Sergey Krupenin

Experience

• 

  Inis Soft

  Jan 1995 - Jan 1998

  Software Engineer

  Developing applications for high school:* Visualization of tasks for motion (DOS / Winodows)* Visualization of tasks for filling capacities (Windows)* visualization of tasks for the movement of objects in the atmosphere (Windows)Products are designed as extensible through the design of new types of tasks in the form of DLL-plugins.Tools: Pascal 5.5, Pascal 7.0, Delphi

• 

  Innovative Development Lab.

  Jul 1998 - Aug 2002

  Organization of work of the department (5 people)Standardization of proceduresProject management with clients: plans, accounts, settlements, paymentsRemuneration of employees Organization of automation projects: warehouse accounting, financial accounting, recruiting, negotiations / CRM. Develop applications on the Lotus Notes / Domino platform: Accounting, AccountingDevelopment of system libraries

  • Head of Development Department

    Aug 2001 - Aug 2002

  • Business analyst

    Jul 2000 - Aug 2002

  • Software Engineer

    Jul 1998 - Jun 2000
• 

  ProBusinessConsult Ltd, AlfaKIT (tm), www.alfakit.ru

  Sept 2008 - Aug 2018

  Owner / Director

  Some projects for clients:2008-2009 Development of a system for recording the operation of a container fleet consisting of own and leased containers. Monitoring of container traffic on railway roads of the Russian Federation, invoicing, payment control (Russia, Moscow) (Lotus Notes / Domino, AlfaKIT (tm))2008-2012 Automation of accounting of rendered transport services, 12 branches in the Russian Federation, 120+ users. 4000+ traffic per month. Large holding customers - individual forms of reporting on transportation and forms of billing. (Lotus Notes / Domino, AlphaKIT (tm))2011-2013 Development of a BI system on the QlikView platform for analyzing the efficiency of departments, directions, customers, suppliers for a forwarding company.2013-2015 Automation of the forwarding group of companies (Belarus, Russia, Latvia). The growth of the enterprise from 30 to 120 people over 3 years, the change in the main market for the sale of services became possible thanks to the processes established and automated in our AlfaCIT system.2016 Setting the procedures for financial accounting and reporting to the owner in a private transportation company (several legal entities).2017 Development of the module BI-analytics of the work of employees of the sales department and fin. monitoring.Internal projects:2010 Standardization of procedures for installing updates on client installations2012 Standardization and introduction of accounting for changes made on customer installations2015 Implementation of the ITIL-approach for documenting changes in configuration units2015 Establishment and delegation of regular procedures for management accounting, invoicing, cash flow accounting2016 Implementation of Confluence. Development of standards for the implementation of processes2017-2018 Documenting typical operations of support engineers and business analysts2018 Formation of an array of training video clips, covering the user's functional of the system Show less

• 

  Клуб управленческиех поединков POEDINOK.BY

  Nov 2011 - Nov 2018

  Основатель/Тренер

  Проведение открытых тренировочных занятий, тренингов и корпоративных учебныхпрограмм.Корпоративные заказчики:EPAM, iTechArt, AndersenLab, KlikaTech, СофтКлуб, ПриорБанк, Банк Развития,БелГазПромБанк, БелРосСтрах, ГазПромНефтьВыступление на конференциях:14.06.2012 IT Share-мероприятие "Управление собой, командой, проектом"25.10.2012 Конференция "Деловой интернет-2012". Доклад "Управленческие поединки. Бытьуправленцем и переговорщиком..."11.10.2013 Конференция "Деловой интернет-2013". Доклад "Управленческие поединки.Власть или не власть: вот в чем вопрос"25-26.04.2014 Фестиваль HR-технологий. Мастер-класс "Факторы эффективного влияния"13-14.10.2016 Фестиваль #SaleSation201617-18.04.2015 Выступление на конференции AnalystDays 201504.2017 Выступление на конференции AnalystDays 201706.2018 Выступление на конференции SQA 2018Организация мероприятий:31.03.2013 Первый открытый турнир Беларуси по управленческим поединкам28-30.06.2013 Первый летний фестиваль по управленческой борьбе21.01.2015 Первый Мини-турнир по управленческой борьбе: Кто в Минске лучший?09.04.2015 Второй Мини-турнир по Управленческим поединкам: Кто в Минске лучший?05.11.2015 Мини-турнир БГУ "Конкурс будущих управленцев"26.04.2018 Финал турнира по классическим поединкам поединкам "Кто лучший в Минске?"Проведены тренинги:Подготовка к переговорамПриемы влияния и управления в переговорахПервая ступень управленческого мастерства Show less

