Top achievements:- Built team of 30 people from scratch. Two product teams (Backend, Front-end, QA per each) Mobile team and ML&DataScience team.- Developed product task planning process by Kanban method- Staff turnover was less then 1%- Three crises occurred, in which sales dipped to zero, and the company successfully escaped them- Onboard two new competences inside company: M&DataScience and mobile

During this time the development department was under management with a total output of 10000 to 15000 man-hours a month: PHP, Python, Mobile, Front-End, DevOps, QA. My “invisible hand” participated in such projects (and still is with some of them to this day) as Alpha-Insurance (all of the web), Perekrestok and Pyatorochka loyalty programs, Ingosstrakh user’s personal accounts, and others.The following problems have been solved:1. 20% improvement in the average profitability of the department within 3 yearsWe began increasing profitability by starting at 10%. Within 3 years we reached an average net profit of 20%. In order to achieve that, we introduced a centralized tool for monitoring income and expenses, as well as an analytics tool to monitor the hireability of each specialist. Employee’s financial motivation systems were adjusted. During this period, there was a close interaction with the Sales Team to adjust external rates and to control the cost of the projects being sold.2. Reduction of the time spent on selecting contractors for projects down to 1-2 weeks by the end of 2020To quickly scale and meet the client’s demand for resources, it was necessary to systematize the process of searching and recruiting specialists for projects. For this we introduced CRM, a technology for managing each contractor. The criteria for scoring partners for effective selection were developed, and our own communication channels with all existing partners were created.3. Financial accounting system implementationThe task was to combine many different cost drivers into one in order to synchronize the financial accounting for both the department and the company as a whole and to reduce the data collection period from 2 weeks to 4 business days. As a result, an internal accounting system was iteratively developed, which ultimately reduced the account’s data update period to 4 days.

Management of the development team- Project development management- Providing tools to optimize the development process- Development of the infrastructure and architecture of the project- Data architecture support- Budget planning- Responsibility for the project’s rentability

Worked on the 1C-Bitrix corporate portal of one of the largest leading stores for building materials and goods for home and gardening.Following tasks were resolved during the work:- Integration with SCORM for the learning system- The testing and online course system for 7000 employees was built- Developed a communication system between employees: online chat, personal blog, polls, etc.- Built a system for data collection and reporting for each store in the chain.