Creating what didn't exist: Marek's Journey from Consultant to Co-Founder
At 4 a.m., somewhere between time zones and deadlines, Marek Wasik found himself awake again. Jet lag tends to blur the boundaries between countries, roles, and sometimes even certainty and risk. However, this restless energy reflects the path he chose: fast-paced, international, and anything but predictable.
Today, Marek is the co-founder of NUON, a transformation consultancy that challenges traditional consulting practices. But his story does not begin with entrepreneurship; it begins much like that of many Maastricht graduates: with a steep, structured ascent into the consulting world.
The reality of consulting
Like many students at School of Business and Economics, Marek was attracted to consulting because of its intensity.
“The steep learning curve is what makes it so appealing,” he says. “From day one, you are exposed to complex problems, different industries, and very senior stakeholders.” In this field, even fresh graduates may find themselves advising individuals with decades more experience. This challenge is precisely what drew him in.
However, Marek explains that the reality of consulting is often misunderstood. “Students think it’s all about strategy, big ideas, extensive travel, and significant impact. But strategy isn’t the hard part anymore,” he notes. “The real challenge lies in execution.”
In today’s world, where AI tools can quickly generate polished strategies, the bottleneck has shifted. The true work involves making those strategies a reality: aligning people, adjusting processes, and navigating organizational complexities. “Consulting is far more operational than people expect,” Marek explains. “Much of your time is spent on stakeholder management, structuring problems, aligning teams, and assisting leaders in making decisions.”
Learning to challenge the system
After graduating in 2013 from the master's programme in International Business - Organisation: Management, Change and Consultancy, Marek followed the traditional path into a large consultancy. He spent five years there, building a solid foundation for his career. “It was a good school,” he reflects. “You get training, structure, and exposure.”
However, over time, something felt off. “The projects were long, the structures were slow, and honestly, it became boring,” he admits candidly.
This realization led him to a smaller boutique consultancy in Hamburg, where the difference was immediate. “Everyone was sharp, motivated, and focused on doing great work. There was no elbow mentality, just a shared drive to perform.” It was also at this new consultancy that his career took an unexpected turn: he was assigned to a year-long project in Tokyo just one week after joining.
“That experience changed everything for me,” he says. “Small teams, international exposure, real responsibility, that’s where I felt consulting worked best.”
Choosing to build instead of join
The idea of starting his own venture didn’t come to him overnight. It developed gradually through frustrations, observations, and a desire to approach things differently. The tipping point occurred when his boutique firm was acquired and rapidly scaled.
"Suddenly, we went from 30 employees to 1,500," he reflects. "I noticed the same patterns again: declining quality, increased hierarchy, and diminished ownership." At that moment, the decision became clear.
"I realized I needed to stop complaining and start building."
However, for someone who describes himself as "risk-averse," the leap was not easy. "You’re leaving behind stability, a good position, and a decent salary. Yet there’s also this feeling: if you don’t do it now, you never will."
And so, NUON was born.
Transforming the consulting landscape from the ground up
NUON describes itself as a "transformation consultancy," but Marek is keen to clarify what that actually means. "We don’t just design strategies; we implement them," he explains. "This involves working simultaneously across people, processes, and technology."
The firm also departs from the traditional consulting model. Rather than employing large, layered teams, NUON uses lean, "diamond-shaped" teams: fewer people who take on more responsibility, allowing for faster execution. The outcome? Marek states, "Higher quality, faster delivery, and more direct communication. We can also offer these services at more competitive prices."
Another significant difference is the company culture. "At NUON, we don’t believe in working until 2 a.m. just to appear dedicated," he asserts. "We’re outcome-driven. Results matter, not hours." Consultants typically work within a 40 to 45-hour week, which is a deliberate shift from the industry norm.
"That’s what the new generation expects, and honestly, it’s what works," he adds.
A unique skill set beyond the classroom
“The biggest challenges were sales, pricing, hiring, and building a pipeline,” he explains. “You quickly realize that good delivery alone doesn’t guarantee growth.” He learned that growth is non-linear. “It occurs in steps rather than continuously. You need to actively invest in relationships and positioning.”
At the same time, the rise of AI has transformed how consulting work is conducted. “Structured thinking remains critical,” he says, “but now it also applies to how you effectively use AI.”
Entrepreneurship or something else?
Interestingly, Marek doesn’t immediately see himself as an entrepreneur. “I’ve never really thought of myself that way,” he admits. “But I suppose doing things differently is part of it.”
For Marek, entrepreneurship isn’t about taking risks for the sake of it; it’s about improving systems that aren’t functioning properly. “At NUON, we’re building the system ourselves,” he explains. “That’s the biggest difference compared to large firms.”
A story that is still unfolding
From classrooms in Maastricht to boardrooms in Tokyo, Marek's journey reflects a broader shift in how young professionals perceive work. Less hierarchy, more ownership. Less theory, more execution. And perhaps most importantly, there is a willingness to question existing practices and build something better, even if it means being awake at 4 a.m. at times.
Looking back, Marek reflects on how his time at SBE laid the groundwork for his career path. He highlights the problem-based learning (PBL) approach as a significant advantage. “It prepares you perfectly for consulting,” he explains. “You are constantly solving problems, presenting, and defending your ideas, which is exactly what we do in our roles.”
He also mentions his later involvement with association Maastricht Student Consulting through NUON, where he collaborated with fellow Maastricht students on real client projects. “It’s great to see that same mindset in action,” he notes, referring to the structured yet hands-on manner in which students tackle business challenges. “It mirrors the type of work we do at NUON, but in a real-world context.”
In a way, this connection brings the story full circle: from learning how to solve problems in Maastricht to creating environments where others can do the same. It isn’t a completed journey but rather an ongoing process, built by each decision, project, and late night.
