- Responsible for launching VASP entities of the group (Europe, Latam, Asia);- Oversee all end-to-end operations, from finance to business implementation, from back to front office.

Oversee services of information technology consultancy.

Responsible for implementation of IT and CyberSecurity policies to ensure compliance with the Estonian, European and FATF Regulations and Guidelines for Digital Assets / Blockchain Technologies.Managing IT Department of 5+ people;Communicating with FIU of Estonia to implement necessary firewalls, KYT and anti-fraud procedures.

Was providing freelance IT/ Security/ IT Development services to FinTech companies operating within the stock trading, insurance, payments and blockchain industries.

Responsible for implementation of trading platforms, liquidity providers and bridge to liquidity providers;Creation of CyberSecurity Policy, Management of the IT team and IT reporting standards;Supervision of creation of the IT environment in line with Cyprus, ESMA and other applicable regulations.Supervision of creation of proprietary trading technology.

As an Agile Coach, I have the overall goal of helping my teams introduce agile practices into their work. My overall philosophy of adopting practices involves first identifying real, significant problems before suggesting solutions. As a result, I see three major categories of work: identifying problems, choosing new practices to solve these problems, training people in using these practices. In all cases, I aim to teach my teams to do these things for themselves.Identifying problems requires working closely with people in their day-to-day work. I need to see not only what obstacles they face, and perhaps more importantly, which obstacles they have become resigned to accepting. In addition to observing these issues directly, I have taught the group how to map their value stream, looking for extended wait times and inessential work. This provides a source of issues for them to address in a continuous improvement backlog.As the team identifies issues, I suggest agile practices to address those issues. I provide the most value by stopping teams from adopting practices for which they aren’t ready. I help teams choose practices that provide “just enough” of a challenge to them and that address the issues they have in a specific, often quantifiable way. I also help teams introduce new practices in a way that avoids abusing positional authority and imposing new arbitrary rules on people.As part of introducing a new practice, I help the team learn the practice, perform the mechanics of it, understand the reasons behind it, and encourage them to document and monitor their progress. I prefer not to train people in a classroom setting, instead teach them through working on their day-to-day tasks, so that they learn what they need to learn as they need to learn it. This requires sitting down with them as they practice, providing feedback, suggesting changes, and demonstrating new aspects of a technique or practice.

In a role of Delivery Manager (Project Manager) I focus on three areas: communication, motivation, and continuous learning and early feedback cycles. I worked for teams up to twenty people and used my skills in release management, risk management and process management. These areas are two dimensions that form my mind map matrix.Clear, meaningful and explicit communication channels are essential for successful release, risk and process management, because all of them involve several parties. Release management is usually based on liaising with ‘business’ people and different stakeholders. Clear communication is usually the first step. The next step is building cooperation based on trust, and ultimately – collaboration.My motivation approach is based on two models: Tribal Leadership by Dave Logan, and Autonomy, Mastery and Purpose by Daniel Pink. Usually the first step is to establish what stage the team is at. Next, what do the team want to achieve? And then we use D. Pink’s model as a vehicle. Focusing on motivation allows us to grow as a team, be proactive and deliver meaningful value to business. The sooner we know something the sooner we can adopt and improve. The importance of continuous learning and early feedback cycles is exponentially related to the scale and importance of the project. It is easy to fix something at the beginning, rather than later, because of the nature of interdependencies between big projects. On the other hand, it is absolutely essential not to build decisions on false assumptions in critical projects, where few options are available. Mistakes prove to be very expensive in this type of projects. On the positive side, the sooner we can prove something working, the more options we can have, the more return on investment we can achieve. This is the essence of Agile.

My work as technical consultant was a solid foundation for becoming a successful Agile project manager, and Agile coach. I worked as team coordinator and scrum master for teams of up to eight people. My main responsibilities were release, process, and risk management. Depending on the needs of the project, we used different variations of scrum, water-scrum-fall, and Scrumban approaches.Release management in Agile focuses on different options the team has in hand to be delivered by the given date. To achieve this, we used various techniques and tools: release planning meetings, multidimensional planning, story mapping workshops, and release burn-down charts.Process management on a team level was mainly focused on two things: positive team dynamics within strategic boundaries set by management, and focus on engineering practices. To accomplish this I worked as facilitator and servant leader.Risk management was tightly connected with release management. Mainly I focused on facilitating the process of risk identification, assessment, prioritisation. The main goal was to provide options for handling them that could be used in release planning.

On July 2007 I started as Java developer, and moved to a technical consultant role after acting as Development Team Lead\Coordinator for several teams on-site and off-site.My responsibilities included full-time hands-on coding, testing, pulling into production, L3 Support experience.In this position I gained experience in development and delivery projects in financial and retail business areas. All of these projects have been developed and delivered within Agile frameworks, either Kanban or Scrum.Experienced in developing and delivery projects on Java platform: JEE, Grails.Experienced in developing and delivery web based applications: Grails, GWT, Google Application Engine.Experienced in developing and delivery mobile applications for Android: Android 1.1+Practices: Test driven development, Continuous integration, eXtreme Programming practices, pair programming, code re-factoring, work-shops.

Started working for SHAPE Services as a programmer in May 2005; left it from the position of Symbian OS Team Lead in July 2007.

Internal Software: Dealing with DB + UI for managers:Delphi/Kylix, Interbase/Firebird.Server -- LinuxDesktop -- Linux/Windows