It started in a studio apartment with one developer

It was 1999. My brother Martin and I were founding KASA.cz — one of the first Czech online stores. We had almost nothing: a small office, a little money, and an enormous dose of naivety that protected us from fully understanding what we were actually getting into.

What we understood very quickly, however, was this: a company's success or failure depends entirely on its people. Not the product. Not the price. Not the marketing budget. The people.

We needed a brilliant logistics manager who could sort orders for the entire country. We needed an accountant who wouldn't fall asleep over the books. We needed a salesperson who could convince suppliers to give us payment terms we had no right to expect. Each of them was critical. Each of them was hard to find.

Nokia: the impossible puzzle called "the right person at the right time"

Then came Nokia. As General Manager for the Czech Republic and Slovakia, I was running a large organization across two countries with different cultures, different markets, and different customers. I quickly realized that having good people wasn't enough — you needed them precisely where you needed them, exactly when you needed them.

"The greatest luxury in business isn't a big budget. It's having someone at hand who knows exactly what they're doing and doesn't need six months to figure it out."

At Nokia we could afford specialists. We were big enough, we had the infrastructure and structure. But every founder, every owner of a 20- or 50-person company understands me: finding a genuine expert — and then convincing them to work for you — is sometimes a heroic achievement.

Pilulka: five countries, a thousand problems, one common denominator

Pilulka was a different school. Pharmacies, regulations, five European markets simultaneously. Every country had its own laws, its own language, its own healthcare system logic. I needed compliance specialists for each market. Lawyers versed in local pharmaceutical law. Data analysts who understood health data. HR managers who could recruit pharmacists in Romania as efficiently as in the Czech Republic.

I kept running into the same problem: the time required to find the right person was longer than the time I had to get results. Recruitment takes months. Onboarding takes another month. And then you discover you've hired someone who looked perfect on paper but is average in practice.

The turning point: what happens when a physical expert gets AI superpowers

Two years ago I first saw AI agents with precisely defined skill sets working alongside a physical expert. It wasn't magic. It was a system. And that system turned a moderately good accountant into an exceptional financial analyst. It turned a competent HR manager into a recruitment machine. It turned a legal advisor into a compliance department of an entire team.

"An AI skill set is not a replacement for a person. It's a multiplier. It takes the best a physical expert can do and gives them the capacity, speed, and precision no individual could have on their own."

Continuous Supervision — a senior expert team always on standby

Every stafAIa deliverable runs under the oversight of a senior expert team. Output quality is reviewed, escalation is always available, and there is always a named, accountable professional standing behind the work — not just a tool.

That is why stafAIa exists

stafAIa is the answer to a question I have been asking since 1999: How do you give every company access to the best competence — without months of waiting, without astronomical costs, without the risk of a bad hire? I want every company in the Czech Republic and Slovakia to have access to expertise that used to belong only to the biggest players.