Maxim Vrána (CGO Trask): Technology is changing the world – but success is driven by understanding clients

The market is shifting: Clients want partners, not suppliers

Maxim, where do you think the market stands today? What do clients really expect from technology partners?

The market is changing dramatically. Every major company today is, in a sense, a technology company – whether it’s a bank, an energy provider, or an automaker. Technology is no longer just supporting infrastructure; it’s a key enabler of business. At the same time, clients are much more mature than they used to be. They have strong internal IT teams, they insource, test new approaches, and educate themselves in technology. This means that partners who succeed must bring true expertise – not just provide capacity.

What does that mean in practice for the client–partner relationship? How are their roles evolving?

Clients are looking for firms that combine deep technological know-how with experience in complex enterprise implementations, that understand their business challenges, design targeted and measurable solutions, and integrate them seamlessly without disrupting operations. They expect a partner who ensures adoption and long-term functionality, provides strategic advisory, and offers continuous support – including managed services. They value transparency, open architecture, and the ability to evolve further. And of course, they expect tangible outcomes that prove ROI.

In this regard, Trask has a strong advantage – it combines technological depth, long-term stability, and a true partnership culture. And that’s more valuable today than ever before.

You mentioned the growing technological maturity of clients. How do you see the changing role of technology in company management itself?

It’s changing fundamentally. Technology is no longer a separate discipline – it’s an integral part of strategy. And that also requires a mindset shift. Companies no longer ask whether to digitalize, but how, at what pace, and with what impact.

We’re seeing several strong trends. Artificial intelligence is a major topic, but its real impact emerges only when it’s connected to business reality. Equally crucial is data – having data that’s available, consolidated, and usable for decision-making and prediction. There’s also increasing pressure to modernize systems and eliminate legacy environments that hold back innovation. And finally, openness is key – companies don’t want “black boxes” anymore, but flexible solutions that can evolve and integrate easily.

It’s not about growing everywhere. It’s about being relevant where it matters to clients

How do these changes and trends translate into your role as Chief Growth Officer?

My role is about growth – but growth for me isn’t just about numbers. Trask has always stood on strong technological expertise and long-term client relationships, and that’s exactly what I want to build on. My task is to further develop this foundation – strengthening our position as a strategic partner who brings measurable value and helps clients achieve their goals. At the same time, I want that growth to reflect in how Trask is perceived – as a brand with global reach and impact.

But growth doesn’t come only from projects or figures; it comes from people. I believe the key lies in a strong, capable team that understands the client across the whole organization – from the boardroom to IT. I want Trask to be not just a great delivery partner, but a trusted advisor who thinks in context and is a natural part of the client’s decision-making process.

When you talk about growth and global reach, where do you currently see the biggest opportunities for Trask?

Our key focus remains on the DACH region, North America, and of course the Czech Republic. We have a lot to offer in all of these markets – top-tier know-how, experience with complex enterprise implementations, and the ability to communicate in the client’s language. In these regions, we aim to grow not just in volume but in quality – to be the partner who brings confidence, continuity, and innovation together, and who delivers lasting value, beyond go-live.

Why Trask – and what makes it different

Maxim, you joined Trask just a few weeks ago. What are your first impressions of the company and the environment you’ve entered?

After more than six years in the American corporation Ernst & Young, this is a big change. Trask has an energy that large corporations often lose – people here truly want to make things happen. There’s a strong drive to create, to explore new paths, to collaborate. The environment is highly professional but also very human and welcoming. It reminds me of the early days of my career – of companies where things happen because people want them to, not because they have to. That’s what inspires me.

What convinced you that Trask was the right choice?

I’ve known Trask for many years as a fair, technologically strong company – one we used to compete with a bit, and one I’ve always respected. I knew about its excellent reputation among clients and that its results are built on deep technological expertise. And then there’s the people factor – I’ve known Pavel Rieger and Filip Tománek for a long time and hold them in high regard. I felt that Trask is standing on the threshold of its next chapter – with enormous potential to grow, not just in numbers but also in global relevance. That’s a challenge I wanted to take on.

[.infobox][.infobox-heading]Maxim Vrána, Chief Growth Officer & Member of the Board, Trask[.infobox-heading]Maxim Vrána, Chief Growth Officer & Member of the Board, Trask Maxim Vrána is an experienced executive with more than twenty years in the technology and consulting business. Since October 2025, he has served as Chief Growth Officer and Member of the Board at Trask, focusing on global growth, strategic partnerships, and strengthening commercial performance across markets.
He joined Trask from Ernst & Young, where he spent six years as Associate Partner and Sales Director specializing in technology consulting and business development. Before that, he led Creative Dock Group as CEO and spent over 17 years at Unicorn, where he progressed from developer to Director of the Production Division.
He holds a master’s degree from the Faculty of Nuclear Sciences and Physical Engineering at the Czech Technical University in Prague.[.infobox]

Trust, expertise, and meaning – three pillars of success that work beyond business

What’s your personal “recipe” for successful growth?

It comes down to three things: relationships, expertise, and understanding. Without trust, no business can open up. Without expertise, it can’t sustain. And without understanding what the client truly needs at this moment, it can’t move forward. Trask has all three ingredients. My role is to connect them even more strongly and give them a clear direction.

Trask is all about growth and performance. What helps you personally keep the pace – what gives you energy and balance?

Family and movement. I have two young sons, and I try to spend as much time with them as possible. I do sports every day – running, climbing, skiing, playing golf. Watching the boys improve and enjoy it is the best motivation there is.