Rohlik Taught Her How to Drive Rapid Growth in a Complex Environment. Now She's Joining ACTUM Digital to Find the Best Talent

Originally, Alžběta Doležalová was interested in psychology and political science, which she studied with the intention of eventually working in political marketing. However, once she found a part-time job in HR at Siemens during her studies, she became completely devoted to this field. "I was fascinated by how enormous an impact working with people has on both results and atmosphere in a company," Doležalová recalls.

It was there that she first learned to understand HR as a system, not just as a service. After Siemens, she gained experience in technology and rapidly developing companies such as Acision and Air Bank, where she got a feel for fast growth and pressure for innovation. "But Rohlik was the greatest life lesson," adds the graduate of Masaryk University in Brno.

At the Czech Rohlik, she started as the first HR person and was responsible for building the team with which she created the initial processes. She also experienced a key moment for the company when it transformed from a "local rocket" into an international group, so she was there when Tomáš Čupr's online supermarket expanded and laid the foundations for a strong corporate culture across markets.

"I built HR structures in newly established branches, shared know-how, set up unified principles, and eventually led HR for the entire group. It was quite a ride – fast, demanding, but incredibly valuable," adds Doležalová.

After eight years at Rohlik, however, the mountain hiking enthusiast began looking for something new. Something that wouldn't have strictly corporate structures, but where she would feel an opportunity for growth. At the same time, she has always been interested in technologies and digital products that transform the standard operations of companies and people. And that's exactly what ACTUM Digital offers in her eyes.

"The key for me was that from the beginning, I felt trust from the management at ACTUM Digital and a desire to do things properly. At the same time, it has ambitions to grow quickly beyond borders and places the same crucial emphasis on customer experience as Rohlik did. It seems like an ideal fit," adds Doležalová.

Thanks to her experience from her previous role, Doležalová knows how important it is to share company DNA, clear values, and expectations from the start when expanding to new markets, so that new teams feel part of the whole. And this is based not only on localizing processes but also on creating an environment where people in different countries work with one goal and a similar mindset.

"As we all know, strategies in companies can change every three months. That's why teams must be able to function in environments that transform this quickly," she says, adding that the key parameter is both building open communication and trust, as well as setting up a system that the company can rely on, even when priorities change at a higher pace.

However, the customer must always be at the center of attention, which is an aspect that ACTUM Digital perceives similarly to Rohlik. Even though its clients are more often large corporations than individuals, the principle is the same: be fast, deliver quality, and bring value. And this is also reflected in the requirements for people, where Doležalová has a clear and proven approach:

"We need people who think in context, understand client needs, and can deliver not just output but also an experience of good collaboration. They must also feel responsibility, appreciate the work of others, collaborate without unnecessary games and ego. And they definitely shouldn't be afraid to take initiative."

Selecting the right people and keeping them motivated to do even better work isn't always easy, but Doležalová advocates three key trends and innovations that strongly help. First, data analytics, so that HR and other relevant people in the company know what really works. Second, decentralization of decision-making, where HR becomes a partner that helps managers make good decisions. And third, it's about building strong managers. Nothing works if leaders don't know how to lead.

"At ACTUM Digital, I would like to use these principles and my experience for further professionalization of HR: from setting up a functioning organizational structure and compensation to developing leadership and culture that motivates and holds together even in times of change," she says in conclusion.