I'm new to being an expat

Czechs tend to be more pragmatic and consensus-driven, while Poles tend to have a faster pace and make decisions more directly, says Mariusz Wnuk, head of the ORLEN Unipetrol group, in an interview conducted in collaboration with the Global Minds project. In his native Poland, he rose relatively quickly to the highest levels of corporate management. He worked in pension fund management for a long time, and since the middle of last year, Mariusz Wnuk has been the CEO and Chairman of the Board of Directors of the ORLEN Unipetrol refinery and petrochemical group. He considers the long-term strategy of moving away from fossil fuels, which the company is already implementing, to be the biggest challenge, but also the one he is most looking forward to. His professional career to date has taught him a lot about the role of a manager. " It was particularly educational for me to understand very early that management is a job that requires involving people, their capabilities, limitations, and motivations," he says. He values colleagues who are curious and want to contribute – not just follow instructions. " I often see the role of a manager as a problem solver so I look for proactive mindsets in my team," he adds. He would not go anywhere for a good job offer. His recipe for handling great responsibility is as follows: keep a long-term perspective, even when dealing with short-term challenges. 

You have had a rich career in various management positions. Which stage of your career has been the most educational for you so far?

Many of them were the most educational by different reasons. I started working as a manager at a relatively young age, first as a financial director, then as a C-level executive. In the early 2000s, the economy was changing very quickly, and the corporatization of large state-owned enterprises was a particular challenge. It was very rewarding for a manager, because on the one hand you had to have an idea of goals based on best practices, and on the other hand you had to motivate large, inert organizations to change. It was particularly educational for me to understand very early that management is a job that requires involving people, their capabilities, limitations, and motivations.

In turn, asset management (in a pension fund) required professional qualifications confirmed by national or industry licenses. It was during this period that I obtained my CFA certification, preceded by years of training and annual exams. It was a very educational stage in my career. 

For the last fifteen years, you have worked for a company managing pension funds, and now you are at the helm of ORLEN Unipetrol. How challenging is it for a top manager to move from finance to refinery and petrochemicals?

The question is what type of finance you come from. Asset management involves allocating the portfolio between equity and debt, and then selecting companies. This job gives you a lot of knowledge about the current state of the economy, which is very important for managing a government bond portfolio, about industries, as investors we have to assess the economic situation on an ongoing basis, and about individual companies, because ultimately investment decisions are based on involvement in a given company. And considering the share of energy companies on the WSE, I can only say that I have been current with ORLEN for many years. Of course, now in a different role.

What do you consider to be the most difficult part of your new role, and what are you most looking forward to?

One answer to both of these questions. The long-term plan to move away from fossil fuels which is already underway. That’s why all our strategic decisions, from planning major investments in refineries to deciding on the location of gas stations, must take into account the prospect of reducing demand for fossil fuels and the development of electromobility.

From your CV, I understand that you have worked for a number of Polish companies. Is your current position your first significant step outside your home country?

Yes, I'm new to being an expat. 

Were you attracted to working abroad, or is the need to move abroad more of a barrier that is worth overcoming for an interesting management opportunity?

I wanted to make this step. Working in international company for several years and reporting not only to the other country but to the other continent (my pension fund company was a French-American-Polish JV) was a kind of inspiration.

How is working in the Czech environment different from your previous Polish experience?

Working in the Czech environment differs from my Polish experience mainly in terms of communication and management style. Czechs tend to be more pragmatic and consensus-driven, valuing stability and careful planning. In Poland, I often encountered a faster pace and more direct decision-making. Both cultures bring unique strengths, and as a CEO, I focus on integrating these approaches to build a resilient and collaborative international team.

Would you go anywhere for an interesting offer, or are there boundaries or distances you would not cross?

I have a family and a bunch of hobbies which incur social activities. I would consider these factors, as well as cultural fit and long-term sustainability. So while I wouldn’t say there are strict boundaries, I do believe in thoughtful decisions rather than moving anywhere at any cost.

Do you think it is necessary to reach a certain level in your career before going to work abroad?

Not necessarily. Going abroad can be valuable at different stages of a career. What matters most is the mindset—being open to learning and contributing, regardless of your position.

How would you describe your management style?

Rather engaging and motivating against pure forcing approach. I believe in empowering people by giving them ownership and recognizing their strengths. I’m hands-on when needed, but I also give space for autonomy and creativity.

Do you have a recipe for how to handle a lot of responsibility?

I don’t know, maybe this the question of a personality not a skills? Be ready to make decisions and keep a long-term perspective, even when dealing with short-term challenges. 

What is the key characteristic you look for in colleagues you want on your team?

I value people who are curious and want to contribute - not just follow instructions. I often see the role of a manager as a problem solver so I look for proactive mindsets in my team.

What do you consider to be true relaxation that recharges you?

Skydiving. I have been jumping out of planes for 30 years and it still, after 3000 jumps, gives me energy and cleans my mind. 

Do you have any professional aspirations that you have not yet fulfilled, but would definitely like to fulfil?

I would like to follow the path of my skydiving, where recently, in addition to my own sporting goals, I have been coaching younger jumpers. I’m also passionate about mentoring future leaders and would love to contribute more actively to leadership development programs.

Mariusz Wnuk is a manager with 20 years of experience in senior management and supervisory positions in the capital market, banking and leasing industry. Since June 2024, he has been working in the ORLEN Unipetrol group as CEO and Chairman of the Board of Directors. From 2009 to 2024, he served as Vice Chairman of the Board of Directors of the Pocztylion-Arka Powszechne Towarzystwo Emerytalne and from 2005 to 2009, as Deputy Director General of Poczta Polska. He chaired the Supervisory Board of Pocztowy Fundusz Leasingowy and served in the Supervisory Board of Bank Pocztowy. He is a graduate of the Faculty of Economics at the University of Gdansk, and completed training for senior managers AMP (IESE, Spain) and obtained the CFA® charter (CFA Institute, USA) endorsing investment management and financial expertise.

You can read the Czech version of the article HERE