About Przemysław Jóźwiakowski (PJ) | unfck.tech
I've been building, fixing, and advising on technology since 2015. I'm the CTO and co-founder of CampusAI.
What really pisses me off
I walk into a 200-person company. Smart people, solid business, growing revenue. And I watch someone spend 45 minutes copying data from emails into Excel. Every. Single. Day.
When I ask "why don't you automate this?" the answer is always the same:
"We're not a tech company"
"IT projects cost too much"
"We tried once, it was a disaster"
"We'll do it... eventually"
Meanwhile, they're burning thousands in manual labor on tasks a $20/month tool could handle.
What I've done
Built and sold BrainGym (GPT-3 powered training platform). Designed operational processes for teams managing $1.2B+ in e-commerce. Advised VCs on $5.6M in tech investments. Trained 500+ developers and 50+ executives. Created metawarstwy methodology - now used by 10,000+ people.
But the most valuable thing I've learned? Most companies don't have a technology problem. They have a technology awareness problem.
They don't know what's possible. They don't know what they should stop doing manually. They think "technology" means hiring developers and launching 6-month projects.
How I think about problems
I don't jump to solutions. I start with frameworks.
When someone tells me "we need automation," my first question isn't "what tool?" It's "what problem are we actually solving?" Then we map the cost of inaction. Then we build decision criteria. Only after that - tactics.
This comes from product thinking applied to operations. Define the problem space before exploring the solution space. Validate assumptions before committing resources. Align on outcomes before execution.
Example: A client wanted "AI for customer service." We spent 2 hours mapping their actual workflow. Turned out the problem wasn't AI - it was that responses required data from 4 different systems. We fixed the data architecture first. Then added AI. Total cost: 60% less than the original "AI solution." Implementation time: 3 weeks instead of 6 months.
Framework first. Validation second. Execution third. Most people skip straight to three.
The journey that taught me this
BrainGym (2021-2023) taught me about building and selling. We scaled to thousands of users, then got acquired. The buyer's due diligence taught me something crucial: they cared more about our operational systems than our product features. Clean processes = company value. That's when I understood why operational excellence matters beyond "efficiency."
E-commerce operations ($1.2B+ GMV) showed me what happens at scale. When you're moving that much volume, every broken process becomes obvious - and expensive. I saw teams burning $200K annually on manual work that could be automated for $2K. The problem wasn't capability. It was visibility. Nobody calculated the real cost.
VC advisory ($5.6M+ evaluated) changed how I assess companies. Investors look at operational maturity as a leading indicator. Two companies, same revenue, same market - the one with better systems gets 2x valuation. Technology isn't a cost center. It's a competitive advantage.
Training 500+ developers and 50+ executives taught me the gap. Developers think in code. Executives think in outcomes. Neither speaks the other's language. Most "tech problems" are actually translation problems. I learned to build bridges, not take sides.
These experiences compound into one insight: operational intelligence is a learnable skill. You don't need to become technical. You need to become systematic.
Why unfck.tech exists
This blog is for companies that aren't "tech companies" but use technology every day - badly.
Companies that:
- Have processes from 2010 because "we've always done it this way"
- Don't realize they're paying people $40/hour to do $2/hour work
- Think AI/automation is for "big tech" not for them
- Know something's inefficient but don't know where to start
I write about what you should stop doing manually, what tools actually work, and how to think about technology without becoming a "tech company."
No consultant speak. No $200K transformation projects. Just honest, specific advice on unfucking your processes.
If your company does a lot of manual work that feels like it shouldn't be manual - let's talk.