Entering the world of technology is often portrayed today as a straightforward, rosy path to financial and professional success. Numerous myths have grown around the IT industry, fueled by social media headlines and idealized images straight out of Silicon Valley. However, the market reality in 2026 presents us with completely new challenges. We are feeling the effects of a wave of automation, the transformation associated with artificial intelligence, and the changing dynamics of work.
To strip away this layer of marketing gloss and look at the industry in a highly authentic way, I invited Natalia Kierczuk, known online as the creator of the “IT bez kodu” (No-Code IT) profile, for a chat. Natalia is an experienced specialist balancing on the border of business analysis and product management. In this incredibly honest and at times ruthlessly pragmatic conversation, we break down the profession of an analyst, look behind the scenes at the psychological pressure in corporations, analyze the actual impact of AI on our productivity, and discuss why returning to a traditional paper notebook might just be the salvation for our overstimulated brains.
The Landscape of Modern IT: Between AI Anxiety and Market Reality
Kajo: I would like to start by asking about your general well-being when you look at today’s IT world and your daily work. Do you feel that everything is heading in the right direction, or quite the opposite – do you feel that things will get worse and worse? Or perhaps your position is that with current dynamics, no one can truly predict the future?
Natalia: To answer completely honestly: recently I have started to feel more and more anxiety. A few years ago, this feeling was entirely foreign to me; I felt complete comfort and stability. Everything began to change rapidly when AI entered widespread use, triggering a series of very specific and unsettling movements across the entire tech industry. Today, my morning often looks like this: I open my phone, start scrolling through the news and social media, and headlines hit me from every direction: layoffs here, headcount reductions there. It simply starts to negatively affect a person, awakening an underlying sense of threat.
Kajo: That is completely understandable. It is hard to ignore these signals, especially when they concern the environment you function in every day. How do you deal with this onslaught of negative information?
Natalia: At a certain point, pragmatism kicks in. I think to myself: “Natalia, you will always manage somehow.” I assume that if for some reason there is no room for me in IT, there are plenty of other industries in the market where you can successfully utilize your competencies. I am not one of those people who assume they will work in technology for the rest of their lives, because none of us know what the coming years will bring. What is more, even if I lost my current job because of artificial intelligence, I would still try to re-enter IT. I believe that the specific nature of a business analyst’s job is not so easily replaceable by algorithms. The market will evolve toward a demand for people who can skillfully use AI in the analysis process or during the broadly understood product creation. Completely replacing a human in this role is still a thing of the distant future.
Kajo: Thank you very much for this honesty. My observations are similar. This alleged immediate replaceability of humans by machines is often heavily exaggerated, though it cannot be denied that market sentiment is tough today – especially if we look at the situation of juniors and people who are just trying to take their first steps in this world. No matter how we try to spin it, entering the industry is incomparably harder now than it was a few years ago. On the other hand, when I look at people transitioning from sectors of heavy physical labor, I conclude that we in IT still function in extremely comfortable and safe conditions, which is easy to forget in the daily rush.
Who Exactly is a Business Analyst? A Translator Between Business and Tech
Kajo: You mentioned the role of a business analyst – an area where you have vast experience. If you were to try defining this profession to a completely outside person, summarizing in a few simple words what such an analyst actually tries to achieve every single day? It is known that you have a lot of diverse experiences behind you, cooperation with many clients, and completely different positions where the universal answer is always “it depends.” What is your essential summary?
Natalia: Looking at my career so far, the trait and skill that has been most useful to me is the ability to effectively get people to agree with each other. A business analyst is essentially a person who bonds two completely different universes. On one side, we have the business world – completely non-technical, speaking the language of benefits, which comes and says: “We want to have this, that, and that as well.” On the other side stands the technical world, meaning the developers, who listen to these wishes, hold their heads, and wonder what nonsense the business has come up with again. In the internet space, there is a popular phrase that a business analyst is a translator between business and technology. I sign up for this with both hands, because this is the absolute clue of this profession: to deeply understand the real business need, and then translate it into a precise language understandable for programmers.
Kajo: This is fascinating because I clash with this concept regularly. Before our meeting, however, I started to think deeper about it, and a rather fundamental question arose within me: why do these two worlds even need an external translator? After all, we are talking about high-class specialists, adults, intelligent professionals from both fields. Can they really not sit at one table and communicate without an intermediary?
