Experience

• 

  Cqg, inc.

  Feb 2008 - Dec 2010

  Project manager and team lead

  Managing distributed teams of software developers in Russia, Ukraine, Armenia and USA.Managing projects for basic product of CQG for traiders.Managing projects for creating platform of software development process for internal users.Achievements:- Several new features for chart improvements- Localization of user management system- New requirement management system

• 

  Sberbank-technology

  Dec 2010 - Aug 2019

  • Relaunch of the R&D center and implementation of a project-based approach in R&D.• Collaboration with key business verticals of Sberbank and laboratories.ACHIEVEMENTS• Conducted pilots with ML, IoT, Voice Assistant, Computer Vision, and Blockchain technologies.• Organized Innovation Days at Sberbank's Corporate University.• Initiated the AI transformation of the company.• Implemented Product Discovery processes for corporate and international business projects.• Consulted on the Sber ecosystem for new services (EduTech, FoodTech, MedTech).• Successfully defended the Product Vision of the Personal Assistant Platform.• Prepared for the launch of Sberbank's IT Bootcamp. Show less Innovations: o bots for Telegram / SberMessengero service of filling in the declaration for officialso smart contracts for the Sberbank Internationalo customer loyalty program on the blockchainAgile-coach:o Launching 5 teams as Agile-coachProject management:o Successful projects "Decommissioning of local legacy payment systems" in the "Centralization 3v0" program - estimate B;o Successful project "Cluster Stop List" of the program "Improving the Reliability of Critical Systems" - estimate A;o Successful project “Cluster Infobank” of the program "Improving the reliability of Critical Systems" - estimate B;• Built a cross department workgroup for "Reducing Muda in release cycle" as a part of the program of improving effectiveness of the company (Lean).o Created of an efficient production process for systems of the company, adaptation of the company process to a short production release cycle, implementation of Agile for several areas (Waterfall + Kanban).o Reduced release time (lead time) from 6 months till 5-7 weekso Introduction of risk culture in the company production process• Successful project "Payments centralization" of the program "Centralization 2-0" - estimate B.• Built service approach for the Competence Center: 3rd line support, build and release management, CR delivery Show less

  • Director of R&D Department

    Feb 2018 - Aug 2019

  • Deputy director of Competency Center of Payment Systems Development

    Sept 2014 - Jan 2018

  • Head of division, Development manager, technical lead, project manager Payments and Billing Division

    Dec 2010 - Sept 2014
• 

  Sberbank

  Aug 2019 - Aug 2021

  Managing director in sberdevices head of smartmarket

  • Launch of the first marketplace for virtual assistant applications.• Formation of product teams and seamless transition from R&D projects to enterprise development.ACHIEVEMENTS• Development infrastructure for assistant applications established.• Game development studio (GameDev) built from scratch.• SmartMarket - creation and launch of a marketplace for assistant applications.• SmartStudio - selection and integration of a boxed solution for application development.• BeatDancer - Launch of an AR game for SberDevices.• SmartPay - creation and launch of monetization services for assistant applications (similar to Stripe). Show less

• 

  Moscow exchange

  Aug 2021 - Nov 2023

  50+% Y2Y, PMF in 2 of 4 products, launch of 2 MVP, 10+ hypotheses in progress. Reduced costs of MVPs by 10 times• My goal was to elevate our business team's product management skills, making them more responsible and self-motivated. To achieve this, I began by structuring our products based on market analysis, target audience, needs, and solutions. We closely monitored customer funnel metrics to identify core problems and realigned our product goals accordingly. Additionally, we reorganized our product owners into product streams, focusing their efforts on our main objectives. These initiatives led to a remarkable 60%+ revenue growth year over year in 2023.• Secondly, I launched the Product Factory, which served as a catalyst for generating new product hypotheses. Within the first three months, we successfully validated over 15 hypotheses. Two of the notable products that came to fruition were the Personal Investment Index and Savings On Goals, both exceeding our expectations in terms of metrics. We also implemented the Discovery process as a methodology to uncover growth opportunities.• Thirdly, I conducted an assessment of all product managers and hired new employees with the necessary product skills. We added two product owners to three product teams, made changes to one product lead manager, and hired an additional product lead manager.• Lastly, I successfully crafted a Product Vision and Strategy for stakeholders, securing a new round of budget in mid-2023. By thoroughly understanding the market and our target audience, I created a finance model that integrated products, sales, and marketing. This allowed us to meet the challenge of doubling our performance by 2025 and also exceeded expectations. Show less • Ensuring business scalability through IT transformation: product-service culture, new business-oriented vision for platform development, OKR implementation.• Accelerating product development to implement company strategy.ACHIEVEMENTS• T2M (Time to Market) improved by 6 times (18 days for release delivery). - On-demand releases - Independent team deliveries - Automated testing and delivery to production• IT team cost reduced by 40%. - Optimized IT organizational structure to align responsibilities - Structured expense management for RUN/CHANGE/DISCOVERY and PRODUCT/CHANNEL/PLATFORM - Platformization of services to accelerate product team development speed - Implemented Total Cost of Ownership (TCO) control system, including cost impact control for future changes - Prepared transition of test environments to the cloud• System availability increased from 99.5% to 99.95%. - Implemented technical and business monitoring of the system - Implemented Incident and Problem management processes, including retrospectives and Live Site Review - 10x increase in the number of product deliveries• IT product transformation - becoming a product-centric company. - IT-entrepreneurial culture embedded in the company's strategy - Implementation of OKR system - IT competency management based on guilds. Show less

  • Chief Product Officer

    Jan 2023 - Nov 2023

  • CIO finuslugi.ru

    Aug 2021 - Nov 2023
• 

  Click

  Jan 2024 - now

  Chief information officer