How to Build QA Culture in Your Company - Filip Barszcz

Why your stakeholders, devs and PMs all mean something different by "quality"

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"The truth is that we are feedback givers for all the development teams." - Filip Barszcz

In this episode, I talk with Filip Barszcz about what most companies get wrong when they claim to have a quality culture. Filip reveals why stakeholders, developers, and product owners all speak different languages when they say "quality" and how he translates between them to build actual buy-in for testing strategy. He walks through his playbook for introducing change without burning out the team: small wins first, honesty about short-term productivity drops, and color-coded tables that make executives eager to invest in QA. If you've ever struggled to get testing taken seriously beyond "just click through it before release," this conversation gives you the roadmap.

Filip Barszcz is a full-time QA Chapter Leader with over 10 years of experience in the IT industry. Throughout his career, he has collaborated with renowned organisations such as SCIB (Santander Corporate & Investment Banking), T-Mobile, Capital.Com, and IQVIA. He specialises in building and refining quality assurance processes, mentoring QA professionals, and fostering close collaboration between QA and development teams. As a strategic QA leader, he has driven major organisational transformations — from building QA departments from the ground up to restructuring teams for greater efficiency and alignment with business goals. He has successfully defined test strategy, designed automation architecture, and implemented multi-level testing — from unit to end-to-end coverage.

Highlights:

• QA's real job is being brutally honest feedback givers, not just testers stuck at the end.
• Share colored tables weekly—stakeholders love metrics and invest when they see QA's actual value.
• Start change with quick wins: better communication and information flow costs just hours weekly.
• Engage everyone impacted before big changes—consultancy beats shock therapy, even when you want speed.
• One major change per quarter maximum—tired teams resist everything when stability disappears.