Bogumiła
Czubińska Czapska

In short

I am a manager with over 20 years of experience in financial corporations and a coach working towards ICF accreditation.

I led teams of up to fifty people, ran process transformations across more than a dozen countries, lived through promotions, reorganisations, burnout, and returns. All of it taught me one thing: professional decisions are rarely purely technical — there is almost always something more behind them.

Balance BCC is the space where I work with people on exactly that “something more” — one to one, with full attention.

Where I come from

I started at Deutsche Bank as a client advisor, having conversations about loans, currency rates, and financial decisions. Over the next dozen-plus years I worked at Hewlett Packard, Cognizant, and EY — moving through roles: from specialist, to subject matter expert, team leader, and on to managerial and consulting positions. I currently lead Accounts Payable process automation at GEA Group.

I worked with teams across Europe, North and South America, Asia, and Australia. In three languages: in Polish, in German, and in English.

Over that time I saw up close what happens to people inside organisations. How they make decisions under pressure. How they choose between loyalty and themselves. How they return to work after burnout. How they get promoted and what happens to them then. How they leave — and when they regret not leaving sooner.

Why coaching

Working with people has always been the strongest part of my work. Not the processes, not the reports, not compliance — conversations. The one-on-ones where someone came in with a problem and left with a plan. The hard ones where I had to tell someone something they didn't want to hear. The constructive ones where I watched someone on my team regain their confidence after a difficult project.

At some point I noticed that these were the moments at work that gave me the most energy, rather than draining it. And that they were, at the same time, the moments where — based on the feedback I was getting — I was most needed.

I decided to take it seriously. I started reading systematically — literature on coaching, mentoring, research on decision-making. I am in training — including the Academy of Coaching at EY Academy of Business. I am preparing for ICF accreditation.

What I stand on

I do not yet have hundreds of hours of coaching practice, and I say so plainly. What I do bring is something else:

What I offer is not experiments. It is conversations where we try, together, to see your situation more clearly. Grounded in what I have learned and continue to learn — with an awareness of the limits of what I can do, and a readiness to say when a topic falls outside my expertise.

What else has shaped me

Alongside my professional work I am raising two children — today fifteen and seventeen years old. Both stand on the edge of adulthood, at a moment when the world is beginning to expect decisions from them about things their parents at the same age did not even have to consider.

Listening to them and their friends taught me something no course ever did: that experience does not always help you understand another person. Sometimes it gets in the way. You have to learn to set it aside and truly hear what someone is saying — whether they are fifty with twenty years of industry experience, or seventeen with their first question that has no ready-made answer.

That lesson changed how I listen to everyone — at work, at home, in every conversation.

How I work

What I don't do

Personal

I live near Wrocław. I read a lot — at first it was books on parenting, today it is on coaching, mentoring, and being with another person. I believe most people carry within themselves the answers they are looking for — they only need a space where those answers can be heard.