Arturs Peha is a seasoned professional with over 15 years of experience in the Language Service Provider (LSP) industry. Renowned for his transformative approach, he excels in converting innovative concepts into tangible achievements. His expertise spans process optimization, the development and execution of advanced digital marketing and sales strategies, and the strategic application of AI technologies, with a particular focus on his pioneering work with Generative AI and Large Language Models (LLMs). His early adoption of emerging technologies underscores his commitment to staying at the forefront of industry advancements. Beyond his technical expertise, Arturs is deeply dedicated to lifelong learning and professional growth. His blend of approachability and a genuine passion for fostering positive change distinguishes him as a respected leader in his field. Through his work, Arturs continually inspires and influences both his professional network and the wider community, driving forward-thinking solutions and meaningful impact.
Company: Skrivanek
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company
Arturs Peha: Absolutely, thank you for having me! Skrivanek’s story began in the Czech Republic with Pavel Skrivanek, who started earning money as a translator during his college years. The political shifts of the time increased the demand for translation and language training, opening doors for private entrepreneurs. Pavel took a bold step, investing his earnings and even mortgaging his apartment. By 1994, Skrivanek had grown to employ three people in the Czech Republic. Fast forward to 1997, Skrivanek Poland was established in Lublin, with its first office on Krakowskie Przedmieście, a popular pedestrian zone. As we expanded, our headquarters moved to Warsaw, and we opened offices across Poland. The Lublin office remains a cornerstone, now housed in its own building.
My personal journey with Skrivanek started 18 years ago as an intern, working on a translation project for an EU institution. I hail from a small Latvian village called Lielvircava, where my mother raised me and my seven siblings on her own. Despite the challenges, those experiences instilled in me a strong work ethic that I carry to this day. My academic background is in engineering and economics, but since my university years, I always had a passion for a healthy lifestyle and dancing.
Since 2013, I have been with Skrivanek Poland as the Chief Strategy Officer, where I learned Polish and continually strive for personal development. Currently, I am pursuing an MBA at the Warsaw University of Technology. My role involves optimizing company processes, developing and implementing innovative solutions, and managing digital marketing and sales strategies. Recently, my focus has shifted towards AI and Large Language Models, which are transforming the translation industry.
If you were in an elevator with Warren Buffett, how would you describe your company, your services or products? What makes your company different from others? What is your company’s biggest strength?
Arturs Peha: If I were in an elevator with Warren Buffett, I would definitely start by asking him a few questions — after all, it is not every day you get such an opportunity. But, sticking to the playbook, here is my short pitch:
Mr. Buffett, it is an honor to meet you. At Skrivanek, we consider ourselves the stockbrokers of the language-tech world. Just as a savvy investor knows when to hold or sell, we know when to translate literally and when to opt for a more nuanced approach. While we might not boast the earnings of the major brands and institutions we serve, we have been supporting them for the last 30 years. From global corporations and institutions to dynamic startups, we help them communicate effectively and authentically across borders. Our adaptability is our biggest strength, ensuring that businesses are understood no matter where they operate. Think of us as the unsung heroes making sure that when companies communicate, they are truly understood.
Quiet quitting, The Great Resignation, is an ongoing trend causing many businesses to struggle to keep talent engaged and motivated. Most are leaving because of their boss or their company culture. 82% of people feel unheard, undervalued, and misunderstood in the workplace. In your experience, what keeps employees happy? And how are you adapting to the current shift we see?
Arturs Peha: I believe we should look beyond the employee and see the person first. The real question is, what makes people happy? It is a complex issue, and many have tried to unravel this mystery. I often tell myself and my kids that happiness is a state of mind, while anger is like a worm that eats you from the inside out. I genuinely believe in that. While this perspective might not work for everyone, one thing is clear: the workplace should never be a source of added unhappiness.
A company should be a supportive environment, where individuals feel encouraged to push their limits and grow mentally. It should be a place where running experiments is not penalized but rather seen as a path to innovation, and where everyone is respected as a human being. Suppose the compensation provided is in line with market conditions. In that case, people typically leave either because they have outgrown their leader or company, or because their leader has outgrown them, leaving them unable to keep up.
In adapting to the current shift we are seeing, our focus is on creating a culture that values personal growth, open communication, and mutual respect. By fostering an environment where people feel heard, valued, and understood, we aim to keep our team engaged and motivated, ensuring they see a future with us.
Online business keeps on surging higher than ever, B2B, B2C, online shopping, virtual meetings, remote work, Zoom medical consultations, what are your expectations for the year to come and how are you capitalizing on the tidal wave?
