• Prioritization of platform goals and objectives• Managing analyst resources, depending on business and platform priorities• Defining the role and responsibilities of an analyst in business teams. Implementation of the competence matrix• Formation of a knowledge base for analysts in the team (including work with analytical tools and AB tests)• Hiring and onboarding new employees• Solving complex analytical and infrastructural tasks• Participation in the development of the architecture of solutions, technological stack and production process

• A team of more than 15 people of products and analysts• Formation of OKRs of the team and the business line as a whole• Development and optimization of mobile operator sales channels• Prioritization of development tasks and external departments• Increase in sales volumes in NPV-positive channels, reducing the cost of attracting• Building an analytical reporting infrastructure • Building a platform for summarizing the results of AB tests

• Leader of the project team, that focused on the growth of acquisition• Building reports on the involvement of a mobile operator and determining key metrics for the process • Hiring and mentoring 8 analysts• Building predictive models for sales channels• Setting up monitoring at the main stages of the attraction funnel• Search for growth zones in the attraction funnel

• Building an NPV model (assessing the profitability of the customer segment in terms of channels of attraction)• Presentation of the budget to the CEO• Designing a data warehouse model• Building a metric tree for a new product• Building basic reporting for a new product in Tableau• Pre- and post-evaluation of product initiatives• Hiring and mentoring 5 junior analysts• Formation of a matrix of regional and roaming tariffs• Customer churn research