In this edition of “The Executive Outlook,” we are pleased to present an exclusive interview with Mr. Konrad, the Chief Technology Officer of a leading Cloud BI SaaS provider. With over two decades of experience in product development, Mr. Konrad has a remarkable track record in conceptualizing and delivering cutting-edge SaaS solutions on a global scale. His expertise spans across Leadership, Technology, Product Strategy, Engineering Management, and more, making him an invaluable source of insight for aspiring leaders in thetech industry. We believe the insights from his interview will provide valuable guidance and help you make informed decisions for success.
During our conversation, Mr. Konrad shared his perspectives on his company, his role, and the vision driving their innovative BI system.He explained, “We are a company driven by our flagship product, an online BI system. Our ambition is to position ourselves as a strong competitor in the BI cloud market, akin to an emerging startup challenging established players. My responsibility is to oversee the delivery, quality, and overall strategic direction of our offerings.”
Konrad described his typical day, reflecting on his team’s unique structure and the challenges of leadership in a distributed environment. “We have a hybrid organizational structure, with team members based in Poland, Sweden, and the UK. My primary focus is ensuring that everything runs smoothly balancing the technical aspects with the nuances of human interaction to foster collaboration and efficiency.”
He added by saying that I spend a significant amount of time traveling to meet my teams in person, ensuring we maintain strong connections despite the geographical distance. Our hybrid model allows team members to work from the office three days a week, which is crucial for fostering meaningful collaboration.
A large part of my role involves constant discussions with our Product Managers to align their requirements with our delivery capabilities, ensuring that we can achieve our objectives. Additionally, I collaborate closely with our CEO and CFO on financial, HR, and strategic topics, including hiring new talent and managing operational concerns.
I also oversee our entire cloud infrastructure and the DevOps teams responsible for maintaining security, ISO certifications, HIPAA compliance, and other critical technical operations. Although these tasks are administrative in nature, they are vital to our overall success. Beyond these responsibilities, I strive to infuse my vision into the product’s architecture and technical roadmap, although this aspect constitutes about 10% of my time given my broader duties.
When Konrad was asked about his journey and how did he reached here, he replied, “One interesting aspect of my career is the diverse path I’ve taken. My background is in electronic engineering, where I spent the first decade of my career designing PCBs, placing chips, and even developing chips myself. It was a hands-on, deep technical experience that laid a strong foundation for my later work.
After those ten years, I transitioned into the BI sector, starting as a consultant. This shift allowed me to explore new facets of the tech industry, and I quickly became immersed in consultancy work. From there, I co-founded a company where I took on multiple roles, from CEO to building up consultancy, training, and development organizations. For a time, I even led enterprise sales—an experience that broadened my understanding of the business landscape.
Following that entrepreneurial phase, I spent a year and a half at a major enterprise consultancy firm, which further honed my leadership and strategic skills. It was after this period that Whistler approached me to join their team as CTO, tasked with building out their BI product from the ground up.”
Konrad also reflected on the unique blend of skills he brings to his role, saying, “Many professionals in this field tend to follow a more traditional technical path—they start as developers, move into team leadership, and eventually grow into engineering management roles. While they may excel in the technical aspects, they often lack a broader understanding of the business side. My journey has been different; in addition to my technical background, I have gained extensive business knowledge, understanding how end users interact with our products. .”
He said that this combination allows me to bridge the gap between the technical and business worlds effectively. I can communicate seamlessly with developers, providing clear guidance on what needs to be done, while also engaging with customers to understand their needs and translate them into actionable insights. Although my current focus is more on the technical side, wearing the CTO hat, my ability to navigate both realms makes it easier to ensure the successful delivery of our solutions.”
By reflecting his valuable input on what expects of his job excites him the most Konrad explained:
When asked about what aspects of his job excite him the most, Mr. Konrad shared his thoughts on the value of diversity and the fulfillment he finds in shaping both the team and the product. “What I truly enjoy is working within a highly diverse team—diverse not only in terms of nationality, but also in perspectives and backgrounds. At our company, we embrace this diversity fully, whether it’s in terms of culture, identity, or orientation. It’s something we don’t have to make a point of—it’s just natural, and that’s what makes it so rewarding. It’s not about ticking boxes or highlighting differences; it’s about creating an environment where everyone feels included and valued. That said, I do wish we had more women in our development teams. It’s challenging to find female candidates in the field, but it’s an area where I’d love to see more growth.”
