How Miros Milenkovic Builds Aligned, Empathetic Teams for Web3
May 6, 2025 23 min read
Tech leadership today isn’t just about processes or shipping product. For Miros Milenkovic, Project Manager at Privado ID, leadership means balancing the philosophical ideals of decentralized identity with the practical needs of building for real people. From his early days in front-end development to leading cross-cultural, mission-driven teams in Web3, Miros’s journey is about empathy, adaptation, and human-centered systems.
On this episode of Keep Moving Forward, Miros explains why listening is leadership, how cultural clashes shaped his approach to remote collaboration, and what it really takes to build teams that last.
Building Through Alignment, Not Control
When Miros joined what is now Privado ID, the team was small, deeply principled, and fully distributed. The organization had a strong anarchic ethos, with many team members using open-source tools exclusively and even rejecting conventional workplace communication platforms. At one point, a team of fewer than 10 people was using three different chat applications.
“There was a constant clash of two different philosophies: One that is cypherpunk… anarcho-punk,” Miros says. “And then on the other side more traditional business-oriented.”
To move forward, Miros organized a three-day workshop in Barcelona to bring the full team together and establish shared practices.
“We do have common goals,” he explains, “but then we need to figure out some means that we are going to jointly use to just reach those goals, and it required alignment from the very top to the very bottom.”
The result was better alignment, not just on tooling, but on how to work together across differences. Even years later, he says this work is never finished. “It’s never done, it's endless work.”
Culture Isn’t a Soft Skill, It’s the Entire System
Leading global teams has given Miros a clear view into the real-world impact of culture on communication and collaboration. His guiding philosophy? Understand the culture, but don’t lose yourself in it.
“One should try to fit in, but not to bend yourself,” he says. “Because everyone that comes from a different site can bring something that can actually enrich.”
Working across continents, Miros learned to interpret not only what people say, but what they don’t. One thing that I like to think that I learned is to listen, not only what people say, but what people do not say,” he mentions. “And then try to explain it in a way that the other side, or multiple sides, can understand.”
He credits The Culture Map by Erin Meyer as essential reading, but emphasizes that books alone aren’t enough. Empathy, he says, is the real cornerstone of leadership.
“Empathy is the key word... Try to understand and then try to understand again and again.”
Designing a Fulfilled Remote Culture
Privado ID’s remote culture wasn’t carefully planned in advance—it was born overnight during the pandemic lockdowns. Suddenly, Miros and his team had to create a fully remote system while simultaneously delivering a complex product.
“I basically set myself on a quest to design all the processes,” he recalls. “But it was more of a way of working, and I tried to involve the whole team to do it in a collaborative way.”
They experimented with everything from virtual offices to weekly feedback loops. What made it possible, Miros says, was trust from leadership and participation from the team. His advice to other leaders is simple, but profound: learn about human behavior.
Miros encourages every leader to “do some personal therapy, try to learn about yourselves... and listen to others and try to bridge the gaps which exist.” He adds, “Build teams, not individuals, because a group of individuals and that same group as a team is a completely different output.”
At the core of it all is his belief that fulfillment and happiness drive better performance.
“I think that people need to be happy,... they need to be fulfilled, they need to be satisfied with what they're working on, that's a completely different level of contribution.”
Transcript
Miros Milenkovic:
I would say that this is maybe one of the most important things. Do some personal therapy, try to learn about yourselves, the good and the bad sides, and empathy and listen to others and try to bridge the gaps which exists. Even in the same culture, every human, which is a blessing, is a different creature, and we all need to adjust when we are speaking to others.
Caleb Brown:
Hey everyone, and welcome to Keep Moving Forward, the podcast from X-Team for tech professionals who are passionate about growth, leadership, and innovation. I'm your host, Caleb Brown, and in each episode we'll dive into candid conversations with the tech industry's brightest minds, including seasoned leaders, forward-thinking engineers, and visionary experts.
Today I'm joined by Miros Milenkovic, project manager at Privado ID. Miros's journey spans front-end development, global team leadership, and building decentralized identity solutions at the cutting edge of Web3. He's led teams through cultural complexity, massive growth in deep philosophical differences, all while shaping systems that aim to change how we think about identity, privacy and the internet itself.
