Experience

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  EPAM Anywhere

  • United States
  • IT Services and IT Consulting
  • 700 & Above Employee

  • Enterprise Architect

    • Nov 2022 - Present

  • Lead Business Analyst

    • Aug 2021 - Dec 2022

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  Intersection Group

  • Austria
  • Professional Training and Coaching
  • 1 - 100 Employee

  • Advising member

    • Jun 2020 - Present

    Intersection Group is a not-for-profit association committed to establishing a global community with the shared ambition of creating better enterprises. We invite management, design and realization disciplines to a collaborative enterprise design practice.

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  Moscow Domodedovo Airport (DME)

  • Russian Federation
  • Aviation and Aerospace Component Manufacturing
  • 100 - 200 Employee

  • Head of IT Strategy department

    • Apr 2021 - Aug 2021

    Customer: DME – Moscow Domodedovo Airport. DME is the second-largest airport in Russia. Project Description: The project involved updating the methods of developing the enterprise's IT strategy, specifically adapting the TOGAF methodology for the organization. Additionally, I implemented Scrum development practices. 1. New approach to IT strategy development: After conducting a business survey, I identified the need to develop a new approach for preparing the IT strategy. The goal was to establish order in IT projects and ensure the readiness of the IT strategy for the entire airport. Overcoming the high degree of overregulation of business processes was a challenge. Consequently, I created rules and regulations to guide the preparation of the new IT strategy. 2. Reengineering of the development process: The company's development methods required updating as they did not utilize agile development management practices. I proposed adapting the Scrum methodology for the enterprise, developed training materials, conducted training sessions, and implemented changes to the management processes. Furthermore, I introduced a new approach for making changes to the enterprise architecture. Team Size: The team size varied from 4 to 60 members at different periods, including product managers, system architects, business analysts, and marketing staff. Project Roles: Head of IT Strategy Department. Responsibilities: In this project, my responsibilities included: - Providing management consultations on enterprise strategy and IT strategy. - Adapting the Scrum methodology for the specific enterprise. - Implementing the TOGAF methodology within the organization. - Driving changes in enterprise processes. - Reporting directly to the managing director of the company. Received a letter of appreciation for my contribution during the COVID-19 crisis. Tools and Technologies: MS Project Server, MS Power BI, MS Office, Lotus Notes, Web, 1C + 600 IT-systems, Power BI analytics.

  • Chief Enterprise Architect

    • Nov 2019 - Apr 2021

    Chief Enterprise Architect Customer: DME – Moscow Domodedovo Airport (Aviation industry, Moscow, Russia). DME is the second-largest airport in Russia. Project Description: The project involved the preparation of the enterprise's business strategy and IT strategy. It included creating classifiers for enterprise objects and a unified business dictionary. Additionally, the project focused on revising the product range of the enterprise and designing a system for launching new products, both in terms of methodology and IT. As the Chief Enterprise Architect, my responsibilities included: - Reviewing the product preparation and product management processes. - Governing the product management process. - Optimizing the product portfolio of the airport. - Providing consultations on enterprise strategy and IT strategy. - Participating in the development of the enterprise strategy. - Implementing changes to enterprise processes and reporting directly to the company's managing director. Results: The project achieved the following outcomes: - Harmonization of the product portfolio, reducing the number of products from 4,600 to 1,200 without compromising profitability. Duplicate, outdated, unprofitable, and overlapping products were eliminated, resulting in a significant increase in the Profit-per-Product indicator. - Creation of a product development process and system, leading to a three-fold decrease in Time-to-Market (TTM). - Establishment of a product portfolio analysis system. - Development of a unified classifier for enterprise products and a unified business dictionary, along with a management system and rules for working with it. - Involvement in the strategic group of the enterprise and contribution to the creation of the enterprise strategy. - Alignment of the airport's business strategy with the IT strategy.

