complete business model turnaround within one year.

→ Severe labor availability crisis across Eastern Europe
Attrition reduced from 25% to 8%; seasonal staffing stabilized through leadership and HR mobilization.

→ Quality function collapse after global product recall
Rebuilt the function from scratch, replaced half of leadership.
All critical issues resolved within 12 months; quality records broken year after year since.

→ Commercial organization with toxic culture and recurring losses
Transformed into the fastest-growing commercial team in Europe within 18 months.

⸻

How I work

Beyond classic interim leadership, I increasingly use facilitated business simulations to make leadership and decision-making dynamics visible under pressure.
They help executive teams see — within hours — patterns that often remain hidden in meetings for years.

This is not training and not theory.
It’s a way to surface how decisions interact, where responsibility concentrates or disappears, and why strong teams sometimes underperform as a system.

⸻

Where I typically engage

• Crisis stabilization
• Post-acquisition integration
• Leadership transitions
• Culture and execution transformation

Scope: EMEA.

⸻

Available for Interim CHRO / HR Director assignments and executive-level transformation work.
High travel is not an issue.


Mikhail Lvovskii

I've been pushed out of an organization before.

Not for underperforming.
But for being right, too loudly.

I called out the problems,uncomfortable truths about leadership and culture that everyone saw, but no one wanted to discuss out in the open.

Privately, every leader said, "You're right."
Publicly, they chose peace over progress.

A few months later, I was "reorganized out."

I was advised many times to learn how to "manage stakeholders".
The obvious lesson would be to stay quiet.

But that's not the lesson I learned.

Here's my real takeaway:
- Pick your battles, but never pretend the battle doesn't exist.
- Some organizations want to be fixed.
- Some just want to look like they're trying.

If you're the one who solves hard problems, learn to spot the difference early.
Your energy is too valuable to waste in places that only want the illusion of progress.

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Happy New 2006 Year to everyone!
Best wishes to you and your closed ones!

Certified Transformational Coach

Global Professional in Human Resources (GPHR)

Change Management. Level 4. Change Trainer.

Coaching for Performance. Train the Trainer

Continuous Improvement and Lean Management

EQ 360 degrees feed-back coach

Efficient methods of recruitment and headhunting

Electrolux Leader

Electrolux Next Level Leader

HR Academy

Job Evaluation: Mercer's methodology

People management skills

People management training. Train the trainer

Preparation to GPHR certification

Samsung Leadership program

StoreWars business simulation

Storytelling

Interim HR leadership and transformation execution for organizations facing crisis, transition, or underperformance.

Short- to mid-term Organizational interventions to the teams with dysfunctions, in order to build high the basis for high performance.

Selected projects:

Pharma (multinational, CEE) – Reset the top team, introduced ambitious visioning and planning cadence, strengthened collaboration → positioned business for accelerated market growth.

Global Electronics producer – Advised on HR operating model redesign, aligning service delivery with business strategy → increased ownership by line managers, freed HR from admin.

Industrial Plant (Germany/Poland border, 900 employees) – Installed accountability ladder and reset leadership culture → productivity lifted by 20% in 3 months.

Law Firm (Poland, 400 employees) – Partnered with new HR Director after failed engagement survey → leadership reset, trust rebuilt, attrition slowed within 6 months.

Founder and Principal Consultant

Helping companies overcome challenges in the area of people, leadership and culture.
Helping to run organizational transformation: design, implementation, change management.
Transforming HR organizations to be true business partners and move them towards business drivers.

Chief Transformational Officer

Built HR function from scratch for international logistics company: strategy through execution, all processes, leadership team across 15 countries.

Led three major turnaround initiatives:

German Entity Turnaround (2023-2024)
Situation: German manufacturing entity in crisis — leadership vacuum, toxic culture, talent exodus. Running consistent losses (-10M EUR annually) despite major technology investment.
Action: Led leadership and culture reset. Addressed talent crisis through targeted interventions. Aligned leadership team around performance recovery. Reviewed and streamlined key functional processes.
Result: From -10M EUR annual losses to breakeven within 1 year. Organization stabilized, leadership aligned, underperformers exited.

