International Countryside School
A site for a private preschool in Prague 6 — children from six months, its own farm, ponies. Admissions, open days, the gallery and the questions parents actually ask. Built and live.
Open the site ↗Web máme i česky.
Work
An honest portfolio in three categories. Each one says what it is — and what it isn’t.
We don’t mix the categories. A client engagement is paid work. A consulting project is work done as part of the CEMS programme, not an order from a company. A proposal sent to a client stays a proposal until someone orders it. Mixing those means building a portfolio on a claim that doesn’t hold.
Paid work for a client. For three of them, “client engagement delivered through STRJ” is stated in the professional profile as well.
A site for a private preschool in Prague 6 — children from six months, its own farm, ponies. Admissions, open days, the gallery and the questions parents actually ask. Built and live.
Open the site ↗Custom sewing and a bricks-and-mortar workshop. A site built in WordPress — we mention that deliberately: we don’t only work in our own stack when a client is better served by a system they already know. Live.
Open the site ↗A manufacturer of protective films for cars, boats and buildings. We are designing B2B outreach and partner acquisition across Central and Eastern Europe — a new commercial workstream, still at the design stage.
A brand and buying system for a fan e-shop: nineteen pages, one anchor colour with eleven working shades, a separate neutral scale, and a contrast ratio written out for every combination so the manual cannot be used to build an unreadable site. A system for the catalogue, filters and availability, not a cosmetic redesign.
Working together since September 2025 with a fast-scaling shared-mobility company. A redesign of core processes across IT and operations, and finding and fixing critical faults in the payment flow and in the path from first visit to order — both of which showed up in conversion and revenue. Plus cost reduction and work with management on turning strategy into daily operations.
Working together since August 2026. It started with a commercial diagnosis delivered free of charge: why a company growing on referrals cannot cross borders, and what a salesperson needs in hand before anyone hires one. Nine points, four of them explicitly marked as uncertain. We do not sell guesses.
Working together since August 2026. An audit of commercial operations: a capacity model, a proposed way to run the sales team, and a scoped pilot. Five findings to decide on and nine open questions — where an answer would only be a guess, we ask the question instead of giving a recommendation.
A last-mile delivery operation built from zero across three countries — Czechia, Slovakia and Hungary. Launching depots and routes; at peak, over forty drivers recruited and onboarded within a single month. By December 2025 the operation ran at CZK 1.70m in route revenue, 35 active drivers and seven operating streams. Partnerships with PPL, Packeta, GLS, GO! Express and DPD on projects worth over four million crowns. It was more than dispatch: recruitment, attendance and driver logbooks, invoicing by depot, route-level unit economics and controlling all ran in one system we built ourselves. Operations and sales, not a website.
Seven months on marketing and sales. Two strategic partnerships closed in the first week, and projects worth over a million crowns out of them. Client acquisition from first approach to signature, market positioning, and the quality of incoming enquiries. Commercial processes and negotiation, not a website.
An operational review and process improvement proposal for the Slovak side of the shared-mobility business. It included an analysis of the B2B account book: 49 accounts and EUR 92.8k in cumulative transactions. A separate engagement — not to be confused with the Czech company where Martin was employed.
Projects from studies at VŠE and within CEMS, one analysis for a selection process, and a bachelor’s thesis. Real companies, real briefs — but not one of these is a paid STRJ engagement and we never present them that way. Each says exactly what it was.
CEMS Business Project, 15 ECTS, graded A. A consulting project within the programme, not an order from the company.
A project focused on the V4 markets (winter term 2025 and summer term 2026). Again within CEMS.
A CEMS internship in Budapest: process mapping and a comparison of the Hungarian, Czech and Slovak markets.
An expansion strategy for a supplier of overflight billing systems from the CSG Aerospace group. A seven-person international team, an interview with the company’s CEO, 34 countries ruled out over sanctions, the rest compared on six measures, and an entry call for every one of them. Ninety pages.
Full case →A structured analysis for the Unibail-Rodamco-Westfield selection process. Five connected improvement areas for the largest Czech shopping centre (100k m², 251 shops, 348k weekly visits). Built entirely on public sources — every claim states where it comes from and what would need internal validation. It is not an internal URW document.
Full case →Master’s thesis in progress, CEMS MIM at VŠE — supervisor Ing. Michal Andera, Ph.D. On a stratified random sample of 800 to 1,000 firms drawn from the Czech ARES register I measure five dimensions of publicly observable digital presence: a working website, mobile usability, a conversion element, a Google Business profile and reviews. Owner interviews cover perceived barriers. Micro-enterprises under ten people are not part of the mandatory European data collection — this thesis aims straight at that gap.
Bachelor’s thesis, VŠE — Faculty of International Relations, April 2025. A case study of a German manufacturer with a Czech subsidiary: a longitudinal analysis of 2019–2023 across sales data, financial measures and engagement questionnaires. Hybrid work, digitalisation and business continuity.
Operations and sales roles inside companies, plus things we built for ourselves. These are not commissioned websites.
Employment, not an engagement — August 2024 to February 2026. Managing a Czech B2B account book representing roughly CZK 14.8m in cumulative transactions: partner meetings, commercial follow-up and business development. Mapped 230 competitors and 38 key partners to support expansion; negotiated with 16 outdoor-media providers covering 259 billboard locations.
Finance and operations alongside the CFO: international invoicing, INTRASTAT reporting, SAP Business One, and automation of part of the workload including company fleet management. This is also the company studied in the bachelor thesis — so the data is not second-hand.
A live site for Václav Džudža’s book — the autobiography of a croupier diagnosed with multiple sclerosis. We built it ourselves; it runs at hrasrs.korenakvet.cz.
Open the site ↗Our own tool for watching and scoring public tenders (NEN, TED, eZAK). It runs as an internal STRJ product.
AI dispatch for the trades: a customer writes what they need and the job reaches vetted tradespeople nearby within a minute. Our own product, not a commission.
A venture house for the fifth industrial wave — seven fields from SaaS through AI and automation to solar. A build · operate · advise model. Prague, founded 2026.
Mentoring for students before university and their first job: choosing a field and a school, an admissions plan, and the activities that actually strengthen a profile. Prague and online.
The third category — seven proposals we sent to real companies for review. They are not finished paid engagements and we don’t present them as such. You can open them on the home page.
Market entry and operations across the V4 isn’t just a line in a pitch. Asahi (a project on the V4 markets), MOL Group (V4), Cargorental Hungary (a Hungary / Czechia / Slovakia comparison) and Blynkr — where the footprint covers three V4 countries, Poland not yet.
Before and after
On the left, the site most tradespeople have. On the right, a demand machine. Drag the slider.
Welcome to our website
We have been providing quality services since 1998.
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