Leading the team of 10 people, that played one of key roles in Skype transition to agile methodologies. This included:* Creating and leading the team of domain experts covering important engineering practices (Agile & Scrum, Software developer practices, Continuous integration) owning those workflows across Skype* Establishing team of coaches to support Skype product teams in agile adoption across all 6 geographical locations (one coach in each of 5 locations in Europe and 1 in USA)* Aligning Skype product development model with Microsoft terminology, role profiles and engineering culture* Leading Maturity Program for Skype Product Teams. This program focused on assessing key behaviours, capabilities and data points of product teams while they were transitioning from their legacy practicies into good agile state with Scrum, continuous integration and related development and test practices. Program became key tool in bringing visibility of agile adoption across the company with related impediments and support requirements* After active transition time where 90% of product teams exited transition phase, reshaped the program to help teams to drive tangible improvements into their development flow covering full product development cycle. Success was measured by looking at trends in product quality, forecastability and team sprint velocity.

Leading the software development organization of 100 engineers, that was developing key elements of server based Skype infrastructure like PBX gateways, Webstore and Account Management, identity and address book infrastructure, integrations with Partners (MySpace etc)Being business partner for Skype for Business product development division enabling better cooperation between software and business development groups on regular basis

Leading 2 major projects:* MySpace Integration with Skype desktop client. I was initially responsible for Webstore integration of that project. When overall Project Manager left, then I obtained the responsibility of overall project, that was sucessfully launced in November 2007* Skype Engineering Resource Management project. Designed and implemented process to align engineering resources with business priorities and also include engineering input into shaping and ranking those priorities at the first place

Owning roadmap and strategy of national TV broadcaster technical direction and managing technical organization and investments (approx 4 million euro annual CAPEX budget). Major achievements from this period are:* Switching from Analog to Digital Terrestrial Broadcasting using MPEG4 compression standard* Buildup of digital TV production and broadcasting infrastructure* Planning of technical infrastructure for new TV production and broadcasting facilities for 250-300 people

Building and running dedicated team focusing on leading and implementing technical development projects according to defined strategy and allocated resources. Making sure team had optimal set of projects in progress with good visibility about their state, risks and next steps.Establishing and running IT team to develop and support IT infrastructure. Major completed projects:* Buildup of IT Server infrastructure and centrally managed Local Area Network (LAN)* IT helpdesk with service levels and related response times* Intranet development and launch

* When becoming IT manager for region, my first job was to centralize IT function across Baltic States. This meant reorganizing local IT teams and establishing Pan Baltic IT strategy and team for Coca-Cola Bottling Operations* IT services outsourcing requirements analysis and implementation* Implementation of WAN connecting all offices accross Baltics (12 endpoints)

* Year 2000 Project management across Baltic countries* Implementation of new modules of business management system* Year 2000 readiness audit in Moscow factory of Coca-Cola Eurasia

Administering of LAN and WAN, user helpdesk, administering of local PBX station and connections, IT training, implementation of local IT projects

Developing Electronic banking software (using dial-up connectivity) for domestic banks