Mike Golaszewski is a technology and financial services strategist with more than 30 years of experience in technology and product development, marketing, and service and operations. His job is to deliver on complex initiatives or fix things that are impaired.

“I usually get the phone call when something’s either really complicated, the delivery timeline is compressed, or something is just not working. Perhaps the delivery team’s not vibing, or the client has spent a lot of money on an initiative without much return, and they’re trying to figure out why. It can be as simple as improving operational efficiencies to as complex as rebuilding their entire technology stack,” he explains.

Mike often likens his role to that of a show-runner in the entertainment world—such as the individual orchestrating all the talent for a late-night program. “I have this exceptional team of seasoned, high-skilled performers,” he says, “But it’s up to me to move the pieces around the board, making sure I have the right talent and resources in just the right places to achieve the desired outcome.”

Just as a show-runner must navigate a diversity of talent while deftly handling the top players, Mike manages all kinds of team members, each with distinct skill sets, work styles, personalities, and backgrounds. He accomplishes this through a management philosophy he has honed over the years: According to Mike, people are motivated by three things. First, they like to be experts at what they do. Second, they yearn for growth and continuous improvement. And finally, they want to be connected to something greater than themselves.

It's a great approach, though perhaps not entirely original. “As much as I’d love to take credit for my management philosophy, this is something I learned as a communication student many, many years ago,” says Mike. “I believe it is called Self-Determination Theory, but my memory from college is hazy.”

In any case, these fundamental principles guide Mike in every program he oversees. Despite his extensive experience, he approaches each project with the mindset of being the “dumbest person in the room.” Just as a show-runner is not a musician, actor, or comedian—but the one who unifies the ensemble for a stellar performance—Mike expects those surrounding him to possess greater expertise in their respective domains.

“I align individuals with roles that match their strengths and potential growth areas,” he clarifies. “Ultimately, we achieve outstanding results that everyone can take pride in.”

While each project presents its unique challenges, Mike identifies recurring patterns. Occasionally, teams grapple with internal conflicts, decision-making bottlenecks at the top, prioritization dilemmas, or deadlines that demand exceptional speed.

While the issues may differ, Mike believes most are tackled using a similar approach. “My strategy starts with understanding what the actual business problem is. There’s no path to success if, for example, you have one executive thinking you’re building to point A and another is looking toward point B” he explains. That’s why he starts by making sure there’s solid alignment on the problem statement across all stakeholders, what he calls the project’s “North Star.” “If you ever get lost, you’ve got that North Star, clearly defined,” he says. “Once you have this clarity, you need a disciplined approach. Rather than boiling the ocean all at once, you knock the pegs down one at a time to get to the ultimate objective.”

To learn more about senior strategic consultant Mike Golaszewski, check out his professional bio.

Something Blu, the blog

Ace Project-Runner Mike Golaszewski Reveals How He Keeps the Show on The Road