Experience

Raiffeisen Bank Russia

• Russian Federation
• Banking
• 700 & Above Employee

• Head of Software Development Department, Director

  • Oct 2017 - Present

  • To develop and implement strategy for developer profession• To build development teams (hiring, training, development, motivation, retention of professionals)• To form, implement and monitor the professional skills level and knowledge of employees• To organize professional development and employee training events according to the strategy and teams needs• To research world trends, develop and implement unified and effective methods, methodologies and IT tools• To develop and popularize technological standards and best practices of development and support in the profession, as well as tools for the implementation and execution of standards• To manage line budget (OPEX2)• To plan resource and execute IT budget in terms of training, consulting and licensing with an annual budget of ~ 1 million euros• To manage team of developer leaders in all technological stacks of the Bank (team was created from scratch)• To enable Agile transformation through quick recruitment, training and implementation of best practicesAccomplishments:• Hired 150+ developers through the unified approach for technical inter-views • Created and published IT development and support standards; implemented a prototype dashboard for implementation tracking• Created employee assessment approach, which is currently being implemented in employee assessment process with PTS (PO + Tech Lead + Scrum Master) and Community Lead. It’s basis of IDP (individual development plan) process for 700+ IT Delivery employees• Supervised 50+ IT Academy trainings (13 development and automation programs). Increased the amount of trainings within the same budget. • Supervised 8 developer presentations at major conferences, 40+ internal and external meetups and 7 developer communities • Launched and completed 2 development schools on the basis of a new juniors learning approach, launched soft skills training program for employees Show less

• Head of BPM systems and integration solutions development department, Senior Vice President

  • Jul 2015 - Sep 2017

  Combining the role of DevOps technology evangelist in IT with the role of line manager• To manage engineering practices implementation (including CI / CD, automated testing, code quality, etc.) in IT teams• To implement centralized automation tools• To create and further improve automation trainings for teams• To research the best world trends and practices in automation, to implement new ideas and tools • To develop and promote automation standards in the bank, as well as tools for the implementation and execution of standards• To manage budget in scope of DevOps and automation• To change mindset of employees and teams through the popularization of the culture of automation in the bankAccomplishments:• Created set of must have automation practices, which became the basis of the future standard of development and support• Supervised centralized automation pipeline implementation in the bank, 80% of the teams work within it• Implemented CI / CD pipeline in all key development teams of the bank (including Siebel, IBM BPM, Remote banking services (R-Online), AS400, Customer front office system)• Created new training approach and launched IT Academy as a school of IT technical skills• Popularized DevOps ideas in the bank (presented at conferences in Moscow, Omsk and Vienna)• Hired and trained 30+ analysts and developers as part of the RTC launch in Omsk Show less

• Head of Document flow & process management group, Vice President

  • Jul 2012 - Jun 2015

  Execution of the application family manager role in several teams (BPM, Lotus, ECM)• To create, maintain and further process optimize the application family team• To manage application family team (management of priorities, queue and implementation of tasks)• To be single point of contact for customers, demand managers, project managers• To plan resource and execute the application family budget with an annual budget of ~ 3 million euros• To manage and coordinate the external suppliers works involved in applications development• To analyze and manage risks related to application familyAccomplishments:• Implemented IBM BPM platform in the bank • Hired and trained team of 30+ people for 3 parallel projects (BPM Car Loans, BPM PI Loans and BPM Account Opening)• Implemented BPM Car Loans project• Developed document storage system for Currency Control on the ECM platform Show less

• Head of Accounting system sector

  • Jan 2009 - Jun 2012

  • To hire and train migration automation team (as part of the merge of Impexbank and Raiffeisenbank)• To create and automate the products migration processes from type B branches to type A branches and from type B branches to type B branches in the Far East• To coordinate IT product migration procedures for all branches of type B network to type A branches and for all branches of type B network in the Far East to KhabarovskAccomplishments:Merge of Impexbank and Raiffeisenbank branches and Impexbank branches in the Far East• Created, automated and scaled IT methodology for migration of PI products and parts of LE products • Reduced the duration of the branch migration to 60 days, which made it possible to launch up to 6 branches in parallel• Migrated 45 type B branches to type A and 5 type B branches to Khabarovsk Show less

• Senior manager in Accounting Control and Development Group

  • Sep 2007 - Dec 2008

  • To automate CB RF normative calculation and reporting forms (for type B network)• To merge Impexbank and Raiffeisenbank St. Petersburg branches Accomplishments:CB RF normative calculation and reporting• Redeveloped reporting forms within new accounting plan• Optimized CB RF normative calculation from 6 to 1.5 hoursMerge of Impexbank and Raiffeisenbank St. Petersburg branches• Developed IT methodology for migration of major PI products • Migrated clients data and products Show less