Italian Operations Integration (2023-2024)
Situation: Three Italian plants operating as warring factions — fighting internally and resisting collaboration with European operations.
Action: Drove cross-plant alignment initiatives. Broke down silos between Italian entities and broader European organization. Built collaborative leadership culture.
Result: Italian product sales in Europe increased ~25%. Unified operations, established productive collaboration. Refreshed Italian management at top 2 layers.

Lithuania Leadership Transition (2022-2024)
Situation: Young leadership team installed after leadership reset, struggling to drive change in entrenched old-guard organization.
Action: Coached and supported new leadership team through transformation. Helped build credibility and change capability. Addressed resistance, aligned organization around new direction.
Result: Orders execution speed improved 30%. Complete business model turnaround from imports to local production within 1 year. Annual growth 15%.

European operations sold to strategic buyer in 2024 following successful stabilization.

Chief Human Resources Officer

Progressive HR leadership across EMEA Industrial Operations, with four major turnaround/transformation cases:

Quality Function Crisis Recovery (2018-2019)
Situation: Global quality scandal — mass product recall (dishwashers) causing massive financial losses and reputational damage. Quality function neglected for years: incompetent team, weak culture, no credibility.
Action: Partnered with new Quality leader to rebuild from ground up. Replaced more than half of leadership team. Redefined function's mission. Recruited high-caliber talent. Coached leader through confidence gaps.
Result: All critical quality issues resolved within 12 months. Historical quality records broken every subsequent year. Function transformed from liability to competitive advantage.

East Europe Manufacturing Labor Crisis (2018-2019)
Situation: By season 2018: zero applications for seasonal workers, significant drop in permanent worker inflow. No one wanted to join Electrolux factories.
Action: Gathered EMEA Manufacturing leadership to develop comprehensive solution. Introduced migrant workers approach despite strong stakeholder resistance.
Result: Decreased workers' attrition from 25% to 8% within months. Employee engagement improved 22 percentage points in Eastern Europe. Season 2018 sdtafed fully. YoY productivity and OEE targets over-achieved for first time in Eastern Europe.

Supply Chain Centralization (2014-2016)
Situation: Major organizational restructuring — centralizing Supply Chain operations across EMEA. Experienced plant managers losing power. Strong resistance, lack of trust, leadership vacuum.
Action: Deployed as embedded change agent. Bridged gaps between central leadership and local plant management. Ensured functioning of new structure during transition.
Result: New centralized organization successfully established and operational. Achieved strategic targets for product delivery at improving cost. New SC organization gained trust and demonstrated advanced capabilities.

HR Director Industrial Operations EMEA (from 2019 - Europe)

Commercial Organization Turnaround
Situation: Dysfunctional commercial organization with toxic culture, chronic underperformance, consistent losses. Managing Director terminated in week two of my arrival.
Action: Kept business running for 4 months while assessing team. Personally removed most toxic individuals. Rebuilt leadership culture around accountability. Supported onboarding of new MD and completed organizational reset.
Result: Transformed from loss-making unit to fastest-growing commercial team in Europe. Delivered significant sales growth and profit turnaround within 18 months. Built self-steering team capable of sustaining performance.

Regional HR Director (CIS counties + Baltics)

HR leadership for industrial gas operations including oversight of two M&A integration projects. Managed complex stakeholder environment, aligned cultures and systems across acquired entities while maintaining operational stability.
Assured stable business functioning along severe Financial crisis of 2008-2009, forcing mass redudancies and business restructuring. While making sure 2 entities acquired pre-crisis were integrating into the business wihtout performance loss.

HR Director

Regional HR leadership across CIS markets for consumer electronics business.
Establishing HR system from scratch along shaping new Global region in CIS.

CIS Region HR Manager

Post-merger integration of Business Consulting practice into IBM structure. Aligning processes, leadership practices and culture.

