Filip Pekárek (Ovečkárna): Growth doesn't start with strategy — it starts with discipline and hard execution

In this episode of the no-holds-barred CEO podcast, we talk with Filip Pekárek about what really determines the success of a company's transformation in an environment where growth is no longer a given. Filip took over Ovečkárna at a moment when the company was facing a performance decline, and within a short time managed to turn its direction around and significantly improve its results. He compares the transformation to an Ironman race — not a sprint, but a long journey full of pain, discipline, and pushing past your limits.

In his view, though, transformation isn't about one big decision, or a single strategy. It's systematic work in the details — from costs, through the product portfolio, to management style. What matters is understanding the company in depth, relying on data, and having the courage to make unpopular decisions. He sees the ability to get “down into the detail,” and, at a certain stage, to work with micromanagement too, as an essential part of turning a company around.

People, goals, and motivation

Working with people plays a crucial role too. Transformation, in his view, naturally brings changes to the team — some people leave, others join. That's not a failure, but a consequence of changing direction. Over time, the company “settles” around the people who can handle the pressure while sharing a common goal. And it's exactly the goal, according to Filip, that's the key to motivation — without it, motivation simply doesn't exist, regardless of the size of the reward.

From crisis to growth

A strong theme is the shift from crisis management into a growth phase. The moment a company starts doing well again, a leader has to change style — stop pushing, and start building an environment instead. That's why Ovečkárna is now focused on corporate culture, education, and developing its people — not as a “soft” topic, but as another layer of performance that determines whether the company can grow over the long term.

Operate locally, think globally

A major part of the transformation is also a change in mindset. The company operates locally, but it has to think globally. That means stepping outside your comfort zone, drawing inspiration from abroad, and looking for solutions outside the local context. The same principle applies to working with AI — it isn't a directive handed down from above, but a gradual process of involving people who look, on their own, for ways to simplify and improve their own work.

According to Filip, company performance doesn't come from motivation, or from one “big” change. It comes from discipline, continuity, and the ability to make the right decisions even under pressure. And that's exactly the parallel with an Ironman race — deciding, enduring, and pushing forward step by step, even when it hurts.

What else will you find answered in the podcast?

• How exactly do you turn a company from decline into growth within a single season?
• Why is micromanagement a necessary skill during a crisis, not a failure?
• How do you work with costs, portfolio, and cash flow so the transformation actually makes sense?
• Why isn't motivation enough, and what role does a clearly defined goal play?
• How do you know when to shift your management style from pressure to developing people?
• How do you roll out AI so the company genuinely starts using it?

If you genuinely want to turn a company around, don't start with motivation or another strategy. Start with discipline, decision-making, and the ability to step into discomfort. In the end, that's exactly what decides whether a transformation stays on paper — or shows up in results.