Arturs Peha: Online business is indeed surging higher than ever, and we see this reflected in the types of inquiries and the complexity of projects we are handling for our clients. We are engaged in live web and app localization projects, streaming online events with auto subtitling and interpreting, assisting brands in training their new AI models, and providing translation services in 40+ languages simultaneously — all while continuing to manage our regular projects across 500+ language combinations.
Looking ahead, I anticipate this trend will only intensify, with digital solutions and AI-driven innovations becoming even more central to business operations. Companies with the resources will invest heavily in AI to propel their growth, while others will feel increasing pressure to integrate these technologies to stay competitive, especially since almost every business is now intertwined with the online world.
At Skrivanek, we are fully embracing this shift. We have a dedicated team actively testing various AI tools to understand how they can be applied within our industry to better support our clients. We are focused on using AI to further automate and optimize our workflows, ensuring we stay ahead of the curve. Additionally, we are developing a SaaS product that leverages LLM advancements to provide even greater value to our clients. The future looks both bright and a bit daunting, but we are excited to be part of shaping it.
Business is all about overcoming obstacles and creating opportunities for growth. What do you see as THE real challenge right now?
Arturs Peha: The real challenge right now lies in navigating the balance between achieving our goals and managing the resources at our disposal, particularly time and funding. In our industry, we are constantly faced with the unexpected — whether it is a last-minute request to translate an overwhelming amount of content or handling complex technical issues in specialized fields like IT, medical, or military. And, of course, there is the ever-present human factor.
To overcome these challenges, we have honed our focus on efficiency and resource management. By prioritizing projects based on urgency and complexity, and by leveraging advanced technology, we have been able to meet tight deadlines without compromising on quality. We have also invested in strengthening our team’s communication and problem-solving skills, fostering a collaborative and supportive work environment. Regular training and constructive feedback have empowered our team, making them more confident and capable.
On top of that, we have had to tackle the industry’s shifting expectations — clients often expect premium services at minimal costs. This has pushed us to continuously adapt and explore new business niches, ensuring that we not only meet current demands but also position ourselves for future growth.
In your experience, what tends to be the most underestimated part of running a company? Can you share an example?
Arturs Peha: In my experience, one of the most underestimated aspects of running a company is truly listening to team members — a skill that I believe many leaders should continually strive to improve, including me. While I fully support the Kaizen philosophy that those directly involved in work processes often have the deepest insights into how those processes function, I do not necessarily agree that they always have the best improvement solutions. This is particularly true when their role is not focused on exploring the latest tech trends and possibilities.
However, by combining empathetic listening with a collaborative approach, leaders can create an environment and culture where people feel safe to share their ideas and observations. In such an environment, the insights of those on the front lines can be paired with the expertise of others to refine and enhance processes. After all, the only constant in life is change, and adapting to that change requires input from everyone involved.
No matter the industry, I strongly believe in the importance of a constant learning approach. Both individuals and the organization as a whole should encourage continuous growth and development. This not only supports business success but also makes the working environment more enjoyable and fulfilling for everyone.
On a lighter note, if you had the ability to pick any business superpower, what would it be and how would you put it into practice?
Arturs Peha: If I could pick any business superpower, it would be a perfect focus. While seeing the future, being an innovation master, or even reading minds might seem like the obvious choices, I believe the real challenge today is not just about knowing what to do — it is about execution. In a world overflowing with opportunities and distractions, the ability to maintain an unwavering focus on the most important tasks would be a game-changer.
With perfect focus, I could cut through the noise, prioritize effectively, and ensure that every effort is aligned with our strategic goals. This would help in executing plans flawlessly and bringing ideas to life with precision. It is easy to get lost in the vast sea of possibilities, but with this superpower, I would be able to channel my energy and the team’s efforts into what truly matters, driving consistent and impactful results.
What does “success” in 2024 mean to you? It could be on a personal or business level, please share your vision
Arturs Peha: Success in 2024 is a multi-dimensional concept that spans both personal and business spheres. For our company, it is not just about hitting financial targets or industry benchmarks, although these are important. We measure success by our growth, profitability, and most importantly, by the well-being of our team and the satisfaction of our clients. Innovation and brand perception also play crucial roles in our overall performance, as well as our ability to meet strategic goals.
On a personal level, my view of success is more holistic. I keep a yearly plan that extends beyond the immediate future, allowing me to reflect continuously and maintain focus on my broader vision. As I achieve each milestone, I mark it off, not just to track progress but to ensure it aligns with my long-term goals. This plan serves as a guiding framework rather than a set of rigid objectives. Ultimately, true success for me means reaching my goals without compromising my well-being or the well-being of others. After all, can we truly call it a success if we achieve wealth and power at the cost of our peace of mind and quality of life?