Natalia: They can, but the devil is in the details and in the costs. Historically speaking, developers’ rates have been and remain very high. Engaging them in hours of unstructured discussions with the business is simply uneconomical. Furthermore, without wanting to generalize, the development environment is characterized by a very specific sensitivity and approach to communication, although over the years since I have been working in IT, this has been changing significantly. When I started my path, it was a preeminently male world, dominated by introverts, people naturally less sociable and avoiding small talk. Here, the soft skills of an analyst turn out to be the key to success.
The main problem is that when I invited programmers to direct conversations with the business at too early a stage of analysis, they almost immediately entered deep technical details. The business absolutely could not keep up with this detail and jargon of acronyms. A barrier impossible to break appeared. This does not stem from a lack of competence on either side, but from the fact that programmers are usually highly logical minds, communicating in a maximum concrete, factual, and black-and-white manner. Business, meanwhile, at the very beginning of the road, very often does not have a clue what it actually wants and needs. The role of the analyst is to survive this chaos and precisely pull the client’s real need to the surface.
The Anatomy of the Process: How a Product and Feature Are Born in IT
Kajo: Let’s try to visualize this process for our readers, some of whom may not have had the opportunity to work inside a tech organization yet and do not know what the realities of conference rooms look like. On one side we have introverted, highly competent engineers, on the other business focused on generating profit. How does this cooperation process actually start when implementing a new application or feature? Is one big meeting organized, or do you talk to each party separately? Does your role consist of educating the business, or rather bringing the IT “nerds” down to earth and reminding them that the company’s goal is sales, not creating beautiful, sophisticated loops in C++ or Python?
Natalia: Everything depends on the nature of the venture itself. In a general sense, we can divide projects into two main types: implementation projects and software development projects. In implementation projects, the situation is relatively simple: a company wants to implement a ready-made, existing tool on the market, for example, a CRM or ERP system. The client reports with a specific need, and the analyst receives a already somewhat defined project description with high-level requirements. We know what we are moving around; our task is only to flesh out details and precisely map operational processes inside a given company so that the new tool realistically improves its daily functioning.
The real challenge, requiring huge creativity, begins in software development projects, when we create a completely new IT product from scratch – a dedicated application or a non-standard solution. Here, the process rarely starts with precise guidelines. Most often, the starting point is a vague assumption or a change of strategy thrown by the board, for example, the slogan: “From now on we are implementing AI, make us a functionality based on artificial intelligence.” No one in the company has hard competencies in this area, so as analysts we start the discovery process: where, how, and why can we implement this AI to respond to the real pain points of users.
Every development process must always start with a deep understanding of the problem. We must find out what difficulties the end-user struggles with – regardless of whether it is an internal user in the company or an external one, as is the case in my current work for the banking sector. Only after defining the problem do we formulate a hypothesis regarding a potential solution. We assume that a specific functionality will bring the desired result. Depending on the organization’s maturity, one can immediately enter the development phase with one chosen hypothesis, or implement a modern approach: create a few quick prototypes and test them directly on a living organism, meaning on the end-client. This allows flawlessly assessing which solution actually eliminates the user’s pain before we spend a fortune on writing code.
Process Optimization: How One Minute Translates into Millions
Kajo: What happens at the moment when you get confirmation that a given prototype works and meets the users’ needs? What does the transition to hard engineering look like?
Natalia: When the hypothesis is verified successfully, the analyst proceeds to create detailed logical instructions for the developers. We work closely in this area with UX designers, if they are present in the team; if they are not, the responsibility for designing the look and user flows in the application falls on the analyst’s shoulders. After finishing the analysis phase and writing the code by the programmers, we move to the phase of implementation, continuous maintenance, and development. Then it becomes crucial to constantly monitor user behavior using dedicated analytical dashboards. We analyze the number of clicks, examine at which point users abandon a given process, and based on this, we plan subsequent improvements. It is an endless, fascinating iterative loop.
It is worth realizing that work in IT is very often the digitalization of processes that until now were performed in a completely manual way. A classic scenario looks like this: an employee arrives at the desk in the morning, opens an email, manually reads data from a document, retypes it into one database, sends another message to the supervisor asking for approval, and after approval, the manager forwards the matter even higher. Our task is to enter this world, analyze every step, and replace these repetitive actions with system automation. The end-user is supposed to click just one approval button.