Mr. Konrad continued, “Beyond the team dynamic, what really excites me is having a tangible impact on our product’s architecture. We’ve built our BI solution from the ground up in the cloud, and it’s incredibly satisfying to see how the ideas we implemented a few years ago are now driving our growth. Watching the product evolve and scale over time is immensely rewarding. When we started, we were a small team of around ten developers; now, we’ve grown to a team of sixty. Being part of that growth—both in terms of the team and the product—has been an amazing journey.
But perhaps what I value most is seeing the personal growth of my team members. On my LinkedIn profile, I have a slogan that reads, ‘The true measure of a leader is seeing their support reflected in their people, even ten years later.’ This resonates deeply with me. I take great pride in mentoring and guiding people, and it’s incredibly fulfilling to see those I’ve worked with rise to high levels in their careers, both within our company and beyond. Knowing that I’ve played a role in their success—that’s what makes this job truly special.”
To further enrich our discussion, we asked Mr. Konrad about the significance of strategy and data in driving organizational growth and scale:
“I completely agree that having a well-defined strategy is crucial,” Mr. Konrad began. “When it comes to data, there’s no doubt that being data-driven can significantly enhance your ability to grow. However, I’ve observed that some organizations achieve success without a strong emphasis on data. They rely on intuition, experience, or even luck, and still manage to thrive. While I wouldn’t personally advocate for ignoring data, it’s important to recognize that success can come from various approaches.
That said, I believe data can be an incredibly powerful tool when used correctly. Building a data-driven culture within an organization can lead to better decision-making and more consistent results. But it’s also essential to acknowledge that data alone isn’t a silver bullet. There are companies out there that may not be fully data-driven, yet they are still successful. So, while data is valuable, it’s not the sole determinant of success.
However, when it comes to strategy, I think it’s non-negotiable. A clear, well-articulated strategy is essential for any organization aiming for long-term growth. Without a strategic direction, it’s easy to get caught up in trying to do a bit of everything, which often leads to mediocre results. You might stay afloat, earning just enough to maintain the status quo, but you won’t experience the kind of growth that propels a company forward. For me, true growth comes only when you have a solid strategy guiding your efforts.”
Reflecting on the impact of digitalization, Mr. Konrad shared:
“Digital platforms are fundamentally enablers—they unlock capabilities that were previously unimaginable. If we look back at the history of work, everything used to be done on paper, requiring people to be close to collaborating effectively. I remember, even as a child, seeing internal mail systems in companies where a designated person would deliver documents from desk to desk. The concept of working across different floors, let alone across the globe, was almost inconceivable without face-to-face interaction or physical paperwork.”
He added by saying, today, thanks to digital platforms, we can collaborate seamlessly across continents. Yes, there are time zone challenges, but for a few critical hours each day, we can work together as if we were in the same room. This level of global collaboration simply wouldn’t be possible without digitalization. Whether it’s virtual meetings, shared workspaces, or cloud-based tools, digital platforms have made it easier to distribute work, leverage diverse skill sets, and connect talent from anywhere in the world.
From a strategic standpoint, digitalization is less about the specific tools we use daily and more about the broader transformation it enables. For instance, the ability to search, track, and analyze data has revolutionized business processes. What once required physical records, and manual tracking can now be done instantly with digital tools. Looking ahead, digitalization will enable even more advanced capabilities—imagine training an internal language model like ChatGPT on your company’s data. This would only be possible with a robust digital foundation.
However, it’s important to view digitalization as a tool, not the end goal. Just like HR systems or any other technology, digital platforms themselves don’t solve problems—they provide the infrastructure to address challenges more effectively. The real question is, what problem are we trying to solve? Technology is there to support us, but it’s the strategy and creativity behind its use that make the difference.
To illustrate this point, he said that “I recall a valuable lesson from early in my career. Someone told me that people don’t buy a lawnmower because they want a lawnmower—they buy it because they want their grass cut. If you could offer them a solution that made the grass trim itself, they’d choose that instead. The lawnmower is just one means to an end, much like digital platforms are today.
They’re tools that help us achieve our goals, but it’s the innovation and problem-solving mindset that truly drive progress.”
Click here to read more inspirational stories from our next series of executive outlooks.
Editor Bio
I’m Isha Taneja, serving as the Editor-in-Chief at "The Executive Outlook." Here, I interview industry leaders to share their personal opinions and provide valuable insights to the industry. Additionally, I am the CEO of Complere Infosystem, where I work with data to help businesses make smart decisions. Based in India, I leverage the latest technology to transform complex data into simple and actionable insights, ensuring companies utilize their data effectively.
In my free time, I enjoy writing blog posts to share my knowledge, aiming to make complex topics easy to understand for everyone.
