Dawid Rutkowski
Role of Interest:
President (2-year term)
LinkedIn Profile (link):
www.linkedin.com/in/dawidrutkowski
Motivation: Please describe your motivation for pursuing this role and the qualifications you would bring to it.:
My motivation for pursuing this role is rooted in a strong commitment to continuous improvement and to professionalising governance within Sietar. My experience leading complex transformation initiatives across 16 countries and steering SAP implementations in culturally diverse settings has equipped me with a proven track record of inclusive project governance, ethical decision‑making, and cross‑cultural communication. As head of the Audit Committee in Sietar Polska, I witnessed firsthand how transparent oversight, structured collaboration, and a culture of accountability strengthen an organisation’s resilience and support both strategic goals and day‑to‑day operations.
I bring intercultural expertise that enables me to navigate multicultural stakeholder environments, foster collaboration across borders, and promote dialogue that aligns with Sietar’s mission of bridging perspectives. By establishing clear workflows, enhancing governance practices, and building a culture of accountability.
Vision: What is your vision for the future of SIETAR Europa? What priorities would you set in order to achieve that vision?:
My vision for SIETAR Europa is to become the leading hub for intercultural dialogue that empowers member organisations to translate diverse perspectives into tangible social impact. Building on a foundation of transparent governance and continuous improvement, I will prioritise:
- Unified governance – Strengthening a European‑wide framework that aligns the network’s objectives and reinforces accountability.
- Knowledge exchange – Establishing a steering committee that facilitates best‑practice diffusion across the 16‑country landscape.
- Inclusive project governance – Fostering ethical decision‑making that reflects the cultural diversity of our partners.
- Digital transformation – Driving cloud adoption and digital tools to enable seamless collaboration and data sharing.
Growth: How would you propose increasing membership numbers, enhancing membership value and ensuring the long-term relevance of SIETAR Europa to its members?:
To boost membership, I would launch a multi‑channel recruitment campaign that highlights the tangible benefits of SIETAR Europa—access to best‑practice case studies and a network of Sietar Europa drawing on interculture experience leading. Enhancing membership value would involve establishing a digital knowledge hub with curated content, webinars, and a peer‑to‑peer mentorship program, ensuring members can apply inclusive governance principles and ethical decision‑making in their own contexts. Long‑term relevance would be secured by embedding a continuous‑improvement cycle: regular needs assessments, a steering committee that reflects diverse stakeholder voices. This integrated approach will attract new members, deepen engagement, and keep SIETAR Europa at the forefront of intercultural dialogue and organisational excellence.
Leadership: SIETAR Europa relies on the energy of volunteers. How would you lead and support others in their roles to prevent burnout and ensure organizational effectiveness and continuity?:
To keep volunteers energized and the organisation running smoothly, I would build a volunteer‑management framework that blends clear expectations with sustained support.
- Define roles and set realistic goals – Drawing on my experience steering cross‑border transformations and ensuring inclusive governance, I would create concise role descriptions, workload guidelines, and measurable outcomes, so volunteers know exactly what is expected of them.
- Foster community and recognition – Structured communication channels, regular virtual meet‑ups, and a recognition program would help volunteers feel valued and connected, reducing isolation and burnout.
- Offer flexibility and monitoring – By applying the same cultural‑sensitivity mindset that guided cloud‑transition projects, I would implement flexible scheduling and workload‑tracking tools, allowing volunteers to balance commitments while providing early warning of overload.
- Invest in continuous learning – Regular training and mentorship sessions—rooted in my commitment to continuous improvement—empower volunteers with new skills and reinforce a culture of growth.
Commitment: Serving on the Executive Committee requires both leadership competence and hands-on time commitment (about 5–10 hours of active work per week). To what extent do you have the flexibility in your personal and professional roles to make this time available?:
Balancing family, professional work and volunteer commitments at Sietar Europa is a deliberate, structured effort. I set clear boundaries—designating specific days or hours each week for volunteer duties so they never intrude on family time or critical work deadlines. My experience leading cross‑border transformations has taught me to design efficient workflows and realistic timelines, which I apply to volunteer tasks, keeping them focused and outcome‑driven.
When I’m on a volunteer project, I leverage the same principles of inclusive governance and ethical decision‑making that guided my SAP and cloud‑transition initiatives, ensuring that my time is used effectively and that I can step away when family or professional priorities arise. By integrating short, high‑impact volunteer sessions with regular check‑ins and transparent communication, I maintain continuity for the organisation while preserving the quality of my personal relationships. This disciplined approach—rooted in continuous improvement and intercultural sensitivity—allows me to contribute meaningfully to Sietar Europa without compromising either my career or my family life.