In this interview, he explains how systemic changes can become opportunities and why clear communication is the driving force behind the university’s continued development.
You have completed your first year as Rector. What expectations did you have when taking office, and how does reality compare with your original vision?
I entered the role with a clear vision of the steps that needed to be taken. Reality showed me that implementing change in an academic environment requires a specific pace and a great deal of patience, but I see that as an excellent lesson in leadership. Our initial momentum occasionally met more complex processes, which makes me all the happier about everything we have already achieved.
We successfully aligned the university with new legislation and gave a major boost to the modernisation of teaching. We have been responding quickly and flexibly to current societal demands. A great example is the newly developed and rapidly launched study programme Nuclear Energy Technologies at the Faculty of Mechanical Engineering, which directly addresses our country’s energy needs.
The Internal Evaluation Board is now fully operational, and we launched the innovative Learning Lab platform, through which our academics take courses focused on modern teaching trends, including the application of artificial intelligence. We have developed and continue to expand university AI chatbots and are systematically broadening our digital services. In addition, we have become a strong and respected voice at the national level. Whether at the Ministry of Education or elsewhere, we actively contribute to discussions on topics such as quality assurance in education, social safety, and career development. For a first year, that is an outstanding balance sheet.
Looking back at the 2025/2026 academic year, what do you consider the university’s greatest achievement?
There have been so many achievements that it would be unfair to highlight only one. Our greatest success lies in how far the entire university has moved forward. Today, we are much more visible and recognised both within the Czech higher education landscape and across Europe.
I am especially proud of our visionary projects, whether it is quantum computing, the AI Factory, our significant contribution to the International Space Station mission, or our progress in autonomous mobility. Another milestone was the successful organisation of the Defence Tech Innovation 2026 conference with the Confederation of Industry of the Czech Republic, which we hosted in our auditorium. We are already preparing the next edition for 2027, which should clearly demonstrate that our university is a key hub for defence research and dual-use technologies. Equally important are the successful evaluations of the strategic REFRESH and U!REKA projects. This strong set of results clearly shows that we have tremendous momentum and are heading in the right direction.
„For me, the key to success is intensive communication. When we share the purpose and motivation behind every step, we can accomplish even the boldest changes together as a university.“
Was there a moment or challenge during your first year that surprised you more than you expected?
Above all, it was a valuable lesson in the importance of dialogue. It became clear how essential it is to invest time and energy in explanation and open communication. When introducing major changes, whether due to legislative amendments or new election rules for academic senates, the key is ensuring people understand why we are doing it. Once our employees and students understand the purpose and benefits of these changes, they become excellent partners in the process. It is not a one-off task but a long term investment in mutual trust, and that investment pays off many times over.
VSB-TUO has long supported student initiatives, for example through the Studentopolis programme. Are there any projects that have particularly impressed you?
I would like to use this question primarily as a direct invitation to our students. I know they have enormous energy, outstanding ideas, and creative potential that we want and need to unlock fully. Studentopolis exists precisely for them as a launchpad.
I want us to take it even further and make full use of its possibilities. That is why I encourage students: talk to me, write to me, share your ideas. Tell us what you need in order to be active and to feel at home at the university. My goal is to create a vibrant, two-way dialogue.
The university is strong in education, research, and innovation. Which scientific achievements would you highlight?
Again, the strength of our university lies in its overall growth rather than isolated successes. The real challenge and my main objective is to make excellence the standard across the entire university. We want to cultivate excellence systematically in both teaching and research at all faculties and institutes.
At the same time, we are working intensively to turn the success of major projects into long-term sustainability. The development of the REFRESH project and preparations for its ambitious successor, RESCUE, are excellent examples. These strategic pillars provide us with stability and a strong outlook for the future.
The university’s research evaluation result of grade C under Methodology 2017+ was disappointing, but it is important to remember that it evaluated the period from 2019 to 2024. By filing an appeal, we clearly expressed our disagreement with that assessment and firmly believe that the university deserves a much stronger evaluation considering its current performance.
