Achieved goals:1. Operational processes have been established for the work of the design team and the implementation of custom projects2. 16 projects to implement rebranding of companies have been buried3. Agreements for maintaining IT infrastructure were concluded with 6 customers

TonWhales is an ecosystem of products on the Ton blockchain, included in the TOP 10 Achieved goals1. A system has been developed to optimize commission costs for cross-network transfers. (An algorithm that allows you to reduce gas)2. A decentralized smart contract has been developed for integration with exchanges and payment systems Visa and Mastercard for the Holders.io crypto card service3. Implemented liquid staking TonWhales pool4. The AML policy for the service has been agreed upon and implemented, including the creation of a back office.5. Processing work for cardholders has been optimized.6. An authorization system was developed and tested, including user onboarding into the product.7. Communications between departments within the company have been established, a pipeline has been built according to the Agile methodology, and the time for completing pattern tasks has been optimized.Strategic result: A significant investment round was attracted (figures and source under NDA), which allowed the company to actively scale and increase capitalization.

Achieved goals:1. The internal processes of the IT team were established from scratch, which made it possible to scale the department from 8 to 50 people.2. The company’s operating expenses were optimized by 80% due to the developed 4 internal products that automate the administrative tasks of the marketing, content, HR and sales teams.3. Reduced fraud by 95% on the part of sales managers through the development of the company’s internal messenger.4. Revenue from marketing mailings in telegram bots increased by 30% due to the introduction of an analytical interface for marketersStrategic result: Rapid growth of the company expressed in financial and labor indicators. The company's entry into the international market.

We have created a telegram bot «Місце допомоги» («The Help place») for people who neeeded help in the evacuation from Ukrainian cities while the full-scale invasion by the Russian army.Bot had been working for 4 months till we noticed that people stopped leaving their cities and country largely and started coming back.We had a 6 members team of 3 python developers, 1 DevOps, Project and Content manager. As for me, I was organizing a team, checking up hypotheses developing product features, making deals with blogs, private and government social media for shearing info about our system to more people could know it about and use.During the developing of the service we had a few issues in interface of bot which had must to be solved before release. The task was in creating a such system which enemy couldn’t use for tracking the flow of cars in areas of hot fighting.Looking ahead, I can say that we coped with the task. We created a driver identification system with additional manual verification of those who wanted to help with the evacuation of civilians and performed the function of connecting passengers with drivers directly, without providing important data about the trip.The service was absolutely free and working for all Ukrainian regions including Donetsk, Lugansk and CrimeaBot helped more than 5000 people to find the way how to live their cities while hot fightings.

Synergy Friendshttps://friends.synergy.ru/Comprehensive work on public loyalty.It all started with the fact that for 8 months there was either no project for the project, or it came and went within 2-3 weeks. As a result, the development team lived on its own. The business got into the development business and did not give the opportunity for the systematic development of the product, but only made stuffing urgent tasks.This was my first commercial experience as a project manager, and the most difficult thing was to set up the processes while studying what the processes in the development team should be like in general.Since for the team I was seemed to be like one of the next projects for one week, there was also a difficulty in gaining trust among them. In addition, the whole team was at least 10 years older than me. The oldest was 60 years old - a systems analyst.💡 As a result, after 1.5 months of hell, we managed to establish a development process in a team, move work from doing stuff from the business to planning and launching 2-week sprints, remove the business from development and give them the opportunity to strategically develop the product. A special interface was thought out and developed for business wishes via Jira Service Management, where they could leave a request for the desired innovation or point out a bug they found. Regular meetings were established once every 2 weeks, at which I brought the intermediate results of development and releases.In the course of working on the project, I gained a significant amount of expertise in interacting with the development team and working with the business.Main stack:Frontend: VueJS, TypeScript, HTML5, CSS3Backend: Express JS, TypeScriptAlso was working on few more projects at this company. Detalis you can see here:https://equatorial-dry-b21.notion.site/Hey-I-m-Ivan-Idrisov-4728fcd33c1d4ab18b52f9f4776c01ed?pvs=4