Paweł Feliński

I believe that strategy means nothing without execution. For me, business is about connecting purpose with delivery – turning ideas into outcomes through clarity, accountability, and pragmatic decision-making.

Over the last several years, I have worked as a management consultant, advising organisations of different sizes- from start-ups and scaling companies to large international enterprises. Across more than 15 countries on four continents, I have helped leaders and teams improve the way they deliver products, manage change, and align execution with business goals.

My experience spans industries including oil & gas, pharma, healthcare, finance, education, retail, telecom, and IT. Whether working with executives, delivery organisations, or product teams, I focus on creating environments where transparency, ownership, and continuous improvement lead to sustainable results.

Today, as Head of Delivery at Primotly, I combine hands-on operational leadership with consulting experience to guide the company and help its clients discover ways of making their products happen.

What We Stopped Doing: A Brain-First Approach to AI in Delivery

In a remote-first software house, meetings and asynchronous chats quickly become the backbone of communication. As every new tool suddenly became "AI-powered", instead of following the usual "AI everywhere" trend, we took a brain-first approach: first understanding how knowledge actually moved through our organisation, and only then deciding where AI could genuinely help.

That led to an unexpected discovery: many recurring agile "ceremonies" existed mainly to move information from one person to another.

Once we started treating organisational knowledge as an operational (not just documentation) problem, several things changed quickly. Post-meeting note-taking disappeared. Developers stopped joining estimation sessions by default. Specifications became asynchronous, reviewable, and easier to evolve. Some meetings became shorter. Others vanished entirely. What disappeared were not feedback loops or collaboration, but the manual overhead around them.

To support this, we built a lightweight, LLM-agnostic internal knowledge layer designed around our actual delivery workflows rather than generic AI productivity demos.

Not every experiment worked. In several cases, removing a ceremony also removed hidden coordination value we had not noticed before.

This talk is a practical before/after case study of how a growing software company used a brain-first AI approach to reduce coordination overhead – and discovered that many agile "ceremonies" existed mainly to compensate for broken knowledge flow.

Paweł will be speaking with Maciek Kemnitz.