In this episode, Miros shows how his leadership style has been shaped by international collaboration, why empathy and self-awareness are essential in distributed teams, and how he helped align deeply principled teams around shared goals. We also dig into what it really takes to build long-lasting remote cultures, and why understanding human behavior is just as important as technical skills. If you are leading in a global environment, navigating rapid growth, or curious about the human side of Web3 innovation, this one's for you. Let's get into it.
So, thank you so much for being here on the podcast, Keep Moving Forward. So I'm Caleb Brown, I work for X-Team, and I had the opportunity to dig into your background. I was able to check out LinkedIn and things like that, and you have a really interesting career journey. So, I wanted to see if you could just kick things off today with walking us through your journey from, I believe, front-end development to engineering leadership, and what sparked that transition from one to the other.
Miros Milenkovic:
Well, first, thank you guys for having me here. I'm super glad that when I received the invitation, so yeah, let's kick it off, right? My name is Miroslav. Thank you for the short introduction. So jumping right in, I basically started from, as I like to say, started from the gutter from dirty hands in development.
Basically while I was at the university, I was actually doing two different things. I was in all of it… computer networks and also a bit in web development, and I initially wanted to pursue my career in computer networks, but luckily the first job that I got was related to... Well, basically it was even more simple than the web development. This was web mastering of a site and doing a lot of different things. So, bit by bit, year by year as I was learning and advancing, I started doing more and more complex front-end development, and basically some of the first experiences in leadership were... I don't know, I somehow got it naturally. I was not shy to just propose myself to lead very small team, three of us, when we were all developing, but somebody needed to be in contact with the client, somebody needed to present, somebody needed to do these kind of things, and in very shallow way organize the work between us.
At that time I was working, it was basically a web agency, we were doing a lot of work for basically North America, US, Canada clients. I kind of liked it. I got some nice feedback, but I was still just a developer. So, it was years I was doing front-end development with a bit of team leadership and then these kind of things. And then I made a... Let's say there were simultaneously two big moves in my personal life and my career. I moved from Serbia to Spain, and I got a job as a front-end developer, but even more importantly than that was I moved to a completely international setup.
I became super interested in cultural differences, and how that influences everything. Starting from negotiating and dealing with clients, with people that we are basically developing software for, that come from... We have been working with.... That was a FinTech where I was working in Spain, so I was at that FinTech for more than five years, and it was very nice experience. But after that I switched to basically where I am now, and that's career in Web3. And at first I was reluctant to leave my job in established FinTech. I was having a place in the team, spending a lot of years there, I was more than comfortable, let's put it like that.
One of the colleagues that I worked with just called me one day and told me, "Hey, I started a new job. It's a very small team. We are six people, but this is super interesting. It's something that is revolutionary." I started digging a bit about that. I had some conversations with them, and after talking with basically the guy that is brains behind all this, called Jordi Baylina, and I got bought completely. Because I understood that for that team it was not a job, it was a mission. So, maybe I can explain a bit what this is all about, where I'm currently working, and we can, if needed, explain a bit how the evolution went, which I think is very interesting for the leadership perspective, and everything that gets to touch that.
Well, we are trying to solve problem of identity in, well, starting from Web3, but basically on internet. So, when internet was designed, nobody thought about some problems that we have today, or that we have been having for a while. There were, I don't know, what? 50 addresses that communicated directly with each other and that was enough. Everybody know who is behind that, right?
In University A to University B, et cetera, et cetera. I think it goes without saying that the problems for privacy, for lack of anonymity, and a lot of other things which actually touch all different aspects of our lives. It's not only... I don't want to go deeper into this, because it basically touches all aspects of our lives, especially today in fully digitalized world. So, we are trying to build solutions that will help people preserve their privacy, that will be able to have anonymity if and when needed, and build a better internet.
Caleb Brown:
Yeah.
Miros Milenkovic:
Let's say it like that. I can dig in more details later on. Currently, the current mission is building unified identity. Company today project is called Privado ID, which was previously Polygon ID, which before that was something that was called iden3 when I initially started. And I started that with that team with two different roles.
Initially we had an agreement that half of my time I will be working as a developer, but the other half, and this was super challenging and interesting for me, was basically to help with organization with the way of working. They have been trying different things, something that is called the anarchy approach to organizing a team. And it was quite challenging, because the group was small, but it consisted of people that I could dare to say some of them were even anarchists from cypherpunk perspective and completely supporting the movement.