HR Manager. Business Consulting Services department (integration project)

Recruitment and development support for the pilot project for the emerging business model of dedicated software development centres.

Recruitment Manager

Interim HR Director/CHRO | Turnaround & Transformation Specialist | I stabilize broken organizations and rebuild dysfunctional teams

English

German

Polish

Russian

SHRM

Interim HR Director/CHRO | Turnaround & Transformation Specialist | Helping leaders succeed when context is tough

A CEO once said, "I need you to fix my HR team."

I spent a week inside.

After watching how things really ran, I went back to him and said:

"Your HR team isn't broken. Your leadership team is. HR is just the mirror."

He didn't love that answer.

But here's what I saw:

- Leaders sidestepped HR, then blamed them for being out of the loop.

- Leaders made hiring decisions, then blamed HR when those hires didn't work.

- Leaders avoided hard conversations, then blamed HR for "cultural issues."

HR was doing exactly what leadership allowed.

If you want better HR, look in the mirror first.

Fix your leadership, and HR will follow.

My first turnaround almost broke me.

I was just over 30, full of ambition, convinced that if I just worked harder, I could fix anything.

The job was huge. Transform a fast-growing country into an independent region. Build everything from scratch. Change old habits, set up new processes.

Here's what I ran into:

- There was no real team, just job titles
- Managers agreed in meetings, then did whatever they wanted
- The culture valued hierarchy over common sense

So I did what most do. I worked long hours. Built impressive plans. Laid out all the change on paper.

Nothing moved.

The breakthrough didn't come from another plan. It came when I stopped talking and started listening.

Not the "HR listening" where you nod along and take notes.

Real listening. The kind where you're silent long enough to hear what people are afraid to say out loud.

That's when things started to shift.

Turnarounds don't start with strategy. They start with trust.

Trust starts with listening.

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Most team diagnostics are a waste of time.

Personality assessments. 360 feedback. Engagement surveys.

I've deployed all of them. Different countries. Different sectors. Results were always the same.

People answer based on who they wish they were. Not who they are.

The only accurate diagnostic I've ever run didn't involve paperwork.

It was a simulation. I watched a leadership team fight over a fake budget.

Ninety minutes of pressure told me everything: 
Who dominates. Who shuts down. Who gambles. Who freezes.

No test or survey ever comes close.

If you want to know how your team really works, stop handing out forms.

Put them in a real situation. Watch what happens.

Stop measuring what's easy. Start measuring what matters.

The hardest job I ever had wasn't the turnaround.

It was what came after.

Manufacturing business, deep in trouble. It needed a reset, and we gave it one. Turned things around. Brought the company back to life.

Then the parent company dropped the next task: "Now keep it running."

I lasted 8 months. Not because I failed, but because I was bored out of my mind.

Building is one thing. Maintaining is another.

Some people are wired for steady-state. For stable operations. For the rhythms of routine.

That's not me.

You have to know what you're built for. Not just to prove you can hang on, but to focus where you make the most impact.

I'm built for the mess. Not the maintenance.

Three CEOs in a row told me the same thing:

We need to restructure.

Two of them didn't need restructuring at all.

Cutting up an org chart is a crowd pleaser. It looks bold. It feels like action.

But here's what really happens. Restructuring becomes a substitute for the hard choices no one wants to face. The leader who needs to go, but no one will say it out loud. The strategy that isn't working, but still soaks up time and money.

Instead, everyone gets busy redrawing boxes.

It's expensive theater. The same people keep doing the same things, just with new job titles and reporting lines. The real issues stay untouched.

So before you start moving boxes around, ask yourself:

What decision am I avoiding by launching a restructure?

Figure that out first. You might not need a new org chart at all.

The fastest turnaround I ever led? It took just 90 days.

Not because I had a smarter plan. 
Not because I was a genius.

It was fast because the hard part was already done. The previous leader had diagnosed everything that was broken. He spelled out exactly what needed to change.

But he couldn't pull the trigger.

When I showed up, his summary was right there: 
A file on his desk called, "What we need to do but won't."

He knew. His team knew. They all knew. 

