Jiří Koleňák: My name is Jiří Koleňák, and welcome to another episode of the Úspěšní (Successful) podcast, where my guests and I showcase the principles, habits, and mindsets that drive their success. Today, my guest is someone who has been behind the significant transformation and growth of CROSS Zlín—a Czech technology company connecting transport, innovation, and smart systems. Petr Zeman, COO of CROSS Zlín, process innovator, leader, and mentor, turns chaos into functional systems and transforms managers into leaders. In this interview, we will explore transforming corporate culture, turning processes into tools that serve people, and balancing performance with humanity. Good day, Petr, welcome to the podcast.
Petr Zeman: Good day. Thank you for the warm introduction and for having me.
Jiří Koleňák: Petr, I always start by asking: what brought you the greatest joy recently?
Petr Zeman: That’s the hardest question to start with! Probably that the elections are behind us, the public panic and tension have subsided, and we can all focus back on our work and lives.
Jiří Koleňák: Looking back at the beginning of your career journey, when were you first introduced to process management and structural corporate transformation?
Petr Zeman: I arrived at process management indirectly—it was a natural culmination of my previous experience. About 13 to 15 years ago, an acquaintance who owned a small construction company with 35 employees asked me to help him transform his firm because he could no longer manage daily operations alone. At the time, I didn't even think of it as "process management." To me, it was just applying practical logic from what I had done before. I stepped in and established operational fundamentals: structured meeting systems, economic KPIs, job evaluation frameworks, performance-based compensation, internal guidelines, and fleet management—the essential operational building blocks of a construction business.
Jiří Koleňák: On LinkedIn, you write that you enjoy "turning chaos into functional systems." When did you realize that was your distinct strength?
Petr Zeman: I think I always had it in me. For a long time, I naively assumed everyone approached problem-solving the same way I did. Over time, I realized that wasn't the case. When confronted with a complex, chaotic situation, I can orient myself very quickly, analyze the key variables, and make decisive calls. I wouldn't call myself extraordinary, but I recognized that rapid structural analysis was my primary strength, and it proved invaluable in executive operations.
Jiří Koleňák: Do you recall a specific professional experience that shaped you most in this regard?
Petr Zeman: Navigating personal and business crises. Everyone should hit rock bottom at least once in their life. It reveals the true character of those around you, but more importantly, it teaches you who you truly are. Critical moments shape you—they either crush you or propel you forward. I am deeply humble about those experiences; I’m glad I took my hits in life because they forced me to grow.
Jiří Koleňák: Tomáš Baťa was famous for emerging stronger from every crisis. You studied at the Baťa International School of Work. How did those principles inspire and shape your mindset?
Petr Zeman: That was a fortunate opportunity right after the Velvet Revolution. Tomáš Baťa Jr. returned from Canada and, together with Mr. Pivečka—a pre-war footwear factory owner from Slavičín who had lived in exile in Germany—launched a project for Baťa executives from around the world. They wanted to revive the pre-war Baťa School of Work tradition to train local leaders. Through my brother, who was in the footwear industry, I became one of two Czechs selected for an international cohort.
It was a two-semester program covering everything from technical manufacturing to executive leadership principles. I had the privilege of speaking with Tomáš Baťa Jr. directly, and I spent significant time with Mr. Pivečka discussing how Baťa management principles operated in practice. I was 22 or 23 at the time, and I still apply those principles today.
For example, one core principle: if I walk through a workshop floor and see something unacceptable, I greet the worker politely, but I call their direct supervisor and address the issue exclusively with that manager. I honor organizational hierarchy, respect authority, and hold designated managers accountable for their areas. Treat frontline employees with respect, but address operational failures with the leaders responsible.
Jiří Koleňák: Did you carry other specific practices from footwear manufacturing into leading a high-tech company?
Petr Zeman: Operational principles are universal across all manufacturing enterprises, regardless of the end product. Every plant relies on purchasing, production, technical-economic planning, testing, R&D, and sales. Having worked through nearly every role—from warehouse logistics and sales to production management and executive leadership—I learned that core operational mechanics apply to any manufacturing firm.
