Anna Vavilova Email & Phone Number

Leading projects delivery - mobile apps & AI SAAS solutions for business and startups

Nicosia, Cyprus

1. Improved transparency and cross-functional efficiency, SLA met VS failed increased by 50% by implementing the Jira monitoring system and digitizing the top 5 operational processes2. Increased productivity, reducing the time per process ↓ x3 (10 days ->3 days) by automations and integrating IT tools (Jira add-ons, Slack integrations, ect)3. Dev costs optimized ↓ 50% and its speed has increased, Cycle time ↓ 30%, and Velocity ↑ x2, by implementing the Scrum methodology, timesheet reports and the process of collecting and prioritizing the product backlog 4. Increased the satisfaction of internal and external users of the investment portal, DAC x2, by refactoring and UX design updating dashboards

1. Increased the number of new users (self-employed drivers), СR ↑ 25%, by correcting a technical bug when registering a referral code in the application 2. Optimized the cost of attracting self-employed drivers DAC (Driver Acquisition cost) ↓ 20% by conducting a/b tests comparing the monetary and promo code mechanics of motivation3. Reduced the loss of self-employed drivers' leads, churn rate ↓ 25%, Retention x 1.5 support load ↓ x3 by writing and implementing a comprehensive response protocol in case of a drop in the registration service in the application

1. Reduced legal risks by 70% by transferring the partner base of taxi companies to online documentation service2. Implemented end-to-end KPIs for departments of the taxi business unit in B2C3. Reduced churn rate of strategic and medium-sized partners by 1.5 times after diversifying the partner base and introducing a new loyalty program 4. The active driver base has increased by 20% due to the introduction of new motivation mechanics

1. Increased department efficiency by 40% (20+) people by implementing KPIs for PMO and operations departments2. Improved transparency of interaction with related departments by implementing roadmaps for all internal and cross-functional projects of the department

1. The customer service department (monitoring and employee development) was created from scratch, which allowed to increase the number of projects implemented by + 50% and their quality 2. Long-term relationships with a permanent pool of clients (10+) have been built, annual revenue from contracts and tenders has increased 4 times, stable revenue has been provided for further growth and business development3. 2 mobile applications and more than 30+ websites have been implemented when building in-house and outsource development departments

Москва

Responsibilities:- Building partnerships with clients, managing expectations- Organization of internal work in a team: planning and distribution of tasks, selection of performers, meetings, brainstorms, reporting information, control of execution- Preparation commercial and tender proposals, preparation of estimates, timings, control of the timeliness of invoicing, closing documents and payments