Of course, all the cameras had the shutter right on them. Some of the phones had basically the Faraday cage or similar thing at the moment. And well, for some people they were reasoning behind that, that they have been fighting very hard to just resist it. We did, that brought a challenge in collaboration between people. Starting with the tools, so no regular tools. So, we were using only tools that are completely open source that people can review. We ended up in one moment having three different chat applications for the group of less than 10 people. So, I think that says enough.
Caleb Brown:
There's a ton of fascinating stuff in here that I wanted to dive into and I want to get back to, I think that's fascinating you say about having three... Actually, maybe we can just talk about it now. I think it was fascinating you said a relatively small team at one point was using three different communication tools, and it's like certainly I get that, you want them to have their autonomy and the platform they feel comfortable with, but was that from a managing standpoint or communication standpoint in general, was... Yeah, so how did you manage that, or did you just have to...
Miros Milenkovic:
No, so yes, it was very hard. And I say there was a constant clash of two different philosophies. One that is, let's call it like cypherpunk, anarcho-punk or more or less... A lot of these things are core in Web3, and I do support that. Actually there was the biggest conference that happens in Web3 called Devcon was a month ago, and I actually made a talk there trying to find the middle ground, trying to find the peace. So, my talk was that why cypherpunk approach [...] does not work in real world, and what can we do about this? Because we need to keep the principles, but we cannot just focus on that only, because we need to build tools for billions of people, not for hundreds or thousands.
And I think it's going to stay the constant fight between this, and it's healthy to have that, on one side. And then on the other side was let's call it more traditional business oriented, come on guys, everyone is, I don't know, on Google, and we have people reaching to us that are trying to work with us on certain tools, and we just cannot respond to them, or we are just doing some crazy bridges between it. It was hard. So how that was managed at the end, basically I organized, I think it was full three-day workshop for the whole team, so everyone gathered in the same place.
At that moment team was already, I think, close to between 15 and 20. So, it was growing from the six, seven when I joined, but it was basically still the same. We were in a kind of basement, like the Garage story, basement in Barcelona in a part of the city that has a lot of history with anarchy movements and stuff. So, everything was aligned, but there came a moment where we just needed to do some alignment and those, I remember that those were three very heavy days.
So, what I try to do, I try to basically convince the whole team that we need to have... We do have common goals, but then we need to figure out some means that we are going to jointly use to just reach to that goals, and it was alignment from the very top to the very bottom, very hard days for everyone. So there was a lot of hidden stuff just went out, which was the idea.
And at the end, this is how you can do things, it needs to be hard at first, so it gets to provide some results. And we ended up with having some important alignments, starting from the tooling and some other things, but I need to say that that, let's call it a fight, never stop. So, even now it's five and a half years that I'm with the project, which went through... When I joined it was seven people, then it was 35 in one moment when we stopped doing the identity solution, we focused for a full year to do a rollup, which was called Hermez.
And after a year, which was super intense, that was the year of COVID also, it was a lot of changes. Then we got acquired by Polygon, which at that moment had 150 people or so. So we became from 30, we went to 35 to 200. And while being part of Polygon, Polygon in one moment grew to 600 and then went back to, I don't know, 400, 300.
And so, last summer we did a spin-off for our own legal identity project, now we are all alone with again 40-ish people. But what I wanted to say to make the link, that push for alignment on all sides, maybe it's not fair to say that's trying to find alignment between engineering and business, but it's not completely unfair either. That continues. Of course it's way better than it was, but it's still something that needs, maybe not daily, but weekly or monthly care for sure, and to continue with different processes or in sometimes even babysitting different things. So, I was to believe that this can be solved. We are going to design new processes, everything will be set up. That happened particularly during COVID, because we went to lock... In Spain was very brutal, full lockdown.
Caleb Brown:
Absolutely.
Miros Milenkovic:
And we needed to redesign completely the whole processes, and I was thinking that, "Okay, now we have set up, it works. That's it." And of course I was proven to be wrong. It's never done, it's an endless work.
Caleb Brown:
Yeah. So, I did want to go back on the, you mentioned early on when we started, was you've worked across multiple countries and cultures, and worked with a lot of folks from different backgrounds. So, I did want to dig in a little bit more to just understanding how that international experience shaped your leadership approach, and just any of the challenges that you've run into along the way?