My job wasn't insight. It was permission.

Organizations don't always need a new strategy. 
Sometimes, they just need someone who's ready to do the obvious work.

Execution, not ideas, is often what's missing.

A factory supervisor once cornered me with a simple question.

"Why do you HR people always start with the org chart?"

I didn't have a good answer.

He looked me dead in the eye.

"I've worked here 18 years. I've seen 6 org charts. Same problems every time. Different boxes."

He was right.

Org charts are HR's favorite way to look busy. We shuffle boxes. We invent new department names. We promise "synergies."

But we avoid the hard conversation.

The only question that matters:
Do you have the right people in these seats? Yes or no.

If yes, the org chart barely matters.
If no, no chart in the world will save you.

Stop fussing with the boxes. Start fixing the team.

A plant director once asked me to "fix" his underperformers.

I asked one question: When did you last give them honest feedback?

Silence.

Here's the real problem.

Most "performance issues" aren't about skills or attitude. They're about leaders dodging hard conversations. They avoid feedback for years, then expect HR to clean up the mess. 

Nobody's surprised when the whole system starts to creak.

The employee isn't suddenly useless. They've just never been told the truth.

If you haven't had the conversation yourself, don't call it a performance issue.

Call it what it is: avoidance.

Unpopular opinion: Most HR best practices make crisis worse, not better.

Here's why.

Annual performance reviews? They move at the speed of molasses. In a turnaround, you need real feedback in days, not in a year.
Competency frameworks? Too slow. I'm looking for people who can deliver right now, not check boxes.
Engagement surveys? Forget it. People want action, not another survey.

Every time I enter a company in trouble, my first question is simple,
Which HR processes are you running because someone told you to, not because they work?

We cut half of them on day one.

Suddenly, leaders have energy again. Teams focus on what matters.

What actually gets results in a crisis?
- Right people in the right roles
- Clear expectations
- Fast decisions

Everything else is just window dressing.

If you're stuck in chaos, try removing instead of adding.

HR professionals love to say people are our greatest asset.

Then budget season hits.

Suddenly, people become our biggest cost.

I once sat in a meeting where we spent two hours analyzing travel expenses line by line. 

Then, in ten minutes, the team decided to cut the entire L&D budget.

Someone said, We'll bring it back next year.

We didn't.

Here's the truth. The best leaders I've worked with never repeated empty slogans about people.

Instead, they said, Show me your org chart and your budget. I'll tell you what you actually value.

What you fund is what matters.

If you want leaders who build high-performing teams, start by checking where the money goes.

Because a budget is a strategy with numbers attached.

And people see the difference.

We ran an engagement survey. The results came back brutal. 
The CEO's first response: "Can we adjust the questions for next year?"

That right there is the difference.

Organizations that want to improve ask, "What do we do with this?"

Organizations that want to look good ask, "How do we explain this?"

It's not the survey that's broken. It's the instinct to flinch at bad news.

If you're not ready to act on the truth, don't ask for it.

Ever had to reset a team almost from scratch?

I once walked into a unit with 8 managers. Within months, 6 were gone.

Not because they were bad people. Just wrong for what the business needed next.

But here's the moment everyone underestimates... 
The real test wasn't letting people go.

It was looking the 2 who stayed in the eye and saying, 
"I need you to trust me. This will get better."

They had just watched most of their peers leave. 
They had every reason to update their resumes.

But they stayed.

Two years later, the same team broke every performance record.

People think turnarounds are about who you cut. 
They're really about finding who you can build around, and believing in them when it's uncomfortable.

That's how you turn chaos into momentum.

Ona totally not a serious note. 
What do you play with on the weekend?
I’m playing with AI :)
From a relatively innocent photo with sax, this funny silly video which everyone makes now :)
I bet if the traction will be high or not.

Mission → 1k teams to adopt weekly prod. discovery. 📈 curr: 15/1000

I use AI tools 40h/week for real work. I share what actually works.