From the side, it might seem that shortening an action by thirty seconds or a minute is a trivial matter. However, on the scale of large organizations – such as banks or insurance giants employing tens of thousands of people – this one saved minute multiplied by the scale of operations generates gigantic financial savings for the enterprise and frees up huge resources of time. This is exactly why it is worth bending over such micro-improvements.
For people who feel that structuring chaos and working with processes is their calling, but they lack hard technical skills, I have prepared a comprehensive support ecosystem. Within KajoDataSpace, I combine access to all my courses in areas such as SQL, Python, or Power BI with a unique, engaged community and my direct mentoring. It is the perfect place to learn to talk to data and technology on a first-name basis, regardless of unfavorable market circumstances.
Hybrid of Roles: Analyst, Product Owner, and Project Manager in One Body
Kajo: Listening to your story about the product process, I notice what a powerful load of creative work rests on your shoulders. Someone malicious might say that a business analyst is just a boring bureaucrat shuffling papers and creating dry documentation that no one needs. Meanwhile, it turns out that you must largely independently create a vision of what the future will look like. My role as a data analyst relies on repetitive instructions and working with ready-made tables, which with standard cases can even be monotonous. With you, the syndrome of the legendary “blank piece of paper” appears. Is this a permanent element of your reality?
Natalia: Definitely yes. However, I must clarify one thing: I am not working currently as a completely orthodox, classic business analyst. My position is basically a fluid hybrid of analysis and the role of a Product Owner. I closely co-create the strategic vision of the product from its very inception, combining gathering feedback from clients with requirements set by the business. This work starts with a blank piece of paper, on which we apply inputs, analyze data availability in systems, and examine the technical feasibility of assumptions.
Modern market realities mean that the boundaries between the roles of an analyst, Product Owner, and Project Manager (PM) are blurring more and more heavily. Often as an analyst, I have to coordinate the work of several different teams, collect information, fuse it into a coherent whole, and even enter hard financial negotiations regarding the costs of proposed solutions. In an ideal world, if there is an efficient PM or an engaged Product Owner in the team, the analyst can delegate issues of problem escalation or meeting logistics. However, in many organizations, budget cuts force a situation where one person must perform these three functions simultaneously.
Kajo: Do you think that in today’s optimized IT world, separating these roles by force still makes deeper sense? Wouldn’t it be better to create one, coherent definition for this position instead of multiplying nomenclature depending on the project?
Natalia: Everything comes down to the scale of the project. A single person is able to shoulder this triple competency burden, but it always happens at the expense of something – most often quality or mental health. If we care about delivering top-class products, maximum focus on one role gives incomparably better results.
The main difference is that a Product Owner operates at a higher decision-making level. It is they who define the long-term direction, take full responsibility for the product, and go to defend the developed vision before the board or key stakeholders. If the product turns out to be a market flop and does not bring the promised return on investment (ROI), it is the Product Owner who bears the direct personal and business consequences.
The Dark Side of the Position: Stress, Chaos, and Leaving the Comfort Zone
Kajo: That sounds like a powerful responsibility. Using a football analogy: you are like a team coach who can brilliantly map out the tactics on the blackboard in the dressing room, but ultimately you have no control over your striker missing an open goal from five meters. In connection with this, would you state a thesis that work at the intersection of analysis and product management is simply difficult?
Natalia: Honestly? I don’t think it is intellectually difficult, but without a doubt, it is incredibly mentally draining. This is a job tailored for people with extroverted traits. Your workday is fragmented by a countless number of meetings, which not only do you have to meticulously prepare, but also lead personally. Regularly, highly stressful situations occur – like presenting a digital transformation concept before C-level managers.
You talk to people who have vast experience in this business, are significantly older than you, and incomparably more experienced. When I was starting as a young girl, the awareness that I had to come and tell these veterans how they should run their processes paralyzed me and generated huge mental tension. With time, after developing appropriate mechanisms, the stress level dropped, but this work constantly forces you to drastically leave your comfort zone. Public speaking, difficult negotiations, permanent chaos management, and being a buffer between conflicting parties are daily bread here.
War of the Worlds: Open Space Versus the Comfort of Home
Kajo: Since we touched upon the thread of meetings and human interactions: are you a supporter of physical presence in the office in current realities? I ask because in the post-pandemic world, we observe a strong polarization of positions. One belief says that we can brilliantly cooperate digitally and returning to corporate buildings is a step backward. The second school claims that man is a social being, and the best innovations and “bouncing ideas” happen by accident during conversations at the coffee machine in the company kitchen. Where does your loyalty lie in this dispute?
