Apr 24, 2025
"When you want to grow, you can't overload the best and expect miracles from the weakest." Jan Kubinec, CEO of AV Media Events, openly describes why the competitive culture in his company is no longer enough - and what he wants to do about it. Experiences from corporations like ACNielsen and Plzeňský Prazdroj taught him that corporate loyalty to people is often an illusion. Today he strives to lead differently - humanely, but with an emphasis on performance.
Listen to the interview on YouTube:
In the podcast CEO on the Edge of a Knife, he reveals how he went from a researcher to the CEO of a technology company. And why he started to build the company's success on data, trust, and people’s involvement. "At Prazdroj, I realized that when you approach changes with numbers and reason, you can convince even the toughest salespeople," he says. Nevertheless, the corporate environment eventually drained his joy - and that was the impetus for his departure.
Today, at the helm of AV Media Events, he addresses a seemingly simple question: How to grow when the performance culture ceases to function? A system where a salesperson only gets what they earn brings results - but also overload, competition for resources, and a lack of collaboration. "We overload the strongest employees, the weaker ones lack drive - and who is supposed to teach the newcomers?" Kubinec asks.
The solution? A gradual transition from a purely competitive culture to a model that strengthens collaboration, sharing, and the adaptation of new people. "I want even senior salespeople to know the standard to which a newcomer can relate. And for every exception to be conscious - not chaos," he explains.
What else will you find answers to in the podcast?
How exactly does he plan to change the corporate culture and why it will not be a revolution, but a conscious return to standards?
How is employee engagement measured and why is it just as important to him as customer NPS?
What did he take away from his consulting work with McKinsey and how did it influence his view on management?
Why does he not tolerate unethical behavior and double standards - and how does he set value boundaries in the company?
How can you tell that a person does not fit into the team, even if they are not formally breaking the rules?
The podcast is an inspiration for all leaders who know that culture is not a "soft" topic - but a strategic necessity for the growth of the company.