DOC+ teamwork has allowed me to grow from a project manager to a Chief Operating Officer.My initial tasks included scaling up the business in Moscow and opening branches in new regions:1. A system of hubs for doctors was created, which distributed the work of specialists throughout Moscow and optimized the consumables issuance.2. A branch was opened in St. Petersburg, which at the peak generated 30% of the company's revenue.Subsequently, business goals were reduced to optimizing operating costs and increasing the efficiency of the main processes:1. An AI-based call distribution system was introduced and a motivation program for doctors was optimized. These measures have reduced transport costs by 30%. 2. Changing the structure of call distribution and optimizing the formation of the schedule of specialists allowed to bring the UE in terms of salary to the target indicator.3. Costs for CC in UE were reduced by 3 times due to optimization of processes within the support service.4. Implemented OKR system for all key areas of the company.Due to the change in the business strategy, part of the assets had to be sold, since it became non-targeted.A deal for the sale of the media asset "Tol'ko Sprosit'" has been closed.Also was supported merger of DOC+ and Doctor Ryadom. After deal closure was implemented all procesess for providning in-house IT& AI development. It allows to start new IT projects: 1. Symptom checker for NHS in Moscow for all therapist order 2. Migration all customers to new medicine platform. 3. Telemedicine center in Ivanono region 4. JV with A-Group insurance in Republic of Azerbaijan

Goal: optimization of digital processes within the bankResult:1. The process of debt repayment for the client has been optimized, control over the efficiency of the process has been introduced, directions for the development of pricing policy have been formulated.2. Reduction of costs for all SMS traffic of the bank by 20% due to the introduction of a single SMS center and optimization of the work of contractors.3. The IVR scheme (Automation growth by 5 percentage points) was modernized and end-to-end analytics of the voice assistant was adjusted.

Goal: improving the efficiency of the home call center and integrating the call center platform with new bank products.Result:1. A new telephony project was implemented in the home call center based on the open source asterisk. These measures allowed to refuse from an external provider.2. The sale of the "Cash loan" product was moved to the cloud.3. Completely redesigned smart forms for home call center operators.4. PDS mechanics implementation, which allowed to increase the efficiency of the operators by 40% (the operator stopped processing late calls).