Most AI content is either too basic ("copy this prompt!") or too technical (47-node agent workflows). I'm in the middle — practical workflows for smart people who don't want to code.

**I post about:**
• Claude Code for non-developers
• MCP integrations that extend what AI can do
• Productivity workflows I actually use

**What I'm building:**
juttu — helping SaaS companies grow revenue from existing customers.

SWE → PM → Founder. Munich.

Niko Noll

use this weekend to setup claude code.
made you a how to.
and show you some use cases.

if you haven't already this is your chance to see what this hype wave is all about.

it's neither THE END OF ALL KNOWLEDGE WORK.
Nor is it to ignore.

I spend the last 3 months mostly in Claude Code.
Like 70% of my workday.

It requires some setup, and some getting used to.
It's a new way of working.
But damn is is powerful.

Let me know what you want me to cover next!
Or question you have.

I share the AI workflows I use to get work done | Founder @ Juttu

I got the most honest question form a busy founder friend.
What the F do people actually do in Claude Code.
I had my doubts.

Even uninstalled Claude again.
Now I live in it.

Let's
- find what actual search trends are
- identify available .com domains that can rank easily
- scrape competitors to find gaps in their content (our SEO opportunity)

What would you want me to automate next week?
This week I already promised a Tella -> claude -> LinkedIn tutorial to Louise. 

Send this to someone who doubts Claude Code.
And if you are sitting on the toilet right now (i know a lot of you are), bookmark this to watch later at your desk.

What are your (non-tech) questions about Claude Code? 

I’ll do a video on them.

Joining Louise and others in doing more video in January.
 
I've been working with Claude Code for some pretty advanced non-technical workflows over the last months.

And I can really say that it revolutionized the way I work even though that sounds hyperbolic.

I'm happy to screen share how I set them up and what they do for me.

If you're not getting into these new tools and ways of working, streamlining workflows end to end, I think you will be falling behind professionally.

The only way to avoid that is by adopting a learning mindset. There are no stupid questions so just put your question below.

I tested the hottest open-source AI agent.

It wanted my email, calendar, and root access.

ClawdBot runs on your hardware. Open source. Orchestrates multiple AI agents in parallel from your own machine.

Sounds great, right?

Then you look at the setup.

Email access. Calendar. WhatsApp. Root permissions on your entire machine.

And the agents... still call remote models.

So your data leaves. Your credentials are exposed. An autonomous process gets full control of your system.

That part honestly got me kind of scared.

But here's what's actually interesting.

It's one of the first real explorations of what multi-agent orchestration UX looks like. How do you manage dozens of agents running at once? How do you even stay in control?

The bottleneck isn't the AI.
It's us. Human orchestration is the constraint nobody's designing for yet.

The security needs work. But the question it's asking?

That's the right one.

What's your take... are you the bottleneck yet? :) And if so, how are you dealing?

P.S: Clawd was renamed to OpenClaw cause Anthropic complained that Clawed is too close to Claude.

P.P.S.
Hey, I'm Niko.
I share how I use AI workflows and product analytics to build better products.
I also make walkthroughs and tutorials on YouTube.
Follow along if that's your jam.

Stop feeling FOMO about Claude Agents.

Start simple.  

Do the work in a normal chat first. Track repeat steps in a notebook. When you catch yourself doing the same micro workflow 5 to 7 times, that is your signal to go full agent.

Generalize on the 7th.  

Tell Claude, we have done this seven times, write a concise prompt to turn it into a sub-agent. Open /agents in Claude Code. Paste the prompt. Pick Sonnet, not Opus. Cheaper, fast, good for routine tasks.

Now ... why? ... you ask

Well, these sub-agents run in parallel, keep context clean.  

Ask the main chat to launch the sub-agent for each target. Example, competitor pricing for seven sites, churn reason summaries in a fixed format, or file to summary transforms. Claude spins parallel workers, returns only the outputs, keeps the thread unpolluted.


Have you done the same task 7 times in your ChatGpt/Gemini/Claude?
Where would this save you the most time this week?

For me it was checking competitor pricing and fencing (what features are pro/premium).

