Seyfor minutes

Dotykačka was originally exactly the kind of project Petr Menclík did not want to work on. He accepted the offer for one year, but then came EET, COVID, the repeal of the regulation, and changes in shareholders. What was meant to be a temporary assignment turned into a job he has now held for more than a decade. And he certainly does not plan to leave.

His story shows how legislation accelerated the digitalization of small businesses, why crises can activate a company, andwhat it means to run a business with full responsibility even when, formally, it is not yours. Dotykačka’s next phase of growth will be driven by acquisitions, new markets, and payment services.

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Commander has long been about much more than tracking vehicle locations. Data from more than 140,000 vehicles andassets is used to manage fleets, monitor technicians’ work, keep track of mobile toilets, and even generate traffic information for mapping platforms.

Miro Bielčik explains why physical presence in vehicles is a competitive advantage in the age of AI, how acquisitions arehelping build an entire telematics portfolio, and where further expansion could lead: through Hungary and the Balkans, perhaps eventually all the way to the US. The ambition is clear: to build one of Europe’s largest telematics players.

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Zsolt Juhász and László Szalóki built Revolution Software on a simple assumption: the future belonged to Windows andaccounting systems. Thirty-five years later, they sold the company to Seyfor and discovered that having a boss for the first time could be surprisingly liberating.

The founders openly discuss the most difficult break-up in the leadership team, their reasons for selling, and how planning changed after the acquisition. According to them, AI is not a one-off tool, but a long learning process in which the product experience of the older generation has to meet the courage of younger colleagues.

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A year after the sale of 70% of Serbian company M&I Systems to Seyfor, Vladan Balaban sums it up this way: the honeymoon is over, and the real integration has begun. He openly describes what it takes to align finance, reporting, and management practices with a new owner when the Balkan market operates in a less structured and much more relationship-driven way.

He later used his experience as a seller during the acquisition of NPS, which strengthened the portfolio with MicrosoftDynamics and brought the company closer to its ambition of becoming the number one Business Central provider in the Western Balkans. Alongside further market consolidation, M&I Systems is also betting on an AI-native ERP platformwhere agents are part of the system rather than just an add-on chatbot.

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Under Petra Šinigoj’s leadership, Seyfor Adriatic has grown from seventy to almost three hundred people and expandedinto Croatia and Serbia. Petra explains why results do not come from chasing numbers, but from building the right team, strong middle management, and a willingness to address problems openly.

The conversation also touches on respect for local cultures during acquisitions, fifty AI ambassadors, and why EBITDA isa consequence of a well-functioning company, not an end in itself.

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Record-breaking results are not enough on their own. According to Petr Franc, Director of Seyfor Solutions, true strategy is revealed primarily by what a company is able to say no to in time.

In this interview, he explains why OKRs are the bridge between long-term ambitions and day-to-day work, how a supplier becomes a true customer partner, and why AI cannot help a company that has not got its data, knowledge transfer, or key people replaceability under control. Technology amplifies not only what works, but also the chaos an organization has so far managed to hide.

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Tomáš Loukota has been with Seyfor for more than 25 years. He started in technical support, was behind the launch of Money S3 and the monetization of iDoklad. And yet he says that the hardest thing he has had to learn over the past year is accepting that there are simply some things he does not know.

The Products division brought all of the group’s proprietary products under one management structure, and Tomáš found himself leading an organization several times larger than anything he had managed before. In this interview, he talks about Reporting 2.0, which tracks customer satisfaction, client behaviour, and churn alongside the numbers, electronic invoicing in Slovakia as an example of what happens when fewer people are sitting around the table, and iDoklad, whose brand is so strong that linking it with Seyfor creates no added value for either side.

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Ten years ago, he told developers to stop writing systems and instead program robots that would work for them. Theylaughed at him. Today, they are not laughing. And he himself admits he feels a strange combination of satisfaction and mild frustration that he could have pushed harder.

In this interview, Seyfor’s CSGO Martin Kudrna tackles topics that are rarely said out loud in IT discussions: that the cloud may not have been the destination, but an intermediate step. That the SaaS model starts to crumble when a customer calls in the afternoon and says they built the feature themselves and only need the integration enabled. That data is crucial, but only if a company knows how to work with it. Otherwise, it is just another layer on top of something that does not work. And that an orchestration layer can be built on top of existing systems to solve the problem without painful customer migrations.

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Daniel Šturm runs the marketing function of one of Central Europe’s largest IT groups: sixteen business units, 27 specialists, and 300 branded cars driving across the country. Yet he argues that visibility alone is not enough. A brand only matters if it makes customer acquisition cheaper next year. No philosophy. Just numbers.

He talks about artificial intelligence bluntly: that beast will be able to do absolutely everything within a few months. The question is not whether AI will do it, but who will help companies use it safely. Seyfor sees an opportunity here: to share AI specialists across thousands of customers who will never have the resources to employ their own. And the biggest blind spot in adoption? It is not technology. It is people.

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Seyfor IT Group head Boris Bělousov has been following cyber threats for thirty years. He remembers a time when attackers destroyed systems simply for fun. Today, professional operators, sometimes state-sponsored, stand on the other side, having turned cybercrime into a functioning business model. Their weapons are sophisticated. Yet the weakest link remains the same as it was fifty years ago: the human being.

In this interview, Boris explains how ransomware as a service has changed the rules of the game, why people aged 28to 45 are the most vulnerable, and what happens when an employee receives an email supposedly signed by the Chairman of the Board asking for a transfer of forty thousand pounds.

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