Natalia: Before the pandemic, I worked in offices for barely a year and a half, and since then I have functioned almost exclusively in remote mode. Today, the occasional necessity to appear in the office is genuine torment for me. I feel that I irretrievably lose priceless time on commuting and logistics. I am an absolute fan of substantive meetings, but I do not need physical face-to-face presence for them.
Modern open space offices are a communication and productivity tragedy. Imagine the situation: several people are sitting around you, each taking part in a different call, constant noise prevails, dozens of threads and topics overlap. In such conditions, focusing on demanding conceptual work or writing documentation is practically impossible.
Personally, at home, I do much more and significantly faster than in the office. I appreciate the value of meeting once a week, going out together with the team for lunch, conducting a live retro session, or planning the next sprint refinement. Such a healthy hybrid mix is completely sufficient.
Kajo: I sign up for this with both hands. The mental cost of being on an open space that resembles a call center hall is devastating for the nervous system. While at the beginning of the professional path, being twenty years old, one absorbs everything like a sponge and shows high mental resilience, with the passage of years, this permanent chaos simply starts to overwhelm and exhaust a person.
A Recipe for Effective Meetings in the Digital World
Kajo: Since you claim that digital space is fully sufficient for creative product work, you must possess an excellent recipe for how to organize online meetings so they do not turn into a counterproductive waste of time. After all, there is a myth that remote work encourages mental sleeping in front of monitors, and people instead of listening, secretly play games on the side. What are your golden rules?
Natalia: My absolutely most important rule is: invite to the meeting exclusively those people who are genuinely necessary to make a decision or from whom you need to immediately obtain key information. The smaller the working group, the higher the efficiency. Often instead of calling an hour-long, mass meeting, it is better to meet with someone one-on-one for fifteen minutes, quickly clarify details, and close the topic.
If, however, the specificity of the project requires conducting larger workshops with a wider group of stakeholders, the key becomes activating the participants at the very beginning. People have a tendency to enter calls with cameras turned off and microphones muted, remaining in completely passive mode throughout the meeting. For the organization, this is pure wasting of money – paying for an hour of presence of someone who brings no value. Therefore, it is always worth investing the first minutes in a quick, light warm-up, forcing people to unmute, tell something short about themselves, and break the ice.
On the analyst’s side also lies an absolute obligation of perfect preparation: you must know who will appear at the meeting, what the level of knowledge of these people is, and, most importantly, have a rigid list of questions and a clear agenda sent with appropriate anticipation. In a professional environment, it has happened to me that managers rejected my invitation, writing bluntly: “I reviewed the agenda, I will not be able to help in these matters, I decline.” And that is brilliant because we respect each other’s time.
Hype on AI Versus Hard Economics and Deterministic Code
Kajo: I would now like to smoothly transition to a topic that electrifies our entire industry – artificial intelligence. Your perspective is exceptionally interesting because as a person standing on the border of business and technology, you see these processes from a bird’s eye view, while a single programmer or data analyst focuses exclusively on their narrow slice of code or report. From this broader perspective, how do you evaluate the current implementation of AI in organizations?
Natalia: Honestly speaking, my initial enthusiasm has given way to deep skepticism. We live in a phase of gigantic, unreflective infatuation. Everyone without exception wants to have AI at their place, yet the awareness of how these tools actually work and what real business value they bring is shockingly low. I have an irresistible impression that currently there is an attempt to push artificial intelligence algorithms absolutely everywhere, by force, just to be able to boast before the market about having such a fashionable feature.
Often, doing something with a classic, deterministic programming method – through reliable analysis, mapping logic, and writing traditional code – would be significantly simpler, cheaper, and more stable. For now, everyone is intoxicated by how cheap tokens are, but no one asks themselves what will happen in some time when technology providers’ prices go up drastically. Will companies then massively withdraw functionalities in which they invested millions?
Kajo: You raised a fundamental issue of costs, which is not talked about loudly. In the corridors, voices are increasingly clear that the economics of AI are starting to crack at the seams. The cost of purchasing infrastructure and tokens is one thing, but no one adds the labor costs of senior developers paid in gold, who then must pore over the code and manually correct errors and hallucinations generated by artificial intelligence.
