„Zkušenosti jsou nepřenositelné“
42 ǀ POSITIV MAN 2026
Where did you make a mistake that you gained
the most from? And what exactly did it teach you?
Mistakes are a natural part of the job, and the key
is to learn from them. One that influenced me the most
was in recruitment.
I relied on my own judgement and didn’t verify
references. It quickly became clear that this was
a mistake.
Today, it’s a standard practice. I always check references.
It taught me not to base decisions solely on intuition,
but to combine it with verified information.
A habit without which your performance
would decline?
For me, it’s running. It helps me clear my head
and maintain my energy. We also have a company group
where we share results, so we motivate each other
and a healthy sense of competition naturally develops.
Manual work in the workshop is just as important
to me. It’s the counterbalance to managerial work. You
can switch off, and at the same time immediately see
a tangible result of your effort. That’s something you
often don’t get in the office.
Which tools or technologies genuinely save you time
today or improve your decision-making—and what
would you recommend to other leaders?
Today, we have an enormous amount of information
literally in our pockets, so the key is knowing how to use
it effectively.
I consider tools such as AI, CRM systems, shared
documents and team collaboration platforms essential.
At the same time, simple things still work—a well-
organised calendar and proper planning.
In the end, it all comes down to one thing: being efficient
and saving time, which we can then devote not only
to work, but also to our families.
COVID and the material shortage—you grew
during that period. That’s no coincidence. What
were the one or two key decisions that set you apart
from competitors who stagnated?
In both cases, the same approach worked for us: staying
as close to our customers as possible and communicating
proactively. When others stay silent, you speak. That
alone makes a difference.
The second factor is that we are a global company
with production across multiple continents and our own
local warehouse. Thanks to this, we were able to manage
inventory flexibly and secure deliveries even in situations
that were difficult for others. The combination
of communication and the ability to respond to product
availability was key to our growth.
You talk about a shortage of people. Where does
it hurt the most?
Competition in the labour market is high today,
yet we’ve managed to maintain a full team.
What’s encouraging is that candidates apply even
when we don’t have an open position. I take it as
a signal that the automation sector is attractive and that
our employer brand is working.
How can you tell in an interview that someone
is the right fit?
Our recruitment process isn’t based on a single
meeting. We look for dynamism, teamwork, courage
and fairness. A CV won’t tell you that. That’s why we
test candidates and check references. By the time we
make a decision, we have a high level of confidence
that the person will truly fit in.
Can a Managing Director really switch off?
I consciously make space for it—time with my family
and sport. At the same time, I’m available whenever
needed; I see it as part of the responsibility.
That said, when the team and the company function
well, crisis situations are minimal. And then it becomes
much easier to maintain a healthy balance.
What are you currently working on yourself?
On further development. Through various programmes
and training, even outside the work environment.
I enjoy meeting new, inspiring people and stepping out
of the daily routine. It helps me broaden my horizons
beyond our field.
If you could go back to the beginning, what would
you tell yourself?
My father always said that experience cannot be
transferred. And yet, if I could go back with what
I know today, I would certainly save myself some stress
and time.
I would be more patient. I wouldn’t be afraid to say
uncomfortable things. I would choose people
more carefully. I would listen more. Simple things,
but in practice they have a huge impact.
What most often holds back the managers you meet?
I don’t want to generalise, but I often see a combination
of three things: fear of making decisions, postponing
uncomfortable topics, and a lack of trust in the team.
On top of that, there’s an overload of operational
work at the expense of strategy. In the end, it doesn’t
just hold back the manager—it holds back the entire
company.
| Text: Matěj Ohanka, foto: Turck, s.r.o.