Wojciech Mach, an experienced manager with over 20 years in the IT and financial sectors, talks about how to align technological development with real customer needs, the challenges modern tech companies face, and why investing in people and organizational culture is the key to success. He also shares his experiences from GFT Poland, the transformation of Comarch, and the practical lessons that shape his management approach.
Looking back, what do you consider your biggest success during your time at GFT Poland?
When I look at my career path, I’ve always tried to choose roles that combine two things: what I can give to the company and what develops me personally. This approach provides not only knowledge and experience but also exposure to people from different industries and a constant push to learn something new.
It was the same at GFT, where I worked over 7 years ago. Back then, the company was largely a delivery hub – a team of world-class specialists executing projects for banks worldwide. My main task was to focus on organizational culture, team engagement, and people development, while also seeking new business opportunities.
I managed large teams, set goals, monitored results, and made sure people felt part of the organization. Sales and market development were new challenges for me, but with the support of the then-CEO, I had the chance to combine this experience with learning how to work directly with clients and grow the business.
The result? The company grew from 700 to 1,500 people. But it wasn’t just about numbers – it was a true mindset transformation. From being a team of experts in Poland solving complex problems for global clients, we shifted to a business-oriented mindset: acquiring clients, understanding their needs, and delivering real value.
It wasn’t about creating “the best IT solution in the world.” It was about creating the right one for the client. A simple metaphor: if you need a car for daily commuting, you don’t necessarily choose a Lamborghini. Sometimes a Renault or Ford does the job better – more comfortable, practical, and affordable. The same applies to IT – instead of building overly complex applications, it’s often better to deliver something functional, clean, and efficient.
This lesson – combining personal growth with valuable contributions to the company – stays with me to this day. It shows that the best results come when you simultaneously develop yourself, the people around you, and the business.
And how did that experience influence your decision to move to Comarch? Was it a strategic step in your career?
From my perspective, Comarch is one of the most fascinating IT projects in Poland today. It’s a huge company with a rich history, tremendous potential, and… a true gem of the Polish economy. Honestly, I was very excited when I received the offer from Comarch – even though I had other proposals, this opportunity was simply unique.
What makes Comarch stand out is the blend of tradition and history with the modern business approach brought in by the fund. The fund contributes experience in scaling organizations – it has seen hundreds of companies from the inside and knows the typical opportunities and potential pitfalls. It’s a bit like summer training: you can work out on your own, but true results come with a coach who knows how to strengthen every single muscle. Sometimes it’s painful, but the body – or in this case, the organization – functions better.
That’s exactly what the fund is doing for Comarch. With their support, we can build strong “muscle mass” – knowledge, skills, and structures that enable us to carry out transformation effectively and in the right direction. For me personally, it’s an extraordinary opportunity – to learn from the best, grow a company with huge potential, and participate in one of the largest IT transformations in Poland.
How has your perspective on the IT and financial sector changed over the last 10–15 years?
Before joining Comarch, I had the chance to manage other large organizations in Poland, such as Luxoft and Hewlett Packard. I saw banks at different stages of development, and I can say one thing – the changes have been enormous.
Most people think of banking as a stable, highly regulated environment. And it’s true – state regulations, financial authorities, and local oversight significantly limit what banks can launch on the market. You can’t create just any product, and most services look similar: loans, deposits, investment products.
That’s why competition increasingly plays out on two fronts: marketing/UX and technology. Marketing attracts customers – like the well-known Mbank case, where strong campaigns and UX brought in thousands of users. Technology, on the other hand, keeps them – ensuring security, comfort, and a sense that the bank truly understands them.
Banks are looking more and more like tech companies with a banking license. They’re replacing core systems, modernizing apps, integrating end-to-end solutions, and investing in process digitization. Technology is no longer a cost – it has become a key competitive advantage.
A clear example: HSBC employs tens of thousands of programmers, and in Poland, more and more banks have CIOs or even CDOs on their boards, highlighting the strategic role of IT. During a debate among Polish bank CEOs, one of the main challenges raised was the difficulty of hiring the right IT talent – a clear sign that technology is now central to a bank’s success.
