If you had told me a couple of years ago that I would leave and sell my consulting own company, build a new capability from scratch inside a global organization, and relocate from Poland to Canada with my daughter, I probably would have said it sounded impossible.
Yet that's exactly what happened.
Today, I lead the Service Design capability within Equinix's Experience Design team. The journey wasn't something I planned. It happened because people encouraged me to take chances, and because I was willing to say yes when opportunities appeared.
Starting something from scratch
I joined Equinix as a contractor close to four years ago, bringing with me more than a decade of experience running my own consulting company and three other start-ups. At the time, I was hired to deliver a project as a service designer in Operations. What made the opportunity unique was that I was the first service designer in the company. There was no existing team, no established function, and no blueprint to follow.
For me, that challenge was exactly what made Equinix exciting.
As a service designer, I focus on understanding end-to-end experiences across digital and physical touchpoints. I saw enormous potential in Equinix because of the complexity of the business and the opportunity to connect experiences for customers, partners, and employees. It was the kind of challenge I had been looking for throughout my consulting career.
What started as a single role evolved into something much bigger. I was given the opportunity to build and grow an entirely new capability. Today, our service design team spans multiple regions and supports projects across several business domains, helping connect experiences across the organization.
The people who made the difference
One of the main reasons I stayed at Equinix was the people.
My manager saw the potential for service design within the company and opened the door for me to help build it. From the beginning, I wasn't given a list of instructions to follow. Instead, I was encouraged to bring my own expertise, develop a vision, and help shape what service design could become at Equinix.
I was encouraged to build relationships with senior stakeholders, represent our work internally and externally, and continue developing as a leader. When opportunities arose for executive education and leadership development, I received the support I needed to pursue them. It gave me the confidence to think bigger about what was possible for my career.
For most of my time at Equinix, I worked remotely from Poland. The nearest Equinix office was eight hours away by car, so while I occasionally visited for meetings and events, remote work was my everyday reality.
The move from Poland to Toronto
While I was thinking of something more, a relocation opportunity opened in Toronto. I competed for my own role through an open recruitment process, knowing that someone else could have been selected for a position I had helped create. When I was offered, both the promotion and relocation happened simultaneously.
Overnight, I had about two months to reorganize my life and move across the world. I relocated with my six-year-old daughter while my partner remained in Poland. Beyond the professional transition, there were practical things to figure out like finding a home, opening bank accounts, enrolling my daughter in school, and learning an entirely new system of policies, culture, and expectations.
While it was one of the biggest changes I've ever experienced, I never felt like I was doing it alone. My team, my manager, and the global mobility program team supported me through every stage of the transition. From relocation logistics to helping me settle into a new country, there was always someone willing to help.
Finding familiarity in a new place
Despite moving across continents, the culture remained remarkably consistent. Whether I was in Warsaw, Toronto, Dallas, or Redwood City, I experienced the same openness, collaboration, and sense of belonging. Even while working remotely for years, I never felt disconnected. People consistently looked for ways to build relationships, stay connected, and create opportunities for collaboration. That spirit followed me to Toronto, where I was welcomed immediately and encouraged to get involved from day one.
Why internal mobility matters
For me, the move was bigger than changing locations. It showed me what's possible when a company invests in its people and when you're willing to raise your hand for opportunities that push you outside your comfort zone.
I encourage others to stay open to opportunities, even when they feel uncertain. Many of the most meaningful steps in my career started with a conversation and a willingness to reframe and redesigned what I have already planned.
My advice is simple: start the conversation. Talk to your manager. Talk to HR. Ask questions. Build a plan and show the possible impact you could provide. Don't make assumptions about what is or isn't possible.
Now, as a leader, I try to create that same environment for my team. I've seen firsthand what can happen when people are supported, trusted, and given room to grow. All it takes is a conversation or someone encouraging you to take a chance. You never know where it might lead.
- Career growth