In the final account, the cost of implementation turns out to be similar to human labor, but the uncertainty of the final result increases drastically. In the past, we disposed of deterministic software – entering specific data into a loop, we had one hundred percent certainty that the result would always be identical, predictable, and stable. Today we operate on probabilistics, which in many critical systems generates powerful risk.
Digital Detox and the Return to the Traditional Notebook, or How AI Fries Our Brains
Kajo: Let’s separate, however, the issue of implementing AI into global products from the area of personal productivity. What does it look like in your private professional daily life? Are you one of those people who program and write documentation exclusively using voice, or perhaps corporate restrictions paralyze your possibilities of testing these tools?
Natalia: My situation is quite specific because on projects I function as an external contractor running my own business, not a salaried employee of the bank. This carries powerful security restrictions. For an extremely long time, I could not beg the IT security departments for access to any internal tools based on artificial intelligence. Although certain systems already exist within the organization, privately, on my own equipment, I utilize AI in an incomparably more advanced and complicated way than in my professional work.
Kajo: Contractor status in IT is a norm, so your experience reflects the realities of thousands of specialists. We arrive here at an absurd paradox: in the private sphere we have access to space technologies, and after logging into the systems of large organizations, we step back a decade because of security procedures. A person goes online and watches visions straight out of science-fiction movies, where people almost shift application windows with their hands in the air, and then clashes with corporate reality. Does this trigger frustration in you?
Natalia: Huge frustration. Because of the lack of access to automation at work, I feel that I practice classic “busywork.” I have to spend long hours manually analyzing thick volumes of documentation, knowing perfectly well that with the help of AI I could shorten this process by more than half and devote time to tasks significantly more creative and effective.
I hate writing documentation; it is my absolute nightmare. I am waiting for the moment when I will be able to throw my loose thoughts into an algorithm, and it will format it into a beautiful, professional text. With my work rhythm, where seventy percent of the day is occupied by meetings, and for my own work barely thirty percent of the time remains, fragmented into half-hour blocks, continuous context switching is exhausting. AI would be salvation here.
However, this constant making life easier carries a dark price, which I recently began to see very clearly. I caught myself that by permanently delegating thinking to AI, my own thoughts are starting to get lost in digital space. The algorithm became my immediate “sounding board.” Even if I tell it to be extremely critical, it will still modify my concept so that it sounds attractive. As a result, I produce hundreds of ideas that perish somewhere irretrievably in the abyss of chat history.
I realized that I am losing the unique pleasure of independent, deep brainstorming of problems. I hit a wall and made a radical decision: I am returning to a traditional, paper notebook. I feel a burning need to physically pour thoughts onto paper, handwritten crossing out, independently evaluating the value of my ideas without constantly asking the algorithm whether my idea makes sense. I feel that without this, our brains will simply fry.
Kajo: What you say resonates with me extremely strongly. I recently had a shocking experience that brutally made me realize the state of my own mind. I wanted to write from the heart, fully by hand, a personalized recommendation on LinkedIn for a girl who performed fantastic work as a technical consultant on one of my educational projects. With earlier, mass recommendations, I happened to support myself with templates or AI, but here I cared about absolute authenticity.
The difficulty with which my brain put those few simple sentences together was terrifying. I was genuinely shocked by how helpless my language apparatus had become without digital prosthetics. My grammar and syntax sounded as disjointed as those of a beginning middle schooler. I felt like a person who, after a five-year complete break from the gym, suddenly tries to lift a weight they used to operate with freely at every training session. Our cognitive muscles simply atrophy drastically without regular exercise.
Building a Personal Brand in IT: LinkedIn, Instagram, and the Brutal Truth About Algorithms
Kajo: Both of us actively create content on the internet, talk about our professions, and try to encourage people to develop in the area of data and technology. Often, however, in this public narrative, an extremity creeps in – we show exclusively the bright, attractive side of the coin, forgetting that ultimately this is still simply a job, possessing its boring and frustrating elements. Since you develop the “IT bez kodu” profile, I would like to ask you point-blank: does building a personal brand in social media actually translate into real, measurable professional benefits? Is the game worth the candle?
Natalia: Let’s say it straight: social media is largely a cesspool, but it can generate very concrete business benefits. If we cut away the influencer layer and look at it purely pragmatically – in terms of boosting one’s visibility on the job market to find better employment – regular activity on LinkedIn is a brilliant option. Since I started publishing substantively there, recruiters themselves started to massively flood my inbox with personalized job offers, which previously, with a passive profile, happened extremely rarely.