For me, observing these changes and being part of transformations – both in IT and business – is fascinating and full of opportunities. Banks no longer just compete with products – they compete with how well they can use technology to keep clients satisfied and operations efficient.
Given these changes, what are your priorities now as VP of Financial Services at Comarch?
Leading a large sector at Comarch comes down to three main priorities.
First – business results. A company must be profitable, achieve financial goals, and deliver value to owners and investors. It’s like driving a car – you don’t drive just to refuel, you drive to reach your destination. Similarly, a company needs mechanisms to consistently generate results, while still enabling long-term growth.
Second – people and organizational culture. I want the sector I manage to be a place where people face exciting challenges, develop, and feel heard and appreciated. We use Gallup data and implement actions to improve employee experience. It’s about making people proud of their work and eager to build their careers in this sector.
Third – technologies and innovation, including AI. Banking is complex and highly regulated, where not everything can be done quickly. Many processes are costly and time-consuming but can be streamlined with intelligent solutions. Implementing AI is not just a fun experiment – it’s a real way to make banking more efficient and customer-centric.
Banks must also be agile and fast, especially in product development. An example from Romania – a virtual bank that launched new products weekly, tied to sports events – shows how crucial modern IT is. Traditional mainframe systems can’t handle this pace – modern architectures and APIs are the key.
From Comarch’s perspective, I see huge growth potential not just in Poland, but also in Central Europe and the Middle East. We have strong products, solid market knowledge, and a team ready to deliver ambitious projects, especially in Benelux and countries like Romania, Hungary, Bulgaria, and Greece. As a Polish company, we have easier access to these markets than global players and can respond quickly to client needs.
In short, our priorities are clear: financial results, people and clients, and technology. Our challenges include AI, innovation, and growing global competition. It’s an exciting time for both the financial sector and Comarch – we have a chance to build something truly significant.
How do you plan to align modern technologies, including AI, with the expectations of institutional clients?
One of the biggest challenges in banking is balancing stability and innovation. On the one hand, systems must be reliable and secure – no one wants a bluescreen in the app holding their money. That’s why banks rarely use the latest versions of Java or Oracle – reliability is the priority.
On the other hand, technology is now the main tool for competitive advantage. At Comarch, we’re fortunate to offer stable, proven products, while still tailoring them closely to client needs. With steering committees and client feedback, we introduce innovations where they bring real value.
A good example is AI and machine learning. Every one of our product managers has AI-driven projects in their backlog. These aren’t just experiments – they’re meant to improve clients’ work in practice. In factoring, we’re working on LLM-based analysis modules; in banking, we’re developing KYC tools; in wealth management, interactive AI-supported video solutions. In insurance, we’re using ML to automatically generate policies based on client needs.
The key is to ensure innovations address real client needs and make their work easier, faster, and more effective. At Comarch, we don’t just build technologies – we ensure they’re practical, useful, and fully market-ready.
Many experts say a company’s true advantage lies in synergy between business and IT. How do you foster that at Comarch?
In IT, it’s easy to fall into the trap of focusing only on technology. It’s fascinating, dynamic, full of innovation – especially today with AI and cloud everywhere. But we mustn’t forget something fundamental: technology is not the goal; it’s just a tool.
As I said earlier, there’s no point in building a Lamborghini if the client needs a Fiat Uno. Every solution must address a specific business need and solve a real problem. That’s why at Comarch we emphasize that everyone – from junior developer to manager – should always keep three perspectives in mind. First, the technological one – because we must be experts in what we build. Second, the business one – because the client doesn’t buy lines of code, they buy solutions to their challenges. And third, the financial one – because at the end of the day, it’s the client’s money that pays salaries, bonuses, and investments.
For me, this approach is essential. Everyone must understand not only technology but also the reason behind it. That’s when code stops being abstract and becomes a real tool that builds client advantage and fuels further growth.
So how would you define a modern tech company? And does Comarch fit that definition?
Today, nearly every organization wants to present itself as a “tech company” or even a “tech leader.” There are plenty of so-called leaders – but often what’s missing is the solid middle ground, the companies that truly understand what modernity in IT means.
There’s no single definition. Anthropic, focused exclusively on AI, is one type. Microsoft – a decades-built giant – is another. Infosys, with its entirely different model, is yet another. The IT market has been heavily tested in recent years. Those who failed to connect technology with real business are losing ground.