Miros Milenkovic:
Yeah. I believe that that's probably the most interesting thing that we can talk about. Of course COVID and organization and these kind of things, but if I reflect in last 10 years, which is basically from when I moved abroad and started working in completely different environments, probably the most interesting is that I will call it clash of cultures. There is one book that I recommend to everyone, and there was years when I was just carrying it with me in my bag and just take it out and say, "Everyone needs to read this." Which is called The Culture Map from Erin Meyer.
And whenever I have opportunity, I try to find some literature on the people that talk and investigate on the similar topics. But my experience is that, in general, people are not thinking enough about how much these differences actually influence your day-to-day work, everything, starting from aligning on strategic goals. So, I moved from the culture where I work is European, but it's like this region is called Southeast Europe, but it's a bit of mix of different things, but in general people are quite direct, on so many aspects.
I'm going to try to just highlight the few, because we could be talking full work day on this. So, when I moved to Spain, that's a totally different thing. There's unspoken is the king, so you really need to read between the lines, and there's a lot that is just not said. And I need to say that I am still not mastering that as good as I should be. But also, on the other hand, what I learned is that at first I was thinking that one should adapt to the culture. You are bringing your backpack, but you are coming to a place where it has its own rules established, and you should try to bend to that.
With experience I would say now that one should try to fit in, but not to bend yourself. Because everyone that comes from a different site can bring something that can actually enrich. There's no perfect culture. Some people prefer more direct, some people prefer less or... Well, I made a mistake, I said prefer, it's not about preference. The actual point is that most of these things are completely unconscious, so people have ton of different bias that they're not aware of. So, once you become aware of something, then you can actually learn how to control it and how to tame it.
And what I was trying to do first was to learn how the local culture works, but basically since the very beginning there was people from completely different sides, and I was trying as much as I could first to understand everyone. One thing that I like to think that I learned is to listen, not only what people say, but what people do not say, equally important, sometimes even more. And then try to explain it in a way that the other side, or multiple sides, can understand that.
So, let's say the big jump from me was coming to Spain, and in this Latin-like culture where there's a lot of unspoken, which was particularly in business, I was thinking that in your regular life, of course things work in one way or another, but for me, maybe my education maybe was too analytical. It's like you need to say one and one are two and that's it, there's not more, not less. I learned probably the hard way that it's not like this. But even bigger impact for me was when our project got acquired by Polygon, that was completely mind-blowing experience, because there was 80 plus different nations in those 500-ish people.
Basically people from everywhere. Of course, as Polygon originates from India, there was a lot of people from India, which was for me... I had experience with that culture before, but more on a business relationship. I need something from you, you need something from me. But having people as co-workers, having people in the team that I need to manage, then Europe from all over, US and everything in between, so it was like a melting pot of different cultures. And I've seen some things that do not work, in my opinion do not work. It's very hard, maybe it's even… it's bordering impossible making policies that can work for everyone. It's very hard.
So, if I learn something that would be, I'm going to repeat again, empathy. I think empathy is the key word that... When I said I tried to listen to the people, but it's empathy. Try to understand and then try to understand again and again.
Caleb Brown:
Exactly. Yeah, absolutely. No, that's really interesting, because you're a good one to hear these things from and to learn from, because I can tell that you've worked with a ton of different cultures and... I was digging in a little bit to, I'm familiar with Web3, but I was digging into the product and everything before this, and it's a fascinating space.
So yeah, it's just interesting to learn a little bit the behind the scenes of the team and things like that. But we were talking about remote culture and we were talking about COVID, and that made me think of remote culture. So, I did want to talk a little bit about that, about just how you're maintaining that team mesh, that company culture in a fully remote environment, or a mostly remote environment, in these cases where you're also working with folks that are in different cultures as well.
Miros Milenkovic:
Just one thing that just crossed my mind while you were explaining, most probably the one thing that influences a lot, not only me, but the whole team, is actually what we are building. And we are trying to build universal identity solution, which cannot be biased at all. It needs to work everywhere, for everyone, anytime, any place, any person.
Then you are just trying to find the middle ground, basically, for eight billion people. And from that perspective, the user experience, the user interface, everything that is related with this, we have learned it with our project that this is... I don't know how to amplify it enough. Very important is not good enough word to say, but also the project is coming from tech base, right? So, the first there was the technology and then came everything else, and everything else is still coming.
We started with pure cryptography and then started building on top of this, not the other way around. Which of course has its benefits, but a lot of times in some small bits and pieces, we have learned the hard way importance of thinking about the user and who is actually going to be using this. And that's maybe a problem of Web3 as well, being a bubble-ish environment.
