Most of what gets called strategy isn't.

Born in Poland into a family of educators and entrepreneurs, where business discussions were part of daily life. My father put a chessboard in front of me when I was three; I remember staying up late, waiting for him to come home so we could play. He went easy on me then; a few years later, it was the other way around. Either way, the training stuck — chess is where I first learnt to see the bigger picture (the whole board), and got my first real glimpse of what strategy is.

I moved abroad to London (UK) to explore my interest in Business Strategy. I completed a Business Studies degree at Cass Business School (now Bayes), graduating with First Class Honours and a specialisation in strategy — the subject that stayed close to my heart from those early childhood chess sessions.

Then straight into management consulting — one of the most exciting starts a business professional can have: fast pace, real stakes, and more learning in a year than most careers offer in five. In short, years of solving hard problems for serious organisations. And a realisation that grew with every engagement: nine times in ten, the people across the table didn't truly know what strategy and innovation are. Not through any fault of their own — the words have been misused and stretched over everything until they cover nothing.

So I started publishing: long-form, evidence-first writing that passes on what I had the privilege of learning behind closed doors. Three subjects — AI and deep tech, the frontier remaking every business; strategy, the discipline itself, read through the academic literature and applied in practice; and biohacking and longevity, my personal passion — my own point of view and protocols derived from extensive literature reviews, homed on Medium.