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You are taking over the Faculty after a long period of stability. What can students and staff of the Faculty of Electrical Engineering expect from you? Will there be changes?

I am taking over the Faculty in good shape, and my goal is not to disrupt its stability, but to build on it in a meaningful way and further develop the Faculty. Students and staff can expect continuity in what works well, along with targeted steps in areas where there is room for improvement. Yes, there will be changes, but evolutionary ones – focused on modernising education, strengthening the international dimension, and improving links with practice.

Your professional background is in diagnostics and identifying weak points in technical systems. Where would you diagnose the Faculty’s weakest point, and what would you do about it?

I would not speak of weak points, but rather of areas with untapped potential. In particular, this concerns the continuity between bachelor’s programmes and the knowledge base and academic profiles of applicants from secondary schools, the level of involvement in international projects, and the provision of systematic support to young researchers. My diagnostics would therefore consist of an open analysis of data and discussion across the Faculty. The subsequent therapy is outlined in my programme: transforming the existing bachelor’s studies, targeted support for research excellence, and actively building international and industrial partnerships.

What specifically do you want to push through in your first twelve months in office? And how will you know it has worked?

In the first year, I want to focus on three concrete areas: launching the revision of the existing bachelor’s programme—which has already seen minor adjustments, but where we are also planning more substantial changes that will require reaccreditation—preparing a new bachelor’s programme focused on sustainability in electrical engineering, and creating effective support for involvement in international projects, especially for young researchers. I will assess whether we are moving in the right direction very practically: by a clear timetable of changes in education, tangible progress in preparing the new bachelor’s programme, and a higher number of high-quality project proposals and grant applications with an international dimension.

You have previously spoken about the need for greater openness and trust within the Faculty. What will this look like in practice?

For me, openness and trust primarily mean transparent communication, predictable decision-making, and active involvement of the academic community in key debates. I want the Faculty to be open to new ideas, partners, and discussion. This must be reflected both internally, in relations with staff and students, and externally, towards the international academic community, industry, and society.

Who will you bring into the Faculty’s core management team? And what qualities do you expect from your team?

The core management team will comprise Associate Professor Tomáš Blecha as Vice-Dean for Strategy and Development, Associate Professor František Mach as Vice-Dean for Research, Associate Professor Miloslava Tesařová as Vice-Dean for Education, and Associate Professor Josef Pihera, who will assume the position of Vice-Dean for International and External Relations. I want to work with people who share a vision of an excellent, open, and responsible Faculty. I expect professional expertise, the ability to cooperate across departments, an international outlook, and a willingness to take responsibility.