Of course we take a lot of responsibility for this, but it's not only that, right? Web3 has been artificially pushed and closed into some margins. Of course, hopefully these things are going to change and are changing. There are big initiatives all over the world and people are starting to understand... Talking about identity, I don't want to talk about other things, that this is very important and we all know how internet works today or better said, how internet is broken today, from identity, privacy, lack of anonymity, and from... I don't know from my parents that they are selling their data that they are not even aware that they are getting personalized ads, and maybe their opinion is being pushed in a certain way that they are not even aware that this is happening, while the country is in a political mess, and it happens everywhere.
But from, let's call them ordinary people, the people that I'm meeting on the street when I go out of my building with their phones. But on the other hand, there are some very particular cases which is super sensitive people, and there's journalists and there's researchers that talk about Wikileaks, and these kinds of things. So we as a community, we need to... There's a big challenge. We need to design tools that will enable whistleblowers and everything that they need to do, that they can do this and they stay safe. On the other hand, we need to enable for any person that is in any kind of digital interaction with any entity. With AI, this is getting more and more complex, so that's another topic, right?
Caleb Brown:
Yeah, right.
Miros Milenkovic:
But this is something that we need to do, so I just wanted to say that. Now going back to remote, I think the whole world more or less experienced the remote working for its good and for its bad sides. For our team, it basically happened overnight, but literally overnight. So, there was a Wednesday, for example, when we were in the office, and on Wednesday night they said for tomorrow full lockdown, and the next day was like, "Okay, we are now fully remote company."
Caleb Brown:
That's crazy, yeah.
Miros Milenkovic:
How? How all this works? Well, of course we aligned with the rest of the company and with the leadership. I basically set myself on a quest to design all the, let's call them processes, but it was more way of working, and I tried to involve the whole team to do it in a collaborative way. It took us a few months, but basically the point was that if you could work in advance, that you know, "Okay, from January we are going to be remote." And we start in August drafting this and that, and we have time. We didn't have time to do this. We were not alone, everyone was in the same situation. So it was very hard to build the processes while you need to work, and while we were actually as a project on a quest to build a rollup in a year, which nobody did that before.
So, it was super challenging, but I would say that having the leadership that... When I say leadership, I mean the owners, we were not that many, of the project that basically understand and I need to give them my thanks that they were basically almost all the time giving me full free hands to just design things and do them, but not less important is the participation of the whole team.
What I basically try to do, it's a way to do these kinds of things, I try to find few people that are very interested in this and basically I take them as my right hands, and then we try to develop things together, do some A/B testing, try to iterate fast, fail fast and rebuild. But we tried all different sorts of things. I remember there were times when we were dedicating, for example, few hours of every Friday to have virtual office. There were these kind of softwares when you get avatars and you move, you actually have the coffee machine and the water machine, the kitchen and these kind of things.
Caleb Brown:
Exactly. Yeah. So, I did want to just find the topic that makes sense to wrap up on, and I did want to just talk about a little bit of future outlook stuff in terms of managing and leading. And as we've talked about, you have such a good experience of working with folks from all over the world. Just wanted to start to end things with just your advice that you would give to tech leaders who are trying to build international teams, and especially remote teams, and just end on some advice you have for folks that are in that position that are fresh into it, or about to be.
Miros Milenkovic:
I'll try. Do your own research, as we say in Web3.
Caleb Brown:
That's right.
Miros Milenkovic:
Yeah. And there's another one which is more for identity, is verify, don't trust. So, jokes aside, maybe this would be a good way to explain. If I could go back in 20 or maybe more years in past, if it would be possible I would, in parallel with studying, with taking the courses in university that are technical, I would do psychology and social studies. Because what I have learned is that at the end... And for me that was the switch, when I started switching from being a developer only to more leadership roles, I used to say to my friends as a joke, but at the end it is like that, while I was working with the machine, it was totally fine. I tell him what to do, or he tells me that something is wrong, but things are quite black and white. I can behave badly and there will be no repercussions if I yell at my machine, or people crash their laptop, or whatever.
But then when you start working with humans it is a completely different thing, of course, this goes without saying, but the importance of... I don't know how to say that, but human factor in interaction. Because when you are working with a person, you are actually establishing multiple connections on personal interaction level, on the human level. We are full of bias, I would say, maybe let's try to switch to advice, right?