Jiří Koleňák: What did navigating past crises teach you about people—and about yourself?
Petr Zeman: Crisis exposes true character—in personal life and in business. Facing crisis tests your resilience. Thanks to my family, especially my wife, I stood firm through tough times and emerged mentally stronger. My biggest takeaway was realizing that no situation is ever as catastrophic as it first appears; every crisis can be navigated with honor and converted into a stepping stone for growth.
Jiří Koleňák: When did you realize that designing systems and managing processes was your core calling?
Petr Zeman: I am naturally an organized person—being a Virgo probably helps! I'm not an overbearing pedant with color-coded pencils, but I believe in structured order. In business, I insist on operational order: employees must know exactly what they are doing, why they are doing it, and what measurable outcome is expected.
Jiří Koleňák: You argue that processes should serve people rather than exist as rigid bureaucracy. How do you recognize when a process has outlived its usefulness?
Petr Zeman: When implementing or modifying a process, I always ask: "Why are we doing this, and what breaks if this process doesn't exist?" That is the baseline test.
For an established process, there are two clear warning signs that it needs overhauling:
- Employees start asking "Why are we even doing this?"
- Staff start bypassing the formal process to find informal shortcuts. When people bypass a system, it tells you the process is overly bureaucratic, complicated, and ripe for simplification.
Jiří Koleňák: People naturally resist change. How do you win teams over when introducing new process frameworks?
Petr Zeman: Successful process transformation requires that the people affected genuinely understand the rationale behind it. Before pushing execution, you must explain why the change is happening, what results are expected, and how it directly simplifies their daily work.
Crucially, employees must see that top management and owners are fully committed to the change. When leadership models visible buy-in, teams embrace the transformation and make it sustainable.
Jiří Koleňák: Zooming out, what are the essential milestones required to transition an organization from chaos to a functional system?
Petr Zeman: First, map out, define, and parameterize the desired system architecture. Second, form a cross-functional working group representing a true cross-section of the company—not just like-minded allies—to gather feedback, test assumptions, and refine the design. Third, execute a structured rollout.
Process transformation should be managed like classic project management: define clear objectives, establish executive oversight, set phase milestones and timelines, allocate resources, and review final implementation. Management principles remain identical whether applied to process engineering, scheduling, or strategic planning.
Jiří Koleňák: What was the first change you implemented after joining CROSS Zlín?
Petr Zeman: I joined CROSS in October 2016, two months before year-end. By December, I presented a complete master plan to overhaul manufacturing, plant layout, and operational workflows.
The very first action we took was a deep warehouse inventory audit and restructuring our inventory control system. Manufacturing cannot function efficiently unless material flows are tracked in real-time. Unfortunately, executing that shift also required making a few necessary personnel adjustments.
Jiří Koleňák: How do your experienced teams react today when you announce new organizational changes?
Petr Zeman: I take it as a great compliment that after all these years, our team approaches proposed changes with open, constructive dialogue. They know our intent is always to move the company forward. Building that level of mutual trust took time. When I arrived as a newcomer and executed radical operational shifts, not everyone was comfortable initially. But as results materialized quickly, deep mutual trust developed. Today, teams embrace change constructively.
Jiří Koleňák: You frequently state that a great leader doesn't hoard control, but actively develops successors. What shaped that philosophy?
Petr Zeman: Personal observation over 30 years in executive management. I’ve seen brilliant technical professionals build cults of personal indispensability—refusing to share operational wisdom or empower others.
Nobody is indispensable. A true leader builds a team that functions seamlessly in their absence. Your job is to establish the framework, transfer knowledge, mentor talent, and delegate genuine authority so team members make autonomous decisions and own their outcomes.
Jiří Koleňák: Do you follow a structured system for developing successors, or is it intuitive?