„My goal is to build healthy self-confidence across the entire university. I want to systematically develop the quality of education and research so that high standards and ambition become the norm at every workplace.“
How successful has the university been in fulfilling its ambition to be a respected partner for industry, the public sector, and international universities?
We are a large and diverse university, which is one of our greatest strengths. Some of our departments already achieve world class results, while others still have significant room for growth. We do not lack determination or hard work. Sometimes it simply takes the courage to leave established routines behind and try something new. The most interesting innovations often emerge outside our comfort zones.
As Rector, my role is not to manage individual departments but to create the best possible conditions for them, open doors, and help them discover new pathways to success. That is exactly what I strive to do.
What opportunities have emerged from cooperation within U!REKA and other international partnerships?
I see U!REKA as a successfully developing core of university-wide cooperation in Europe across all areas of our activities. Anyone who wants to engage can find partners and support at the highest levels of all participating universities. We are already preparing a follow-up project. In international cooperation, we prioritise quality and strategic impact. Rather than collecting formal memorands around the world, we focus on specific regions where our partner ships deliver tangible results. We are developing collaboration very dynamically in Asia, particularly in India, Vietnam, the Philippines, and Central Asia. Diplomatic missions and strong institutional networks are key partners for us. Our aim is to create projects that have meaning, quality, and long-term benefits for the entire academic community.
However, implementing this new approach required overcoming a significant internal challenge. Over the past months, we had to invest considerable effort in clarifying previous approaches to internationalisation at the ministerial level, approaches that no longer met our standards of quality and transparency. We held a series of intensive meetings to present our new strategy and clear rules. It required a great deal of energy, but our open ness paid off, and we regained the full trust of public authorities, which is essential for the development of our activities.
The university has also opened itself more strongly to the outside world. How do you see the role of VSB-TUO in the development of MSK and other regions?
VSB-TUO is no longer an institution hidden behind the symbolic fence of its campus. We are a key driver of transformation in our region and an active partner for other regions facing structural changes.
A great example is our recent agreement with the Olomouc Region, through which we will launch the attractive Smart Engineering study programme in Olomouc starting in the 2027/2028 academic year. We are also focusing intensively on north-west Bohemia, where we are launching full-time teaching in Most. This is a major boost for the region. That is precisely our role: bringing top-quality technical education where it is needed most.
At the same time, we want to be visible and actively involved in public debate. Having a dedicated university spokesperson with extensive media experience has helped us significantly. We are also gradually enhancing our presentation, from websites and social media to high-quality promotional materials. I want people to recognise that the success of our university has a national impact.
Modernisation and expansion often bring administrative burdens. How are you making life easier for people within the university?
This is absolutely crucial. If we expect excellent results from our people, we must remove unnecessary obstacles. We are continuing to digitalise internal processes, but we are going even further by focusing strongly on systematic work with data.
We now have advanced analytical tools that allow us to monitor study success, evaluate the quality of our study programmes, and analyse our cooperation with industry and educational activities. These tools provide immediate feedback and help us make fast and informed strategic decisions.
We want academics and researchers to focus fully on teaching and research, and students on their studies, rather than on paperwork. Our goal is a modern, paperless university where digital administration and services effectively support everyday life across the academic community.
VSB-TUO is investing heavily in the modernisation of its campus. What changes will students and staff notice most?
Our campus is continuing its transformation into a modern and vibrant place to live and work. We have several major reconstruction projects underway, including Building N and the university library, and we will soon open the state-of-the-art CPIT TL4 building. We are also focusing on public spaces and parking. What excites me most, however, are projects that will bring new life to the campus: a new café, modern relaxation zones, and a rep resentative student square. I want our campus not only to function excellently but also to be a welcoming, friendly, and lively community.
How would you describe your first year in office?
It was an incredibly energetic, motivating, and intense ride. A sequence of major events, inaugurations, and strategic projects created tremendous momentum. This year showed me just how diverse, vibrant, and creative the university I lead truly is. We have successfully completed a period of stabilisation and process setting, and now we are enthusiastically moving on to systematic work on our long-term priorities. I believe we are not only on the right track, but above all we have the determination and courage to keep moving forward.
Text: Barbora Urbanovská
Photo: Jiří Zerzoň