Why I Created GLC: The Full Founding Story

Why I Created GLC

If you're reading this, you're probably tired of the words "digital transformation" and "automation." Around you there's a sea of tools, integrations, and must-have trends. Inside you there's one normal human wish: for things to simply work and stop eating your nerves and time.

Every month new services, programs, and AI tools appear. They all promise to speed up, simplify, and optimize — but in practice they often add another layer of stress and another dose of guilt: "I'm falling behind again."

I know this feeling from the inside — not as a client, but as someone who has spent over ten years building exactly these kinds of systems.

Where I come from

My name is Alena Dziadkova, and my background is in software engineering and systems architecture.

For the past decade, I've been designing and building the systems that companies rely on every day. At EPAM Systems, I worked as a Senior Software Engineer and Team Lead, delivering high-load e-commerce and telecom platforms for international clients — the kind of systems where a bug in production means real revenue lost, and where architecture decisions made in week one affect thousands of users for years.

Before that, I built backend services for a maritime analytics platform — helping ships reduce fuel consumption using real-time data and forecasting models. And before that, I worked on a tourism booking platform — integrating partner APIs, building recommendation logic, and learning how hospitality businesses actually operate behind the scenes.

I've also been a co-founder and CTO of a behavioral AI startup — building a product from zero, assembling a team, designing the architecture, talking to investors, iterating on user feedback, and navigating the intense reality of early-stage product development.

Across all of these roles, I noticed the same pattern repeating.

The pattern I kept seeing

Business grows. Sites, CRMs, spreadsheets, chats, and services appear. At some point it all turns into chaos held together by people, their memory, and heroics.

The director knows something is wrong but can't pinpoint where. The tech person is buried in day-to-day fixes and has no time for strategy. The external contractor delivers a report full of jargon and nothing changes.

And at that moment "digital" stops inspiring and starts scaring. People feel guilty for not understanding, are ashamed to show how things really work inside, and put off needed changes for another year because "now is not the time."

That feels unfair to me.

A normal business shouldn't have to understand every new technology. That's what people like me are for — people who have built these systems from the inside and can translate between the language of business and the language of technology.

What GLC actually is

GLC is not "an agency that will sell you another CRM." It's consulting and implementation where the main question is always: how do we make your work simpler and your business more resilient?

What that means in practice:

I don't start with "let's install this software." I start with a conversation — how you work, how clients reach you, where you get tired, what falls between the cracks. Together we put things in order: processes, touchpoints, roles in the team. Only then do we build the digital system around your real life, not around a slick presentation.

This comes directly from my engineering background. In software, you don't write code before understanding the requirements. In business consulting, it should be the same — but too often it isn't.

Who GLC is for

It's important to me to be not "another contractor" but the person you can reach out to when:

• The world has thrown another must-have trend at you and you don't know if it matters
• The platform everything depended on suddenly changed the rules
• The team is drowning in manual tasks that should have been automated years ago
• You feel you've outgrown your systems but don't know what comes next
• You need someone who speaks both business and technology — and can explain either to your team in plain language

I've been that person inside companies as an engineer and team lead. Now I do it as a consultant — but the approach is the same: understand first, then build.

What I want GLC to be

I love the moment when structure starts to emerge from chaos. When a business owner feels for the first time in a long while: "I understand what's going on. I see where clients come from. I know what's automated and what we do by hand on purpose. And I'm in control again."

That's the feeling I'm building GLC for.

I want digital to stop seeming scary, expensive, and "not for us." I want solutions to be honest — sometimes that's complex architecture, and sometimes it's the opposite: simplification and cutting the unnecessary.

I want you not to feel alone against a fast-changing world, but to know there's someone you can come to for clarity, structure, and a real plan.

A personal note

GLC is proudly led by a fully female founding team. In an industry where that's still uncommon, it matters to me — not as a statement, but as proof that technical depth, business scale, and inclusive leadership work powerfully together.

Where to start

If you feel your business has outgrown "everything depends on me and a couple of people" — start with a conversation. I meet clients in person in Palma. No pitch, no commitment. Just clarity about where you are and what makes sense next.

Request an Audit → — a written report, a presentation meeting, and a clear list of next steps. €1,099, results in 1–2 weeks.

Or simply describe your situation in two sentences. I'll suggest the right starting point within 24 hours.