Petr Zeman: It is intuitive and organic. As departments evolve, I work closely with designated unit leaders—treating them as true operational partners. Through hundreds of hours of candid discussions covering business, strategy, and personal growth, we align mindsets. Mentoring successors is an organic, continuous dialogue.
Jiří Koleňák: Do you recall a specific moment when a team member truly stepped up and took full ownership?
Petr Zeman: Yes. One notable case involved a senior colleague in a critical role who was completely burnt out and preparing to resign. Working alongside the company owner, we repurposed his position and assigned him a new strategic focus. He experienced a 200% surge in professional output—it was an incredible transformation. Seeing people expand their perspective from managing a narrow silo to viewing the company as an interconnected organism is the ultimate reward.
Jiří Koleňák: That sounds very aligned with Baťa's principles! What distinguishes a manager from a leader?
Petr Zeman: A leader doesn't rely on formal organizational authority; they possess natural authority. You can have a true leader on the factory shop floor who holds no official title, but leads by personal example.
A manager holds a formal technical role—defined responsibilities, functional authority, and daily operational execution. The optimal combination occurs when a manager is also an authentic leader. The higher an individual advances in executive hierarchy, the more essential leadership becomes.
Jiří Koleňák: Why is leading by personal example so powerful?
Petr Zeman: Personal example inspires action across society, families, and corporations. When people see that executive words are backed by real actions and measurable results, they follow naturally. Authenticity is magnetic.
Jiří Koleňák: How do you approach talent selection for your executive team?
Petr Zeman: Early in my career, I personally participated in every interview across the entire plant—from assembly workers to department managers. Today, with hundreds of employees, that isn't feasible, but maintaining our corporate culture remains a priority.
We maintain a lean, family-style culture organized into agile units of 15 to 20 people. Technical capabilities can be taught, but core character traits cannot be altered. I evaluate candidates based on moral integrity, personal values, and cultural alignment, blending intuitive judgment with practical psychology.
Jiří Koleňák: What are the main benefits of maintaining a family-style corporate culture as a tech company scales?
Petr Zeman: Treating people as human beings rather than administrative headcount. It means assessing employee needs with empathy and flexibility rather than strictly through bureaucratic policy manuals. When employees navigate difficult personal circumstances, CROSS stands by them. We take immense pride in that human commitment.
Jiří Koleňák: You are an alumnus of STING Academy, which is now part of our university group. Looking back, how did higher education impact your executive trajectory?
Jaroslav Moravec: My career was shaped by two primary educational milestones: the Baťa International School in the 1990s and STING Academy later on. I studied part-time at STING at age 32 while already running my own manufacturing business with employees. The timing was ideal because I could immediately stress-test academic theory against real-world business realities.
STING excelled at employing real-world practitioners—executives taught management, active attorneys taught law, and seasoned economists taught corporate finance. Studying small and medium enterprise management provided deep, practical foundations in corporate accounting, financial analysis, logistics, business etiquette, and psychology that I utilize daily.
Jiří Koleňák: What is the primary value higher education offers an experienced practitioner?
Petr Zeman: Bridging academic theory with real-world execution. Pure practice without theory limits you to immediate personal experiences, while pure theory without practice lacks real-world application. Combining structured academic frameworks with practical execution creates powerful managerial capability. That synergy is why I was invited to lecture at Mendel University’s Faculty of Business and Economics for several years—translating textbook concepts into actionable business models.
Jiří Koleňák: What core competencies should modern university graduates possess to be valuable in business?
Petr Zeman: Critical thinking, problem-solving capability, and a relentless commitment to continuous learning. I dislike arrogance in young graduates who assume they know everything without valuing the hard-won experience of senior colleagues. Modern education must emphasize project-based, creative problem-solving. We look for adaptability, enthusiasm, and a drive for personal development.
Jiří Koleňák: CROSS Zlín operates with small teams of 10 to 15 people. How do you maintain effective cross-team communication?
