Helping clients develop their talent management strategy, as well as relevant processes and automation, enabling them to better see, leverage, and engage their talent.Developing talent management software products (business case, logic, UX, backend); partnering with VP Technology on software engineering.Developing client relationships, and managing commitments; together with VP Technology ensuring seamless customer support.Serving on the Board, being one of the four founders and key stakeholders. Actively participating in determining the company's strategy and key priorities.

Developed strategic reporting at a multinational company with more than 120,000 employees globally. Supported company VPs and directors with HR cost management, organizational development, and systemic analysis of key factors that impact the success of the company's HR practices. • Developed and implemented an interactive weekly census walk report to enable improved census management vs target in a business group with more than $ 1 billion in annual labor costs, which freed up 5% of that budget.• Developed and implemented an executive incentive tracker that allowed the HR team to predict and manage executive compensation and census in a smarter and more interactive way. • Developed and implemented a tool for automated assessment of the required skill level of a project manager based on the complexity of the project, as part of an initiative to support the talent exchange between business groups.• Repeatedly acted as a trainer and coach for colleagues in HR and in other functions in solving problems related to the development of metrics and reporting processes, as well as analyzing large arrays of complex data.

Support and development of processes and systems that allow the company to make the best use of internal recruitment opportunities, and employees to effectively build an international career within the company. • Developed and implemented an internal talent search process & tool, used by all Honeywell recruiters and Talent Management leaders; search lead time improved by 500% (3-month average), resulting in significant savings. • Provided expert and project support in the implementation of a new general recruitment automation system (Cornerstone). • Administered and led regular talent management monthly project reviews, as well as talent-sharing meetings that included leaders from all business groups.

HR support for three international teams (on average about 400 people in different countries, two teams led by vice presidents). Coordination of organizational planning, recruitment, compensation, training, engagement management, internal investigations, and staff reductions. • Organized workforce optimization activities that were part of a major reorg (impacting over 30,000 employees); was directly responsible for reducing annual costs by $ 2 million. • Led two project teams building a library of standard skill descriptions for career profiles (internal resumes) and vacancies for sales and customer support teams.

Pathways Intern

Managed cross-functional team in adjusting the organizational structure, business processes, and mandates in West Qurna – 2, a strategic overseas upstream asset. • Organized 52 AS-IS mapping interviews with key managers, involving the team members as interviewers and BCG consultants as experts, to allocate changes that allowed the asset to better handle the capital projects. • Successfully and timely delivered the Asset Adjustment Decision Support Package to top management, significantly contributing to a $50M project with an expected ROI of 1200%.

Staffing for the strategic project West Qurna - 2 (in Iraq and Dubai). Developing staffing processes and tools. Leading a team of contractors that recruited certain categories of personnel. Coordination of the HR team in Iraq. Serving as an appraisal board member in personnel evaluation and contractor pre-qualification, ensuring implementation of HR standards. • Timely recruited staff to form a local office in Basrah, Southern Iraq, accommodating aggressive commitments for a strategically important contract. • Organized OCAI survey, to which 231 employees responded, initiating the corporate culture transformation project that helped LUKOIL to better accommodate and utilize non-Russian professionals.

Managed a $40K survey project assessing the opportunity for strategic partnership between ECOPSY and its two clients (a government authority and a major development holding), with the potential of $100K annual profit. • Tested the idea: held a focus group, created a website, a call center, and a booklet, organized a conference, arranged agreements with clients and other partners, and organized a limited promotion. • Created a business plan and presented it, supported by decision and risk analysis; as a result, a sound decision was made to put the project on hold.

Recruited for Moscow Corporate Center and for Uzbekistan asset.• Hired 69 international professionals; 40 of them were hired within 2 months in order to make the newly acquired asset manageable (LUKOIL paid $580M for this asset and was going to invest $700M more in the next 5 years, so recruitment-related delays could have cost of millions of dollars)• Organized 2 student events, creating a good incoming flow of young applicants and an opportunity to hire the best to the start-level positions

Developed the Competencies Development module in ERP system for Moscow United Electric Grid Company.• Analyzed relevant business process using IDF0 methodology, created and approved TO-BE model• Designed the module, starting from scratch; created the user manual; ensured successful handover

Worked in project teams preparing and running assessment centers for clients, analyzing the data, preparing and presenting reports to clients (mainly energy corporations, including Rosneft).