Common questions.
This page is written in plain language for humans first, search engines second.
What people usually ask first.
These are the questions that tend to come up in the first or second conversation. If you have a different one, email is often faster than waiting to see it answered here.
What do you actually do?
I work where technology decisions meet business consequences – asking the awkward questions early so the work gets easier later. I trace back to the original decision, clarify what the programme is actually for, keep vendor selection honest, and stay close enough to delivery that what gets built matches what was needed. In regulated markets, compliance and supervisory expectations are part of that conversation from the start, not an afterthought.
Who should hire you?
Organisations that have committed budget to a digital programme — or are about to — and something feels off. That could be a programme already in trouble, or a CEO who senses the decision was made for the wrong reasons before anything has visibly gone wrong. Either moment is the right moment.
In what capacity do you work?
Three ways: (1) as an interim or fractional Chief Digital Officer (CDO) for a fixed period, usually to stabilise or re‑align a digital programme; (2) as the owner of a specific phase, such as a diagnostic, vendor selection, regulatory feasibility review, or a go/no‑go before a pilot; (3) as a senior adviser joining an existing programme to translate between business and delivery so the technical team builds what the business actually asked for.
What does a typical engagement look like?
It starts with a diagnostic — one to two weeks of structured interviews and document review, followed by a frank assessment of where things stand. From there we agree on the next phase: concrete scope, clear deliverables, and a fixed effort cap. Each phase ends with a review. We only move forward if there is clear value to capture.
How is the engagement priced?
Each phase is priced independently — a fixed fee or capped day rate agreed before work starts. There are no open‑ended retainers. If a phase does not deliver clear value, there is no obligation to continue.
What sectors do you work in?
No sector restriction. Past work spans fintech, telecoms, energy, logistics, cybersecurity, and public sector across Europe, Africa, and Southeast Asia. The common thread is complexity — not the industry.
Do you work remotely or on-site?
Both. Based in Prague, working on-site across the Czech Republic and across Europe in combination with remote. In the Philippines and Southeast Asia when engagements justify it.
Can you help with Philippines market entry?
Yes. Beyond the digital programme work, I have a ground-level network in the Philippines: legal and tax advisors, major banks, hiring and Employer of Record providers, and business councils including AmCham and ECCP. Most European companies underestimate the orientation phase — the gap between what the rules say and how they are applied in practice. I can compress that phase and connect you to the right people. More on the Philippines →
How do you use AI in your work?
I use AI where it speeds up analysis and delivery — reviewing material faster, exploring options, and structuring what we already know. I do not use it as a substitute for judgement, accountability, or anything that has to stand up to a regulator, a board, or a post‑mortem.
How do I start?
Book a 15- or 30-minute call at cal.com/martin-kobera-digital/intro or email martin@kobera.digital. No deck, no prep — just a conversation to check fit.
Let's find out
if there's a fit.
No deck. No prep. Just thirty minutes. If there's a match, I'll follow up with a brief note on what I'd look at and a suggested scope.
Book a call