Caleb Brown:
Yeah.
Miros Milenkovic:
Learn about your bias, try to control them, learn about different cultures and how communication, and not only communication, how everything works, because I'm telling you one thing and you are hearing a completely different thing, and that's like we didn't even start in executing something, we are already off totally. So, I would say that this is maybe one of the most important things. Do some personal therapy, try to learn about yourselves, the good and the bad sides, and empathy and listen to others and try to bridge the gaps which exists. Even in the same culture every human, which is a blessing, is a different creature, and we all need to adjust when we are speaking to others.
But I'm just going to reflect back to something that I said, and that was something that I proved to myself that I was wrong. Do not bend yourself. Try to enrich the environment where you are, because everyone brings something to the table, but not... Let's say, the person that is managing the table needs to open the opportunities for people to actually make the contribution as good as they get, and that's where I personally get my satisfaction from. When just somebody tells me, "Hey." Or doesn't even need to tell me, when I see that somebody is actually, I will use the word, which I know in some circles is a forbidden word, but when people are happy, because I think that people need to be happy, or in a very broad sense of that word, but they need to be fulfilled, they need to be satisfied with what they're working on, that's a completely different level of contribution.
Build teams, not individuals, because a group of individuals and that same group as a team is a completely different output. Especially if you are building a... Of course there are shades there. If you are just an agency and every two months you have a different thing, you just need to ship. But also it will not be the same. But even more important, if you are building a product for a longer run, as we are doing here now for six years and more, it is very important that you have people engaged, that you have people that understand each other, and that know how to communicate with each other. Which, again, is an endless process. There's no end to it.
So yeah, I don't know how much have I managed to answer, and if I gave any useful inputs, but yeah. It's not tech only, psychology, sociology and all these sciences that somehow end up on a second grade science, they are at least on the same level, if not even more important.
Caleb Brown:
I think that empathy is... I certainly agree with that, and then another point that really stuck out is that self-awareness, being able to recognize those biases that we have. And I agree with that a billion percent, but it's also a very difficult thing to do. They often say that you can't teach self-awareness, but those that can understand that and master it, and at least just get an idea of it, I think are great leaders from what I've seen.
Miros Milenkovic:
Sorry, just to jump in.
Caleb Brown:
Yeah, absolutely.
Miros Milenkovic:
It's not a shortcut, but there is a way how to, let's call it, enrich your self-awareness, and that's ask people for feedback. But try to build a relationship where people will give you an honest feedback, and use others as a mirror as much as possible, as the more unpleasant it gets, the more valuable it is. So yeah, that's maybe one of the ways how to get there.
Caleb Brown:
A hundred percent, and I think a great point to end on. I think that is a very educational, very powerful statement. So, thank you so much, I really enjoyed this chat. This was nice to dig in a little bit. So yeah, thank you so much. I really do appreciate it.
Miros Milenkovic:
Thank you. Thank you, Caleb, and thank you everyone for listening and for inviting me, having me here. I actually feel that we just started the conversation.
Caleb Brown:
I know.
Miros Milenkovic:
But probably that's a good thing, right?
Caleb Brown:
Yes.
Miros Milenkovic:
If this manages to touch a few people then they just dig a bit by themselves and investigate, so thanks again.
Caleb Brown:
Yes, thank you.
Miros Milenkovic:
Thank you.
Caleb Brown:
What a powerful conversation with Miros about leading with empathy, navigating cultural complexity, and building engineering teams that are truly aligned in purpose. One thing that stuck with me is Miros's perspective on self-awareness. Understanding your own biases and inviting honest feedback is a crucial part of leadership. His reminder that working with people isn't binary like code, it's nuanced, emotional, and deeply human. And I believe that this is a message that more tech leaders need to hear.
I also appreciated how he's tackled some of the most unique challenges of Web3, leading teams where privacy, open source values and decentralized principles often collide with day-to-day business needs. His story about helping his team align through tough conversations and deep workshops shows what it's really like to lead through difference, not avoid it. Thank you, Miros, for sharing your journey and insights, and thank you to our listeners for being part of this conversation. It's stories like these that remind us why we keep moving forward.
Join us next time for more insightful conversations with tech leaders who inspire us to grow, lead, and innovate. Find us on Apple Podcasts, Spotify, or YouTube music, and don't forget to share this episode if it resonated with you. Until next time.
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