Roman Lobus

I started my career racking HP servers in a data centre in Ukraine — mid-range, high-range, Superdome, SAN storage. It wasn’t glamorous, but it taught me how systems actually work at the metal level. When something broke at 3 AM, no framework was going to fix it. You had to understand the fundamentals.

From there I moved into consulting. Ten years at Hewlett Packard Enterprise — delivering transformation engagements, ITSM consulting, DevOps assessments, and training across Eastern Europe, the Caucasus, and Central Asia. I learned to work across cultures, languages, and organisational politics. I learned that the hardest part of any transformation is never technical.

In 2018 I moved to Singapore and the scale changed. Enterprise Agile coaching for airlines, banks, oil companies, and government agencies. Then IBM, advising Asia Pacific and global clients on engineering transformation. Then VP at a leading global airline — where I’m now responsible for the enterprise agility practice across the technology organisation.

Today I’m focused on the question most engineering leaders are circling: what changes when GenAI rewrites the operating model? Not the tooling — the organisational design. How team structures shift, how delivery economics change, how the role of engineering leadership evolves. That’s where I spend my time.

I don’t believe in transformation by framework installation. The organisations that genuinely change are the ones that redesign their power structures — how decisions get made, how capital flows, how accountability works. Everything else is theatre.

I work at the intersection of three disciplines: organisational design, coaching psychology, and engineering leadership. Most practitioners pick one. I find the interesting problems live where all three meet.

I’m trained in organisational systems coaching — not just individual coaching. Organisations are relational systems. The dysfunction you see in a team is rarely about the team. It’s about the system the team exists within — the incentives, the politics, the unwritten rules. That’s what I work with.