Zbigniew aka Zeebee Siwiec

The Origin

I learned engineering before I knew the word. My father — a hands-on electronics engineer from the era of first tape computers — turned our home into a workshop. I wasn't the one fixing things. I was watching, handing him tools, soaking up how he approached problems he didn't fully understand yet.

What transferred wasn't skill. It was disposition: optimism for complexity, patience when things don't work, and his relentless principle — use the right tool for the job, learn new things, never cut corners. Those are still the muscles I use every day.

Father Now

Today I'm raising four kids near the mountains of Southwest Poland. Our home is still a workshop — woodworking, 3D printing, ski gear repairs. The same principle applies: understand how things work, take care of them properly, fix what's broken.

This shapes how I work with teams. Engineering and business often treat each other as opposing forces to manage. I work to dissolve that boundary — creating flow where product decisions are informed by technical reality, and engineers understand the business context of their work. Not shielding. Integrating.

The Arc

15+ years building digital products:

• Started in interactive media (Flash, iOS) at agencies serving Channel 4, UK Rail, and transport systems across Europe — dozens of clients, fast cycles, learned to context-switch and read what clients actually need
• Co-built and ran a software house for over a decade, partnering with a UK agency across dozens of long-term engagements — learned operational discipline when you own delivery, not just design
• 3 years as CTO of a venture-backed startup — AI-powered social platform, web3, distributed team across 5 countries — learned what happens when you own outcomes over years, not weeks

Agency taught range. Software house taught rigor. Product taught patience. Consulting lets me deploy all three.

What I Do Now

I help technical leaders navigate AI transformation — not with decks and frameworks, but by working alongside their teams.

The questions I help answer: How do I restructure my team for AI-augmented delivery? What guardrails enable flow instead of blocking it? How do I build engineering culture that adapts without burning out?

I've built RAG systems, integrated LLMs into production, restructured delivery models for AI-native work. Now I do that work embedded with CTOs and engineering leaders — teaching by doing, and leaving the capability inside the org when I'm gone.

Building in Public

I don't just advise — I ship. Most days you'll find me deep in a codebase, wiring up a prototype, or wrestling a deploy into shape. Craft is a practice, not a pitch deck.