*(MTS is the largest European Telecom >80 000 000 customers, >63 000 employees, >8 000 IT engineers)Transformation of DevOps processes within a group of companies (>8k developers, >400 products).Goal-setting organizations within the framework of the introduction of centralized practices and tools.Embedding DevOps processes into the work of Agile teams and projects.Moving company to the better future with help of 350 DevOps engineers under my control.

*(VTB is the second Russian Bank, >14 000 000 customers, >80 000 employees, >3 000 IT engineers) I was responsible for the development of the DevOps service of the entire bank (thousands of developers, hundreds of teams):Setting tasks (year, quarter, sprint) for my own and related teams, execution control, re-prioritizationTechnical elaboration of solutions (architecture, product selection, RnD directions, etc.)Formation of teams (development, replication, partial support)Preparation and conduct of training, meetupsBuilding the work process (1-2-3 line, Scrum, Kanban, notification system, the process of finalizing FAQs...)Working with departments and individual teams to develop methodologies for working in DevOps

*(Sber is the second European Bank, >100 000 000 customers, >210 000 employee, >13 000 IT engineers) Managed the DevOps service for two dozen systems and more than a hundred developers. 1. Transferred all development services to a new company (SBT => Sberbank PJSC) seamlessly and in the shortest possible time:a) Technological accounts and access groups to services (rights to repositories, etc.); b) Rights to administer and use equipment, acceptance of server orders and virtualization quotas; c) Reconfiguration of the release process in accordance with the changes in the procedure. 2. I am engaged in changing the process of employee access to systems: a) drew up the technical specifications for the network scheme, agreed on it; b) compiled the texts of the orders on the new access procedure, took over the process of working through them with the Security Council and the rest of the participants in the process; 3. Exploring opportunities to improve development processes: a) New ways of obtaining equipment (automation of work with dynamic infrastructure); b) Optimization of the process of working with tasks (using a combined Scrum-Kanban approach); c) Identification of tasks that we can automate or transfer to other teams for support without loss of effectiveness. 4. I improve the work of the DevOps team itself:a) I conduct regular retrospective analysis with the team; b) Analyze the lack of resources and form a plan to expand the team (indicating priority competencies); c) I individually discuss with each team member his plans for development and help with the organization of training.

I worked in a Risk Systems development team (20 automated systems, mostly in Java, a little in C#, mostly Oracle databases):1.As part of the automation of the development and release process:a) I configured Jenkins with plugins for interacting with git, and later with BitBucket, Sonar, Nexus (and I also configured and accompanied them);b) modified and maintained a self-written Deployment framework on bash; c) set up basic configuration management via Ansible.2 Interaction with external support services:a) redistributed the areas of responsibility: transferred the administration of dozens of development and testing servers to himself;b) agreed on the maintenance of physical servers; c) standardized and took responsibility for the process of obtaining new equipment (up to non-standard purchases).3. From scratch, I formed a DevOps team to support and organized a high-quality developer service (an annual satisfaction survey of ~120 colleagues for an 8+/10 rating):a) identified the "bottlenecks" of external support and offered my alternative; b) I have recruited a distributed (3 cities) team of qualified engineers (5 people), I am engaged in their mentoring, I solve issues of career development of team members;c) organized the transfer of all activities from outside (~5 days for reaction) to the internal team, (tasks began to be transparently performed within the day); 4. Prepared all development services for the transition to a new company (transfer of SBT employees to the central office of Sberbank of Russia), where I continue my work.

I worked in the frontend department for all its structural divisions (portal, search and mobile services). I carry out the following activities:1.As part of the automation of the frontend release process:a) installed and configured Jenkins with plugins for interacting with gitlab;b) using the buildflow plugin and a self-written daemon, I configured continuous integration from the developer's tag in the git to autotesting the current state of the muzzle without manual intervention.2.Management of the release process:a) standardized the release process - from the form of tasks in jira to the sequence of work and the distribution of areas of responsibility;b) I control the compatibility of project versions both inside the front and in terms of compatibility with current backend releases.3.Developed and implemented a plan for automating the development, testing and deployment processes for the entire company:a) formed proposals for integrating all Company's products into a single CI;b) prepared the frontend units for integration into a common CI based on my solution.

Development within the framework of the GIMM_NANO state contract.Includes:- organization of the work of my group (setting up a collaborative environment, distribution of responsibilities among the members of the development team, drawing up a plan for the implementation of the state contract, maintaining all documentation on the technical task, including translation of accompanying documents into English);- training of employees for subsequent customer support (preparation of service programs, both at the integration stage and after);- implementation of libraries and system services (in particular, those related to computing-intensive parts of the complex);- control over the refinement of interaction with the ANSYS EKM data management system;- creation of a visualization cluster, with the possibility of setting the task in interactive mode.

I worked at the Multiprocessor Systems Research Center. I created:1.Translator for Co-Array Fortran within the framework of the SKIF-Grid projecta)Ensured the operation of the CAFC compiler on the test boardb)With the help of yacc and bizon, I formed the rules for partially automatedparsing from the Fortran language into Co-Array Fortran2.Test for the MVS-Express hybrid machinea)Optimized the solution of the Jacobi problem taking into account the features of shared memoryb) Designed the interaction of the part executed on "classic" processors withthe part executed on graphics processors3. Formation of a hybrid computing cluster MVS-Ma)Building a cluster based on NVIDIA Fermib)Installing and configuring SuSEc)Configuring ShMem and MPI4.Parallelization of the gorenje task within the framework of the state contract with NIISIa)Identified computationally capacious areasb)Optimized the overlay of the topology of the problem on the topology of the processor