Jiří Pech (PKV): Culture works like a centrifuge. Whoever doesn't pull their weight leaves on their own

Jiří Pech has run PKV since its founding. In just a few years, he's turned it from a small consulting firm into a leader in the energy sector, with quarter-billion-crown revenue and ambitions to reach a billion. His key recipe? Hard work, an emphasis on efficiency, and constant pressure on performance — both in processes and in people. PKV isn't a company for everyone. “Money is the lifeblood of a company. Not so we can hoard it, but because without it, a company stops functioning. And if we don't keep pushing the company forward, it'll stop laying golden eggs for us.”

PKV is growing because it isn't afraid to do things differently. Half its revenue comes from government contracts, where price is key. “If you want to make money on government contracts, you have to be faster and more efficient than everyone else. We track every single step — from a technician's travel time to the final deliverable. When we find something isn't working, we adjust the process, or increase the time allowance. But it can't just be a feeling — we need data behind it.”

Firma stojí na třech pilířích: The company rests on three pillars: teamwork, a hunger for new things, and efficiency. People at PKV rate each other — across teams and positions alike. “When a salesperson hands a job over to production, they get rated across six categories. If they communicate badly internally, they're probably communicating badly with the client too.” The culture is set up so it naturally attracts some people and repels others. “Some people decide to leave on their own once they realize it isn't for them. And that's fine.”

Growth came with its share of mistakes too. Jiří Pech openly admits he delegated hiring to middle management too quickly. “Suddenly we were bringing in people who wanted to be part of a successful company, but didn't want to keep pushing that company forward. That's a big difference.” That's why PKV now emphasizes that every new person doesn't just need to fit in — they need to move the company forward. Middle management is motivated on results — they get a share of profit, and they learn to understand the connection between team performance and the company's economic results.

PKV invested in offices that won an Office of the Year award. But it's not about the design — it's that the environment shapes behavior. “We allow limited working from home. If you're not at the company, what's keeping you tied to it? Culture doesn't get built at home.”

Looking ahead, PKV wants to grow not just in volume, but technologically too. It's developing its own energy-management software and expanding abroad. “By 2030, Czechia will be short one Dukovany power plant's worth of capacity. We're preparing for that. The vision is clear — help companies handle a future where energy is expensive and scarce.”

What else will you find answered in the podcast?

How can you tell a new employee won't move the company forward?

Why isn't PKV afraid to part ways with people even during their probation period?

How does cross-team rating work, and why is it more effective than traditional HR processes?

What does efficiency mean for PKV in practice, and how do they measure it?

Why does Jiří Pech say he invested 50 million crowns in growth, but “burned through” 60% of it?