Elena Borovaya, EMBA, PMP, Lean BlackBelt, Agile

Experience

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  Allianz Russia

  Dec 2006 - Oct 2008

  Market and Product Analyst

  • Regular competitor product price and services analysis on Motor, Property and Medical insurance lines of business • Implementation of new value propositions and products (full cycle from idea to promotion and distribution) and development of existing product lines (all lines of business for b2b and b2c)

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  Zurich Insurance Company Ltd

  Oct 2008 - Oct 2010

  Market Research Manager

  • A Zurich Group Research Team ambassador in Russia, planning and budgeting market research projects • Conducting research on Brand, Customers Satisfaction (NPS, TRI*M), competitive environment (market & activities), customer behavior and Zurich value proposition• Providing business with Marketing Planning data on macro-economic trends and core development factors• Analytical support of M&A activities within a project team

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  Oranta insurance company, part of Achmea

  Oct 2010 - Aug 2013

  Strategic projects manager / Lean consultant

  - Identified and provided on a regular basis key strategic opportunities for business in terms of market growth, regional footprint, and business performance. Provided data was used as a basis for further strategic and management decisions.- Developed two 5-year business planning scenarios (being a member of project team with support of McKinsey), which were used as a basis for the strategic sessions of the management board.- Conducted on a regular basis a set of research projects on brand health and identity, customer segmentation and behavior, product and pricing. The results of the surveys were used for further marketing strategy, product development and pricing.- Implemented Achmea’s Lean concept and tooling, acting as a change agent; managed implementation of the improvement ideas in Policy Administration. New business process created resulting in reduction of the number of manually issued policies from 80% (Q1 ‘12) to 30% (Q1 ‘13)- Facilitated VSM (value stream mapping), Kaizen workshops, and Lean educational training sessions for middle-management and employees. Implemented the internal exam system for Lean knowledge accreditation, which was used further for development of the local Lean experts.- Successfully substituted for the head of Marketing and Strategy Department, incl. planning and controlling of the marketing budget, monitoring ROI of promotional activities, metrics development of campaigns. Show less

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  EY

  Nov 2013 - Aug 2016

  Consulting Manager

  Key projects in the role of the project manager / member of the PMO:- Operational system selection for TOP-1 Russian insurance company (incl. functional requirements gathering, negotiation with vendors); - Transformation project for TOP-1 nuclear company in Kazakhstan; - KPI and motivation system development (for middle management and staff) for TOP-1 Bank in Azerbaijan;- Accounting and Operations centralization project for TOP-1 Russian insurance company;- Separation of IT function into a legal entity and creation of the central IT European hub for a leading international bank;- Business transformation project for the biggest mail and shipping company in Kazakhstan.All projects achieved their targets and were fulfilled within budget and time constraints. Recommendation letters were provided by all the clients. Show less

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  Societe Generale

  Sept 2016 - now

  Head of IT strategy office / Transformation manager

  - Developed an annual framework for IT strategy creation and implementation, using OKR (Objectives and Key Results); facilitated a set of strategic sessions with the executive and middle management. New IT strategy resulted in a complete IT function transformation (over 1000 IT specialists), elimination of excessive management levels, tripled customer satisfaction, maintained IT costs within the growing business, entered the TOP-6 best IT employers.- Initiated and managed senior IT project managers (specialised in cross-functional, strategy-related, M&A or regulatory projects). 95% of the projects achieved the project goals. The team was a top performer. - As a member of the core team, set up and realised a large-scale Agile transformation program, affecting 1000+ employees, with a budget of $1,2M. Organisational structure review, launch and further support of the first Agile teams, agilization of all support processes resulted in a notable reduction of time-to-market and better customer satisfaction.- Implemented business quarterly reviews (agile ceremony) for all Change-related IT initiatives, resulting in alignment in Value Delivery & Backlogs between the teams and within the company's strategy.- As a member of the core team, performed a Lean-management implementation (10 000+ employees influenced), including creation of an internal center of expertise, individual coaching of the Management Board members and middle management. Annual economic effect achieved to the level of 7% OPEX. Show less