Petr Zeman: Through structured formal touchpoints—like regular cross-functional alignment meetings—and ad-hoc informal problem-solving sessions. We also build interpersonal trust through informal team-building activities. Strong interpersonal relationships make cross-departmental collaboration effortless.
Jiří Koleňák: What happens when a talented individual lacks cultural fit?
Petr Zeman: Cultural misalignment—such as differing worldviews or communication styles—can be managed if core character is sound. Diverse perspectives enrich team dynamics; we don't want yes-men. However, if an individual exhibits flawed character or toxic behavior, that is a non-negotiable dealbreaker.
Jiří Koleňák: Under your executive leadership, CROSS Zlín multiplied its performance significantly. What is the formula for that success?
Petr Zeman: It starts with an exceptional partnership with the company owner, Mr. Juřík. He placed absolute trust in my strategic vision and granted me full operational authority to transform processes. Autonomy backed by real trust is the single greatest motivator for an executive.
Second: clear long-term strategy. Transformation should never be executed for short-term optics; it must serve a 3-to-5-year strategic vision. For example, I am currently preparing an overhaul of our production organization that I’ve contemplated for two years, launching next year as our operational scale demands it.
Jiří Koleňák: Looking back across your career, how have you evolved personally as a leader?
Petr Zeman: I gained deep confidence in my own vision. Early on, I second-guessed myself, assuming others were smarter or better prepared. Life taught me to trust my instincts, vision, and strategic focus.
Second, my leadership style evolved. In the 1990s, management relied heavily on "carrot-and-stick" command. Over the past 15 years, leadership has shifted toward psychology, empathy, and individualized development. Earlier in my career, I insisted on making every decision myself; today, I build autonomous operational space for unit leaders and provide high-level strategic oversight.
Jiří Koleňák: What does mentoring give you personally?
Petr Zeman: Joy in watching people grow and succeed. Over 15 years ago, I connected with my mentor, Mgr. Gruza—a brilliant psychologist and physiotherapist in Brno, now over 80 years old. He transformed my understanding of human psychology, leadership, and personal growth. Passing that wisdom on to emerging leaders is deeply fulfilling.
When mentoring younger talent, their unvarnished enthusiasm re-energizes me. It reminds me to celebrate small operational victories that executive routine can otherwise obscure.
Jiří Koleňák: What does your daily routine look like?
Petr Zeman: Every day begins with breakfast alongside my wife—a tradition we’ve maintained for nearly 35 years that grounds my day.
At work, our modern headquarters provides quiet strategic zones for deep thinking. Executives work even when not actively typing or speaking; strategic conceptualization happens 24/7, making mental reset routines essential.
Jiří Koleňák: How do you disconnect completely from work?
Petr Zeman: Nature and physical conditioning. I practiced martial arts (karate) for decades, managing my own studio. The intense physical discipline forced total mental presence and reset my mind. Today, I recharge through long walks in nature with my wife, cycling, and simple outdoor routines.
Jiří Koleňák: Looking back at your tenure at CROSS Zlín, what are you proudest of?
Petr Zeman: Sustained, continuous growth. CROSS navigated global disruptions—the pandemic, energy shocks, and geopolitical conflicts—with clean integrity while continuing to expand year after year. Watching the enterprise evolve continuously brings me immense satisfaction.
Jiří Koleňák: How do you define personal success today?
Petr Zeman: Earned trust. The owner's unshakeable trust in my leadership is the ultimate indicator of personal and professional success.
Jiří Koleňák: What final message would you leave with our listeners and students?
Petr Zeman: Do not fear crises, and do not fear making mistakes. Mistakes are necessary catalysts for growth. The sooner you make mistakes and learn from them, the sooner you gain wisdom. Embrace failure as a learning tool.
Jiří Koleňák: Petr, thank you very much for joining us and sharing your inspiring journey.
Petr Zeman: Thank you for having me. If this conversation inspires even one listener, it was well worth it.
Jiří Koleňák: To our viewers, thank you for watching. Please like, share, and comment, and see you next time with more inspiring guests!