• 

  EPAM Systems

  Oct 2018 - now

  The project is actually a program of 5 small project running in parallel. Each team consists of Senior dev, Mid dev and 50% of QA. Project scope is migration of prod instances of customer e-commerce apps from one cloud to a new one with version upgrade. Project was in RED zone due to misestimation of project on customer side. Also DM was a Senior developer on one of the streams. He was loaded at full and cannot run General management across the streams.I assisted with evaluating gaps in initial estimation, understanding is team setup is correct and project is doable. Offer changes and Assist during onboarding of dedicated DM. Show less OSDU (Open Subsurface Data Universe) is an open source multi-cloud (AWS, Amazon, IGM, GCP) platform for oil and gas sector. EPAM has reached an agreement with largu cloud service provider to contribute into OSDU for compatibility. Project main deliverables: * Provide most current OSDU R2/R3 GCP Community environment (via CICD) * Support early adopters with adoption of their products for OSDU on GCP * Bring to an end OSDU R2 services on GCP (taken as a heritage) * Develop OSDU R3 services on GCP * GTM and bootcamp activities support * Adopt OSDU to run on Anthos (PoC) * Contribute to community (Architecture, Quality etc)Project RolesScrum master, off-shore delivery managerCurrent project outcomes/results: * 8 of R2 services are close to an end, + one service is rewritten from Go to Java * 11 of R3 services are following defined service checklist * OSDU GCP environment is stable and currentMain achievements: * Development lifecycle investigation, setup and stabilization (across 2 GitLabs: OSDU GitLab and EPAM GitLab) * Processes monitoring (Service E2E, Publishing monitor, Code health monitor, Quality monitor) * Service onboarding checklist and workbreakdown * EPICs development roadmap * Modules expertise dashboard across team membersTeam20+ ppl in Belarus, Rissua, Ukrain, Poland and USA.Several streams: * DevOps * Java * Python Show less Off-shore delivery (project) manager for migration of 30+ Analytics applications (ETL+Consumpsion) from on-premise Cloudera to Cloud Azure.35 ppl in 4 locations, formed into 4 teams: 3 teams for app migration and 1 DevOps/Support team.Work-management pipeline: SAFe.Mngmnt deliveries/changes in the project:- Standartized the on boarding process. Onboarded 20+ ppl, on boarding checklist was updated several times with collected feedback from newly onboard members- Cross-team dependency tracking is implemented- Testing framework is developed so that all the apps follow the same testing workflow, and are tested well independently on testing person. Testing frame for testing each app is 2-4 sprints.- Cross-team migration workflow identified, and drought back to team as a process- Audited DevOps practices, identified bottlenecks- Migration progress monitor developed and introduced (10+ apps in active migration, 30+ migration steps per application)- Checklists and progress monitor for various platform parts developed and introducedDec'19-Jan'20:- Made the overview of migration process, developed operations dictionary that describes migration of 4 types of code objects (applications, common fetchers, custom fetchers, tools/libraries).- Migration backlog creation process reinvented: generator creates backlog template according to Operations Dictionary, template is customized to comply application specifics (number of selectors/producers, number ot SoRs, NAS, historical data, custom components, tools). Application specific backlog is saved into task tracking system (Azure DevOps).Changes above result in well defined scope of work with dependencies across work items and actual work description so that results can be consumed by next coming migration steps. Sprint planning efforts dramatically decreased (from 4,5 hours for a group of 8 ppl to 2 hrs for the same group) Show less

  • Product Manager

    Jan 2023 - now

  • Delivery Manager, Product Owner, Architect

    Dec 2018 - now

  • Anti-crisis manager

    Feb 2022 - May 2022

  • Anti-crisis manager / Delivery Consultant

    Dec 2021 - Apr 2022

  • Anti-crisis project manager / delivery consultant

    Dec 2021 - Feb 2022

  • Project Manager (off-shore)

    Apr 2020 - Nov 2021

  • Project Manager

    Feb 2019 - Jun 2020

  • Project Manager

    Oct 2018 - Jan 2019