My literal prompt:
```Launch competitor-research-subagent for each of the following urls. Create a summary table in competitor-landscape file```

P.S.  

Hey, I'm Niko.  

I'm building a retention tooling SaaS in public. Talking about AI, B2B subscriptions, pricing, and all that good stuff.  

Follow along if that's your jam.

Stop feeling FOMO about Claude Agents.

Start simple.  

Do the work in a normal chat first. Track repeat steps in a notebook. When you catch yourself doing the same micro workflow 5 to 7 times, t

"We can't predict when churn risk goes up."

  You can. You're just not looking.

Your users are telling you. Not with words. With behavior.

The real problem isn't missing data. It's that most teams don't have a system to read the signals in real time.

Here's a simple version you can set up this week:

Step 1: Pick your 3 core post-onboarding actions.

Not signup steps. The things activated users do regularly. Could be creating a report, inviting a teammate, running an export. Define 2-3 tracking events for each.

Step 2: Set a 14-day silence alarm.

When an account stops doing those actions for 14 days, flag it. You want those users top of mind, not buried in a dashboard.

Step 3: Reach out with outcome, not features.

Don't email them "Hey, you haven't used X in a while." Lead with the outcome they signed up for.
Remind them why those actions matter for their goal, not yours.

This won't catch everything. But it catches the obvious ones most teams miss completely.

What does your churn early-warning system look like today?

I turned screen recordings into scheduled posts.

Every word is mine. The workflow is AI.

I record screen walkthroughs and talking head videos on Tella. That's the content. My words, my takes, my experience.

Used to stop there. The recording would sit on my drive and... that was it.

Now Claude Code pulls the transcript via MCP. Reads what I actually said. Suggests LinkedIn posts based on my words, not some generated template.

Then it schedules them as drafts in Typefully. Also via MCP.

Recording to transcript to draft to scheduled. I don't copy-paste anything.

Honestly didn't expect it to work this seamlessly.

The trick? AI never writes from scratch. It only works with what I already said. That's the difference between content that sounds like you and content that sounds like... everyone else.

If you're already making videos... you're doing the hard part. The rest is workflow.

What's the one part of your content workflow you wish you could automate?

P.S.
Hey, I'm Niko.
I share how I use AI workflows and product analytics to build better products.
I also make walkthroughs and tutorials on YouTube.
Follow along if that's your jam.

Conversion signals for SaaS | Co-founder @ Juttu

People in tech keep using AI to "build me another agent." Boring.
AI is way more fun when you weaponize it.

I spent 47 minutes trying to cancel a subscription this week. 
In 2026.
I won't name names.
But I turned my frustration into a game.

Introducing The Cancel Quest.

There's a leaderboard*. 
Public shame and glory.

Current high score to beat: 10 sec.

Your move.
Come play: https://lnkd.in/e_CfPKTF

*yes it means I vibe coded an app AND hooked a database. 💅🏼 <hello world> 💅🏼

2026 is the year we stop talking about agents and start using them.

Most products say “agent”
And have a sparkle emoji.

The only metric that matters is jobs completed. Outcomes for the user.

My biggest learning, the harness beats the model.

What’s a harness?
It’s everything but the model.

It’s the framework enabling them to perform complex, multi-step tasks by handling critical functions like memory management, tool integration, context handling, and workflow orchestration.

Claude Code Harness is the smartest I have used.
It plans sub steps, grabs grep and other CLI tools to fetch data, and calls MCP tools when needed. It behaves more like an orchestrator, not a chat window.

For SaaS, that means pick harnesses that close loops.
Get a job done for you.

opencode is a strong open path, still very code first. I want non coding harnesses for support and analytics!

What end to end job did an agent finish for you without babysitting? If you could get a non coding harness tomorrow, which workflow gets it?

P.S.  

Hey, I'm Niko.  
I'm building a retention tooling SaaS in public. Talking about AI, B2B subscriptions, pricing, and all that good stuff.  
Follow along if that's your jam.

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The Battle

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