Pavel Ryzhikh Email & Phone Number

United States

• Head of web products: managing a team of product managers, project managers and developers.
• Digital product management: leading internal and external digital products to the international market.
• People Management: managing the development teams has achieved mutual understanding between them and the stakeholders, which has had a positive effect on the timing and quality of releases.
• Go-to-market strategy & change management: formed and implemented a strategy for working in the international market.

London Area, United Kingdom

Moscow, Russia

• Launched a new product based on market research, work with the holders, RnD predictions and economic analyses. Product: Russia's largest B2B, B2C container shipping service.
• R&D: formed a conversion funnel and other product metrics (ARPU, LTV, DAU/WAU/MAU, RR and others) from scratch.
• Technology Strategy & Enablement: formed a long-term and short-term product development strategy to increase product value.
• Governance: built an effective process of interaction with stakeholders, which led to an increase in conversion rates by 12 points and financial indicators.
• People Management: built an organizational interaction of external and in-house teams, which reduced the number of bugs and increased efficiency: increased the velocity by 20%.
• Go-to-market strategy & change management: by managing backlog and priorities increased team performance and the importance of updates.

Moscow, Russia

• Digital product management: managing a B2C online store's website increased sales conversion rate by 15 points and reduced the customer churn rate to 9%.
• Mobile product management: initiated and managed mobile app development for B2C online store, resulting in native apps for the loyalty program and online store on Android and iOS.
• R&D: developed AB testing methodology, resulting in a carts abandoned ratio down to 15%. Implemented a dashboard system to track product metrics.
• People management: managing two external teams and an in-house development team organized an end-to-end communication and release process that allowed the roadmap checkpoints to be followed.
• Budget management: by creating distributed in-house product teams, it was possible to increase internal staffing and increase the number of sprint tasks by 50%.
• Go-to-market strategy & change management: taking part in the recruitment of IT specialists and based on the developed product strategy, implemented a product approach instead of a project approach. Developed an Ecomm.

Moscow, Russia

• Business analytics: by developing statements of work for internal and external systems, I was able to achieve a perfect match between the needs of stakeholders and the software being implemented.
• People management: built a process for delegating tasks to junior business analysts and made documentation available to business users, resulting in the writing of documentation for all projects.
• Change management: designed and seamlessly implemented an end-to-end software development process in the IT department for 17 development teams, resulting in a 90% increase in productivity.
• Implementation of AB testing process, which resulted in a 15% increase in conversion
• Performing UX/UI research and shaping UC based on stakeholder engagement

Moscow, Russia

• Business analytics: using the JTBD methodology, I wrote specifications resulting in the company replacing CustDev with JTBD in all projects because of its efficiency.
• People management: built a process for working with external stakeholders that resulted in leading communications with external contractors.

Master Of Business Administration - Mba

Bachelor'S Degree, Business Informatics

Master'S Degree, Automated Control Systems, 3.96 Gpa

Bachelor'S Degree, Automated Control Systems, 3.90 Gpa