Pavel Riegger: Trask’s Success is Built on Both Global Ambitions and Local Trust

Trask is celebrating its 30th anniversary this year. As CEO, what are you most proud of?

I've been with the company for four years, so I haven't experienced every chapter of its history firsthand, but I feel an immense sense of pride—most of all, in our team. I'm proud of their expertise, professionalism, dedication, and the values they embody both at work and beyond.

There's more to it, though. I'm particularly proud of how Trask contributes to technological progress while delivering meaningful value to society. With over 1,000 employees, we actively support cultural initiatives and various charitable projects.

Moreover, Trask has always stayed true to its principles. We've never been involved in any controversy that would suggest profit takes precedence over our ideals, ethical approach, or moral values. That, too, is a significant source of pride.

What were the biggest challenges Trask had to overcome during its expansion into global markets?

The challenges were, and continue to be, numerous. Our priority remains to provide exceptional services to our customers in the Czech Republic. This alone represents a significant challenge, one that is further amplified by our ongoing expansion efforts—first into the DACH region (Germany, Austria, and Switzerland) and North America (the USA and Canada).

When venturing into foreign markets, we face tough conditions, partly because we are a company from a smaller country with a limited population and, consequently, a smaller talent pool. Another hurdle is the language barrier, particularly in the DACH region, where fluency in German is crucial. However, our greatest asset remains the technological expertise and advanced know-how of our team.

We are also preparing for entry into the U.S. stock market, a strategic move that will allow us to secure additional capital for further growth and innovation. This step is expected to strengthen our position as a reliable technology partner on a global scale.

From the perspective of the Czech Republic, it is absolutely essential to maintain a strong foothold within the structures of the EU and NATO. Any bold statements by certain politicians should also be assessed in terms of the opportunity costs, which should be borne by those making such declarations.

What lessons have you learned over the past 30 years?

This could probably fill an entire book—30 years is a long time, during which a great deal has happened. One of the key lessons we’ve learned is the critical importance of continuous adaptation. Technology evolves at an incredible pace, and we must remain agile and innovative to stay ahead and maintain relevance. This goes hand in hand with humility—we cannot rely on past successes but must remain open to learning new things, adapting, and forging ahead.

The ability to effectively utilize insights is invaluable, as is acknowledging mistakes, learning from them, and applying these experiences to create a winning strategy—I like to call this “an expensive education.” Losing the drive to succeed is the quickest path to failure. The key is to embrace mistakes, as doing nothing may avoid errors but also prevents progress.

I’ve also come to realize the increasing importance of having the right people around you. When one person stumbles, another can step in to provide support. Additionally, I’ve grown to value the core principles of our company even more. Trask has always celebrated success with humility and has never pursued profit at any cost. Transparency and fairness in client communication have consistently proven to be the right approach—I believe this is something our clients truly appreciate.

Trask has completed over 7,000 successful projects—how do these experiences influence the company's approach to innovation and customer solutions today?

Our past projects have given us a deeper understanding of what clients truly need. We strive to combine cutting-edge technologies with an in-depth knowledge of their specific industries, tailoring solutions to meet both their current and future needs.

One notable example is the Bank Identity project, which significantly simplified access to digital services for millions of people. This solution demonstrated how technology can not only enhance process efficiency but also build greater trust in electronic transactions.

Another example is the modernization of IT infrastructure for a major European financial group. This project unified systems across 11 European countries, streamlining operations, improving data security, and significantly enhancing the customer experience. Together, these projects illustrate how innovation and adaptability have become cornerstones of Trask’s approach.

The key to these successes lies in our flexibility and openness to change, which enables us to implement innovative solutions even under challenging conditions, such as adapting to the unique requirements of different markets like the DACH region. A strong company culture built on innovation and collaboration serves as the foundation that allows us to continue fulfilling our mission: improving our clients' lives through technology.

Speaking of collaboration—what role do strong partners play in your business?

Partnerships with vendors such as SAS, AWS, Microsoft, and others are essential to us. These collaborations enable us to offer cutting-edge solutions to our clients while staying ahead of the latest technological trends.

These partnerships also form the foundation of our ability to focus on key areas such as integration, application modernization, data, and cybersecurity. We view these focus topics as pillars that not only hold immense potential for our clients' future but also for the industry as a whole.

What should companies do to remain agile and adaptable to changing demands?

I wouldn’t presume to give advice, so consider this more of a personal reflection that I’m happy to share. For Trask, it’s essential to continually explore new technologies and implementation methods—currently, for example, the potential applications of artificial intelligence. At the same time, we must maintain a solid financial foundation to support these experiments over the long term.

A strong focus on international projects will also be crucial, as it allows for even greater flexibility and preparedness for change. Working in a global environment strengthens our resilience and ability to thrive under diverse conditions.

What about your long-term corporate vision—how do you plan to further develop the company?

Our top priority is our people, fondly referred to as 'Traskers.' We want to consistently provide them with access to exciting projects and technologies—they should have the opportunity to continuously explore new things and grow.

At the same time, as I’ve mentioned, we are primarily focused on four key areas: integration, application modernization, data, and cybersecurity. The new structure we introduced in September allows us to better tailor our offerings to meet client needs.

Looking ahead, we plan to continue growing within Central Europe and expanding into North America, where we see significant potential for our services.

Let’s end with visions and imagination: if Trask could develop any futuristic technology, what would it be?

One thing that fascinates me is the human body's ability to self-regenerate. When you get a cut, the wound heals itself, and even when the body is attacked by viruses or microbes, it often manages to recover on its own. I find this incredibly inspiring.

I’d love to create software capable of taking care of itself—essentially staying perpetually "up to date" and, if infected by a virus, fighting it off and repairing itself. In this vision, we would simply observe and monitor the system, ensuring its "organs" function properly.

This vision exemplifies the kind of forward-thinking innovation we aim to bring to the world of technology.