GDPR / DPO
External DPO – Data Protection Officer
I provide managerial and independent data protection support. I help identify risks, organize responsibilities, make appropriate decisions and effectively respond to breaches.
Over 20 years of experience • data protection, technology, and risk management • cooperation in Polish and English
Direct contact with an expert
A brief answer and a clear recommendation for the next step.
When is support needed?
The starting point may be a formal obligation, client expectation, organizational change, or a situation where the management board needs an independent assessment and clear division of responsibilities.
No DPO
The organization needs a formal DPO appointment or an assessment of whether such an obligation exists.
Client or auditor requirement
A contractor expects to see maturity, risk control, and an effective data protection approach.
Breach or time pressure
A quick assessment of the situation, risks, obligations, and sequence of actions is needed.
Documentation does not reflect practice
Registers, procedures, and policies do not reflect actual processes, systems, or responsibilities.
Organizational or technological change
A new system, service, vendor, project, or business model changes the risk and data processing methods.
Responsibility is fragmented
Legal, HR, IT, and business view the problem fragmentarily, and the management board does not receive a single independent recommendation.
The DPO role must be active in decisions, processes, and crisis situations
Documentation is necessary, but it does not replace responsibility, proper risk assessment, or the active participation of the officer in important organizational matters.
Choose the right cooperation model
I tailor the scope of service to the organization’s scale, its risks, and whether a one-time diagnosis, formal function fulfillment, or support for the current DPO is needed.
GDPR and DPO Function Audit
A standalone service or an organized start to further cooperation. It includes an assessment of the situation, key risks, priorities, and a recommendation for the appropriate operating model.
• Scope and mode of operation
• Key risks and non-compliance issues
• Priorities for the management board and process owners
• Recommendation for further actions and DPO model
Ongoing cooperation
Two variants tailored to the organization: formal fulfillment of the external DPO function or ongoing expert support for the current officer, management board, and teams.
• External DPO: independent function and contact with the supervisory authority and data subjects
• Support for the current DPO: consultations, assessments, audits, and assistance with difficult decisions
• Ongoing cooperation with management, legal, compliance, HR, IT, and security departments
What does the management board gain?
Support should facilitate decision-making, not increase the list of documents and formalities.
Clear risk picture
The management board receives information about risks, priorities and areas requiring decisions.
Independent assessment
Recommendations do not stem from the interests of one department or solution provider.
Access to an expert
It is possible to speak directly with a person who understands the organization’s context and can explain the consequences.
Incident readiness
The organization knows who takes action, what information is needed, and how to safely manage the response.
DPO as a partner to the management board
The independence of the DPO does not mean operating outside the organization. It means the ability to provide a reliable assessment, even when the recommendation is inconvenient, and supporting the management board in making informed decisions.
Scope of DPO support
The scope may include formal fulfillment of the DPO function or selected areas of support. Priorities are established based on the organization’s risk and mode of operation.
Consulting for the management board
Consultations, recommendations, and support for data protection decisions.
Risk and corrective actions
Risk analyses, prioritization, and oversight of recommendation implementation, also when data protection is combined with NIS2 and KSC obligations.
Documentation and processes
Registers, procedures, information obligations and documentation compliance with practice.
New projects and DPIA
Impact assessment, system and service opinions and privacy by design.
Ongoing organizational support
Data subject rights, data processing agreements, consultations, vendor cooperation, and selection of GDPR and NIS2 training tailored to team risk.
Data protection breaches
Preliminary situation assessment, recommendations, and determination of whether dedicated incident support is needed.
How does cooperation proceed?
Each stage concludes with a specific agreement, responsibility, and next step.
01
Diagnostic conversation
We briefly establish the context, needs, limitations, and expected outcome.
02
Risk identification
I organize the most important processes, obligations, risks, and gaps.
03
Audit or service commencement
I implement the agreed scope and prepare recommendations.
04
Priorities and plan
We establish the sequence of actions, owners, and method of monitoring implementation.
05
Ongoing support
I monitor agreements, support decisions, and update recommendations as changes occur.
Knowledge derived from practice
Data protection requires a simultaneous understanding of regulations, technology, processes, and managerial responsibility.
Over 20 years of technological experience
Practical experience working with systems, processes, vendors, and real organizational problems.
Audits and practice in breach handling
Recommendations result from the analysis of events, projects, and the organization’s mode of operation.
Support for complex organizations
Communication tailored to the management board and cooperation with legal, compliance, HR, and IT.
Polish and English
Ability to work with documentation, teams, and stakeholders in both languages.
Crisis situation support
When an incident occurs
In situations of time pressure, the correct sequence of actions, secure information flow, and decisions based on documented risk assessment are needed.
You are not left with just a procedure
I help establish initial actions, connect the perspectives of the DPO, IT, and management board, and decide what scope of further incident handling is needed. A detailed process is described on the dedicated subpage “Incidents and Breaches.”
See incident support
Frequently Asked Questions
Do we need a DPO if the legal, HR, or IT department handles data protection?
These teams play important roles but have their own tasks and interests. The DPO should act independently, monitor compliance, advise, and be properly involved in data protection matters. The first step may be to assess whether the organization is obliged to appoint a DPO and what model would be appropriate.
We already have GDPR documentation. Is an audit necessary?
Documentation is one element of the data protection system. An audit allows checking whether it corresponds to actual processes, systems, responsibilities, and risks, and whether the findings are actually applied.
Can we use support without formally appointing a DPO?
Yes. If the organization is not obliged to appoint a DPO or already has an officer, consulting, audits, and ongoing expert support are possible without taking over the formal function.
How does an external DPO get to know the organization?
Cooperation begins with a diagnostic conversation, a review of key processes and risks, and the identification of responsible persons. The context is then supplemented during consultations, audits, and the implementation of agreed actions.
Does an audit commit us to ongoing cooperation?
No. An audit can be a standalone project. Its result is a picture of the situation, priorities, and a recommendation for further actions. The organization decides on the next stage.
Does an external DPO assume the controller’s responsibility?
No. Responsibility for compliance and decisions remains with the controller or processor. The DPO monitors, advises, provides opinions, and supports the organization in making informed decisions.
DIAGNOSTIC CONVERSATION
Let’s start with a conversation about your organization’s needs
We will determine whether the appropriate first step will be an audit, formal fulfillment of the DPO function, ongoing expert support, or assistance with a breach.
Briefly describe your situation
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