However, entering Instagram or TikTok is a completely different, ruthless level of the game. Setting up the profile, I had no idea what huge time costs it involves. My original mission was pure: I wanted to make people aware that in IT there are plenty of crucial roles that do not require writing a single line of code. The myth that working in technology equals exclusively being a programmer drove me crazy.
Unfortunately, Instagram algorithms brutally verify an idealistic approach. Suddenly, instead of focusing on substance, you must spend long hours analyzing how to hit the rigid frameworks of a sixty-second reel, how to construct a catchy “hook” so the user does not swipe further, how to cut material, listen to your voice, cut out stutters, and watch your own face endlessly during editing. Combining this with an eight-hour full-time job very quickly led me to extreme overstimulation and depletion of time resources.
Kajo: I understand you perfectly, I have been functioning in this world for years myself. The truth is that for these actions to bring a measurable effect, one has to enter an almost murderous level of dedication. At times, a person starts to feel like a common drug dealer – your main task becomes cutting and editing the material so perfectly as to maximally addict the recipient and keep their eyes on the screen at all costs, regardless of how deep your substantive knowledge is. This is a powerful ethical clash.
Natalia: Exactly that forced me to re-evaluate my actions. During the last Easter, I made the decision to completely delete the Instagram application for four days. The change was colossal. I realized what a powerful unconditioned reflex had grown in me – I reached for the phone in every second of micro-boredom at work, even when I didn’t have any notifications. We in the IT industry live in a very specific, hermetic information bubble. It seems to us that the whole world revolves around technology and AI, while outside our bubble live millions of people who couldn’t care less about these topics, performing traditional physical professions that no AI will ever replace. Therefore, I consciously escape from the format of short reels in favor of long webinars and deep discussions, such as ours. Only here can you truly show your real flow and genuinely get to know another human being.
The Road to IT: How to Wisely Approach Career Transition?
Kajo: I would like to tie our conversation together with a loop that will serve as a pragmatic signpost for people wanting to enter this world without building unrealistic illusions. If someone possessed natural inclinations to move in the world of business and technology, but did not want to go toward pure programming, how would you advise this person to start based on your multi-year experiences in current, difficult realities?
Natalia: My fundamental advice is: get the imaginations and fantasies out of your head about what this job looks like based on videos from the internet. Instead, find a human who has actually been sitting in this position in a corporation for several years, invite them for a virtual coffee, and ask bluntly: “Tell me about the darkest sides of your job, about the routine, about what pisses you off the most.” At the beginning of my path, I did not have such a mentor and I paid for this lack by learning from my own painful mistakes. The key is building a real network and grounding your decision on the basis of hard facts, not market hype. You must have full awareness that entering the industry will require a powerful outlay of time from you for learning and upskilling, and along the way, you will score plenty of painful recruitment failures.
The second pillar is absolute honesty in knowing yourself. Sit down and answer one, most basic question: do you prefer intense work with people, or do you prefer to operate in solitude? If you are panic-stricken by permanent meetings, public speaking, and continuous discussions, the profession of a business analyst or Product Owner will be a mental hell for you. Then a significantly better choice might turn out to be the role of a software tester or developer, where there is incomparably less of this contact. The IT world has plenty of branches – match the path to your natural talents and mental predispositions, not to the current market fashion. The ancient Greek maxim “know thyself” has lost none of its relevance after thousands of years.
Kajo: Natalia, thank you enormously for this conversation. In a world dominated by constant, artificial delight over technology, maintaining such an uncompromising level of authenticity and honesty is an absolutely unique and priceless value.
Summary
If the content of this conversation shed new, sober light for you on the realities of working in IT and you believe it is worth debunking the myths that have grown around analysis and the impact of AI on our lives, please share this article on your social media – on LinkedIn, Facebook, or Twitter. Let this substantive perspective reach the widest possible audience of people looking for their own professional path.
You can easily find and follow Natalia and her fantastic activity directly on Instagram and LinkedIn under the banner “IT bez kodu”. I traditionally leave all links in the information section. See you in the next posts!
The article was written by Kajo Rudziński – analytical data architect, recognized expert in data analysis, creator of KajoData and polish community for analysts KajoDataSpace.
That’s all on this topic. Analyze in peace!
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