Michal Wozny

Managed a team of designers and software architects to design the company’s entrance into fintech by using payroll data as an entry point. With some additional enhancements, the payroll data provided the basis for the know your customer (KYC) and anti-money laundering (AML) requirements.

Worked with a neobank and buy-now-pay-later providers to integrate either service into the new ecosystem to provide a seamless experience for the workers and companies.

Managed a team of 12 in pivoting a custom-made platform into a GxP compliant SaaS life sciences platform. The challenge was to apply the scientific iterative approach (hypothesis, experiment, analysis, insight, and back to hypothesis) in managing data and combining multiple science disciplines to generate a bigger picture insight into the experiments and resulting data.

A traditional Agile methodology was incompatible with the compliance regulations and had to create a new approach to both the project and product management. The resulting approach allowed the company to follow agile principles and fulfill all the GxP and GAMP 5 requirements.

This was an 8-year program comprised of many projects. These projects took me through nearly the whole product lifecycle of the Revo product. It started with the concept and initial R&D projects, mainly to solve particular challenges in the product’s functionality. In this phase, I applied the Agile methodology to hardware projects, which reduced our iteration cycles from weeks to just a few days.

The project then progressed into preparing the product for production and then into production with a contract manufacturer. This was one of the longest projects, lasting nearly three years and including multiple test builds and extensive testing before the first batch of customer-ready machines was ready.

Once the product was ready, the next set of projects included delivery, support, and logistics. The more complex one was setting up a highly specialized and traceable chemical supply chain that enables just-in-time chemicals for the customers. This reduced the amount of inventory that was helped along the supply chain, as well as wastage at the customer’s site.

Took over the analytics department of three people as it could not meet the customer requests for analytic reports. With the team, I implemented a Kanban system to manage customer requests for analytical reports. After four weeks, the team became self-sufficient in handling customer requests within the specified timeline.

Collaborated with payroll experts and select customers to initiate a project to provide a standardized set of analytic reports. Those reports also formed the basis for any customization needed for customers, further reducing the time required to deliver the reports.

Worked closely with a multinational biotech company to develop custom-made data management and analytic platform that met their specific science field and methodologies. The client customer was undergoing a radical change in its approach to managing its data. While they understood what they required on a higher level, the low-level detail and requirement had to be determined as the project progressed and more functionality was added to the platform.

Implemented a Scrum-based project that continuously worked with five different departments to deliver on a platform that enables all those departments to enter, manage, and relate multiple experimental data to the same specimen. This enabled a more thorough and bigger picture analysis of their data.

Managed the project with a team of four people to design a system that would gather the relevant research papers, publications, and patents.

The system would use a number of ML tools to understand the context of the gathered material and then generate specific insight into the client’s area of interest. This was the client application of any ML tool and required additional support and expectation management. As their understanding grew with each iteration, the project scope changed to benefit this knowledge, which resulted in a superior product delivered to the client.

Designed the company ERP framework to be integrated into the centralized control center/system. This allowed us to fully automate the chemical logistics from chemical sourcing and packaging to consumption by the end user.

The ERP enabled to have just-in-time chemicals for the customers that eliminated storage costs and chemical wastage.

This required the coordination of various teams, both internal teams and external logistics partners. The final system was deployed throughout the supply chain and was very well received.

Managed the technical aspects of nine packages of capital equipment (gas turbines, compressors, and reciprocating and centrifugal pumps) worth around $6,000,000. Each package required a multidisciplinary team to design the equipment, source the packages, ensure that they met the necessary standards and requirements, and were corrected, integrated, and commissioned into the oil and gas plant.

• 5,000 — SKUs Managed

Blue Spark needed to manage inventory, components, materials, production batches, and fulfillment for physical STEAM boxes, but standard tools were too generic for small-scale manufacturing with kits, assemblies, subscriptions, and local supply constraints, along with a number of complex edge cases.

Designed and built a custom MRP system to manage purchased parts, manufactured items, assembled kits, stock levels, production planning, fulfillment needs, and inventory visibility across the STEAM box product line.

Created an operational backbone for manufacturing, improved inventory control, reduced manual tracking, supported production planning, and gave the business clearer visibility over materials, assemblies, and fulfillment readiness.

Blue Spark needed to manage multiple sales models, including one-off purchases, recurring subscriptions, direct-to-customer sales, and distribution customers, without losing control of orders, fulfillment status, or customer commitments.

Expanded the internal system to include sales order management for one-off sales, subscriptions, direct customers, and distribution partners, connecting commercial demand with production planning and fulfillment workflows.

Enabled Blue Spark to manage different sales channels in one system, improved order visibility, connected demand to production, and created a scalable foundation for subscription, retail, school, and distributor-based sales.

Blue Spark needed to create STEAM subscription boxes that were educational, engaging, manufacturable, cost-effective, and locally relevant, while working within local material availability, manufacturing capacity, and distribution realities.

Designed African-themed STEAM activities using local content, practical materials, and available manufacturing processes. Ran fast iteration cycles with local children to refine instructions, improve engagement, and reduce production cost.

Created a locally relevant STEAM product line that balanced educational value, child engagement, manufacturability, logistics, and commercial viability while reducing cost through design-for-manufacture decisions.

The SaaS venture needed to reduce churn but lacked a structured way to identify customers at risk of leaving early enough for customer success teams to intervene before renewal risk or cancellation, with limited data available at the time.

Defined the customer data model, mapped behavior and engagement signals, designed churn-risk scoring logic, and created the strategy to evolve the model into a self-learning algorithm once enough customer history became available.

Created a data-driven retention framework that helped the business move from reactive account management to earlier identification of high-risk customers and more targeted customer success interventions.

• 95% — Booking Coverage

The B2B classes product needed to understand how business users searched for, selected, and booked private and group classes, and where friction, confusion, drop-off, or operational support burden appeared in the journey.

Set up a product analytics workflow, analyzed booking behavior, mapped customer journeys, reviewed internal workflows, and translated platform usage data into prioritized product and process improvement opportunities.

Identified booking friction, drop-off risks, workflow gaps, and customer experience issues, helping the team prioritize improvements that could reduce friction and improve the B2B class-booking journey.

The B2B group classes product needed to scale delivery volume without creating excessive operational complexity, reducing learner experience quality, or increasing internal coordination and support effort.

Led product discovery across customer needs, platform constraints, operational workflows, and delivery models to identify the product and process changes needed to support higher-volume B2B group class delivery.

Defined a practical scalability strategy for B2B group classes, helping the team understand which product, workflow, and operational changes were needed to support growth while maintaining delivery quality.