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  Rostelecom

  • Russian Federation
  • Telecommunications
  • 700 & Above Employee

  • Enterprise Architect/Solution Architect

    • Mar 2017 - Sep 2018
    • Moscow, Russian Federation

    Customer: Rostelecom. Project Description: Transformation project of the largest telecommunications operator in Russia. Team Size: The team varied from 4 to 20 members at different times. Project Roles: Enterprise Architect. Responsibilities: In this project, my responsibilities included: - Participating in the change of the architecture management process. - Contributing to projects involving the implementation of a system for creating a single user profile, targeted marketing, and inter-operator interaction systems. - Participating in presale activities for major clients. - Simultaneously pursuing an MBA degree in business analysis. Tools and Technologies: Hortonworks Hadoop, Greenplum, Hortonworks Hadoop, Greenplum, Hortonwoks, and Apache stack.

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  CAR5 Moscow Carsharing Service

  • Moscow, Russian Federation

  • Chief Technical Officer

    • Jul 2015 - Feb 2017
    • Moscow, Russian Federation

    Customer: CAR5 - Moscow Carsharing (Automotive industry, Moscow, Russia). Project Description: CAR5 is a fast-growing startup car sharing service with a $20 million budget. It offers an innovative mobility solution in rapidly increasing urban areas. The project involved the following components: 1. Web-site creation: Development of the company's website from scratch. 2. Mobile App creation: Development of the client's application from scratch. 3. Transferring all on-premises project infrastructure to the AWS cloud: as a result of implementing my proposal to transfer the project infrastructure to the cloud, we reduced the cost of the project's IT infrastructure by ten times. Team Size: A cross-functional team consisting of more than 20 people from various departments including marketing, product and engineering, business development, legal, finance, and accounting. Project Roles: Project Manager, CTO. Responsibilities: In this project, my responsibilities included: - Managing scientific and technological issues within the organization. - Managing the development team. - Formulating business requirements. - Project infrastructure management. - Negotiating with business partners to determine service requirements, service level agreements, integration of technologies, and new cohesive processes. - Holding a key leadership role in the company and creating a product from scratch. Tools and Technologies: MySQL, AWS, Web (PHP + MySQL + JS).

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  Oil processing company (OPC)

  • Moscow, Russian Federation

  • Project manager/Solutions Architect

    • Jan 2012 - Jul 2015
    • Moscow, Russian Federation

    Customer: Gazprom Neft. Project Description: The loyalty program for gas station customers at Gazprom Neft. As of 2013, the project had a budget of over $1.5 million for development and had emitted 5.6 million cards in 29 Russian regions. The program was based on the company's proprietary processing of loyalty cards. Team Size: The team size varied from 4 to 22 members at different periods, including developers, technical writers, designers, web developers, and others. Project Roles: Project Manager, Solutions Architect. Responsibilities: In this project, my responsibilities included: - Project planning and management. - Reporting to the Project Director. - Participating in the development of the project architecture and documentation, including technical specifications. - Maintaining close communication with stakeholders, including marketing directors and the project director. Tools and Technologies: Oracle, MS Project Server, Java, Oracle DB, PHP, high-loaded system, ITSM, QlikView.

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  Skylink

  • Telecommunications
  • 100 - 200 Employee

  • Project manager/Solutions Architect

    • Sep 2007 - Dec 2011
    • Moscow, Russian Federation

    Customer: Skylink, the fourth-largest telecommunications operator in Russia at the time. Project Description: Implementation of Microsoft Dynamics AX. Team Size: 4-18 team members including developers, analysts, and methodologies. Project Roles: Project Manager, Solution Architect. Responsibilities: As a technical project manager, I was responsible for: - Defining and executing project plans and monitoring progress on critical phases. - Specifying application components, platforms, interfaces, and the roll-out strategy. - Preparing documentation and business analysis reports, such as specifications, management reports, and project charters. - Presenting an overview of the project to executive management. Notably, this project provided my first experience in creating IT architecture and integrating systems in enterprise-scale projects. Tools and Technologies: MS SQL Server, MS Dynamics AX, MS SQL AS, MS SQL Server, MS Dynamics AX.

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  Usn-projects

  • IT Services and IT Consulting
  • 1 - 100 Employee

  • Account manager

    • Jan 2006 - Aug 2007
    • Moscow, Russian Federation

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  Optium, Group of companies

  • Project manager

    • Sep 1997 - Sep 2005