Palombini - Crescimento Profissional

One thing I deeply respected about coaching Max was his willingness to look at himself honestly.

Not defensively.
Not performatively.
But with a genuine intention to grow.

Over six months of leadership development, we worked on strengthening strategic positioning, understanding interpersonal dynamics, and building a leadership path aligned with both his strengths and long-term ambitions.

What stood out to me was his combination of analytical sharpness, strong principles, and customer-oriented thinking, which combined with the ability to listen, challenge assumptions, and create clarity for the people around him.

The strongest leaders are rarely the loudest in the room.
They are the ones willing to question themselves, improve intentionally, and make decisions with both conviction and self-awareness.

Thank you, Max, for the trust and for pushing me to become a better coach throughout the process.

CareerGrowth EmotionalIntelligence CLevel LeadershipStrategy

Most tech leaders can architect a system that handles millions of users.
But ask them to describe their own value in 30 seconds, and the room goes quiet.

That's exactly what happened at .

I ran a workshop on something most tech leaders have never been asked to do: build their own Unique Value Proposition.

Not a job title. Not a list of responsibilities.
A clear, confident answer to the question: what do YOU bring that no one else does?

It was uncomfortable. It was unfamiliar. And every single person in the room leaned in anyway — because they knew it mattered.

Here's what struck me most:

None of them had ever stopped to reflect on their true value as leaders. Not once.

And yet, by the end of the session, they were introducing themselves in ways that went far beyond their technical expertise, showing up as strategic partners, culture builders, and connectors.

Because the way you introduce yourself is never just an intro.
It's the first signal of the influence you're capable of.

The leaders who left that room didn't just walk away with a networking tool.
They walked away with something harder to teach: clarity about what they stand for — and the confidence to say it out loud.

And that's exactly what workshops do that no keynote or course can replicate.

They take people from passive to participant. They create space for the kind of reflection that busy schedules never allow. And they give leaders something concrete to walk away with — not just inspiration, but a tool they can use the very next day.

If your organisation invests in leadership development, this is the conversation I think more teams need to have.

👇 Drop a comment or send me a message.

90% of high performers share one trait. It has nothing to do with their IQ.

One of the things that made this conference special was the amazing alignment among the talks and workshop themes.
Speakers from a technical background were talking about leadership skills and communication, even when they were talking about AI adoption.

I've heard many people during the conference mention how refreshing it was not to focus so much on technical issues but on behavioural ones.

Most obstacles leaders deal with daily are not technical, but relational.
Research shows that 90% of high performers have high Emotional Quotients EQ).

And the higher you climb the leadership ladder, the more important emotional intelligence becomes.

Developing Emotional and Social skills is like learning a new language.
It increases your vision and perception of the world. That gives you a chance to increase your influence and get decision makers to see your value.

I'm happy to see that tech leaders are bringing this to the table and that emotional and social skills are becoming a normal part of the conversation.

While most leaders are convinced of the importance of increasing their EQ, most of them don't know how to take the first step. And as this is out of their comfort zones, they postpone taking action.

If you know EQ matters but don't know where to start, that's exactly what I help with. Send me a message and let's find your first step.

One of the most rewarding parts of this work is when a leader steps into a transition — and comes out the other side with a completely different relationship to their own presence.

That's what happened with Luis.

When we started working together, he was navigating a move into a new CTO role while processing a difficult chapter. Over 10 sessions, the shift wasn't just strategic; it was about how he showed up in every room.

I'm incredibly grateful he took the time to share his experience. 🙏

But what I'm most proud of? Luis did the real work. He came in curious, committed, and willing to challenge his own patterns. That kind of dedication to growth is rare, and it's exactly what makes the difference at the executive level.

If you're a tech leader thinking about executive presence, strategic communication, or how you build trust with stakeholders, I'd love to connect.

My first time in might just be a memorable one.
I’m honored to be joining the lineup of speakers at and to bring an emotional intelligence perspective to tech leadership.

When Marian first reached out, what impressed me most was how intentional the selection process was.
It wasn’t simply a matter of submitting a proposal. He wanted to ensure true alignment — with the audience, the format, and the standard of the event.

This is a different kind of conference.
🔶 No heavy sponsor agenda.
🔶 No generic keynotes.
🔶 A strong focus on authenticity and high-quality content.

As he described the vision, I felt an immediate connection.
The emphasis on real experience, practical relevance, and dynamic delivery mirrors how I approach every session with technical leaders.

If you’re attending, I’d love to connect.
And since it will be my first time in Prague, recommendations for great places to visit or eat are very welcome.

Looking forward to it.

“I struggle to influence finance and business stakeholders.”
This is where strong tech leaders often lose strategic ground.

Not because their thinking is weak.
But because influence depends on communicating in a way that connects with what matters to the other side.

In conversations with finance and business leaders, technical accuracy isn’t the deciding factor.
Impact, risk, timing, and trade-offs are.

That became clear in a recent roundtable with senior tech leaders.
When conversations stay technical, influence stays limited.
When they connect to business priorities, buy-in changes.

Several practical shifts emerged:
• Reverse the structure of executive conversations
• Start with financial impact before technical explanation
• Make outcomes explicit early
• Treat these discussions as value conversations, not knowledge transfers

At senior levels, influence is less about expertise and more about perspective.
It requires stepping into the pressures, KPIs, and accountability other C-levels carry — and communicating from there.

💡 One simple way to practice this shift:
Craft an executive elevator pitch that leads with the outcome.

Cost saved.
Risk reduced.
Revenue protected or enabled.
Technical depth becomes optional — not the entry point.

If you recognise this challenge, you’re not alone.
It’s one of the most common influence gaps for tech leaders moving into more strategic roles.

I host invitation-only roundtables for tech executives to work through influence and visibility challenges like this in a practical, peer-led format.

If you’d like to take part in a future session, send me a DM.