Purely technological companies that “only” write code will increasingly struggle. Software is becoming a commodity – delivered by generative AI models, agents, and automation. The real future belongs to those who understand business. Whether in energy, automotive, or loyalty – what matters is the ability to solve the client’s problem in their own language and context.
It’s simple: if you walk in and say, “I have cloud, do you want to buy it?” – there’s little value. But if you show how cloud ensures uninterrupted app performance at lower costs, even during peak sales periods, suddenly the technology makes sense.
Modern companies are those that master the balance between technology and business. They don’t rest on their laurels but constantly seek ways to improve. Complacency is the first step toward failure.
That’s also the case with Comarch. Today we’re in an intense growth sprint. Not everything is perfect – and our employees see that – but we have a strong transformation agenda supported by the board. We’re implementing tools like Google Workspace, growing our AI capabilities, appointing a Head of AI, and working on people- and organization-related initiatives. It’s a huge effort, because we must deliver financial results at the same time, but we’re moving forward fast and consistently.
For me, this is exactly why Comarch is the most exciting place to work in Polish IT today. It’s the country’s biggest technological transformation – a project that not only changes the company but also sets an example of what a modern organization should look like.
What values matter most to you as a manager?
At senior levels, priorities vary, but for me one thing matters most: deep faith in people. It may sound like a cliché from a management book, but I truly believe a leader’s role is to support others and create space for action. I always surround myself with people better than me in their areas of expertise, because that’s what drives the organization forward.
My job is to set direction, support, and be fair in accountability – whether in giving recognition or pointing out when something went wrong. That’s not easy. It’s far easier to hand out praise and bonuses, harder to face someone and point out mistakes. But honesty and transparency are the foundation of a healthy organizational culture.
I value people with drive – those with natural energy to act. You can’t really teach that; it’s a character trait. That’s why I always say: I expect a lot from others, but I also want them to expect a lot from me. High mutual expectations are the engine that powers the whole team.
At the same time, I’m convinced a leader must lead by example. If I expect continuous development from my team, I must also develop. If I say the client comes first, they must truly come first for me as well. Otherwise, it doesn’t work. The example comes from the top – in both good and tough times.
I see my role as giving people purpose and creating the environment where leaders and teams can achieve it. The path to success is never easy or straight, but that’s what gives it meaning. The effort is what builds true pride in achievements. That’s my style – based on trust, honesty, and a shared pursuit of ever better results.
Finally, do you have a book, person, or experience that has shaped your management style? Something younger professionals could apply in their own careers?
I strongly believe in creating space for growth. I do it in various ways. I read a lot – you can even check my Goodreads profile, where I regularly share book lists. I once set myself a 60-books-a-year challenge and usually finished with over 50. I also listen to podcasts – both tech-focused, like Hard Fork, and organizational or social ones. I admire Adam Grant for his management approach, and from Polish creators, I value Dariusz Rosiak, who brilliantly explains the world.
In terms of books, I especially recommend From Zero to One and The Hard Thing About Hard Things. They’re close to reality, showing the raw challenges of startups without sugarcoating. I’m also inspired by Simon Sinek – a bit of an idealist, but very motivating.
I also believe in stepping outside the bubble. Attending conferences, talking to people, absorbing different perspectives. Sometimes the best inspiration comes from unexpected places. I once attended a tourism industry conference – and it turned out their challenges were often similar to ours. Such experiences broaden your perspective. That’s why it’s worth engaging in events, even if you don’t agree with everything – the exposure itself is valuable.
To wrap up, let me share three lessons that had a strong impact on my career and that I recommend to everyone. First, broad education. Not just in your field – knowledge from other areas can reshape how you think. I once studied archaeology, and it gave me a completely different view of the world. Second, if possible, spend a few years abroad. Not because Poland doesn’t offer opportunities – quite the opposite, it’s a great place to live and work – but because a different environment gives you new perspectives, builds networks, and expands your horizons. Third, basic project management training. Skills like risk management, planning, communication, and stakeholder management are useful everywhere – in business, projects, and even private life.
These three simple yet highly practical lessons have helped me immensely. I believe they can be just as useful for others.