Accomplished technical project manager with a strong focus on the technical sides of the projects.My expertise shines particularly in projects requiring comprehensive performance diagnostics, where my hands-on experience and deep understanding of the intricacies involved sets me apart. I possess an in-depth knowledge of real-world challenges and practical solutions, ensuring insights extend beyond mere theoretical understanding.Do talks about YDB at different public events

In 2011 X5 Retail group started a new e-commerce project www.e5.ru.Project goal was to allow X5 offline shops' customers to order additional items online and get them delivered to the nearest offline store. E5.RU sells books, music, consumer electronics, toys, etc.The project was started in 2011 and all the IT team consisted of 2 persons including me.Key achievements:- project www.e5.ru was launched on 01.02.12 in 10 months- SAP ERP instance was implemented with the assistance of external contractor- team of 8 web software developers was gathered and glued together- new online store software was developed- Infor WMS was selected as a proper solution and implemented - integration via SAP PI was developed for all the systems of E5 - E5 information landscape was integrated with X5 to provide automated accounting and analytic reporting - Service Desk was introduced, single channel of problem reporting for the company was created- change management process was introduced, since we used mostly in-house developed software, change management process was SCRUM-based- contracts with external service prodviders were signed; Every contract include SLA, that influences monthly payments- was created motivation system, based on person KPI and collective KPI, including SLAs. Motivation system provided a mean to calculate the amount of quarterly bonuses for every IT employeeResponsibilities:As CIO of E5.RU I'm responsible for the selection of information systems for the business processes automation, for budgeting of the IT department.I'm responsible for compliance of the solutions deployed with signed SLAs and X5 IT standards.

During my employment AiTi-Business was acquired by X5 Retail Group - the largest Russian retailer.I was responsible for this M&A process from the IT perspective since AiTi Business main was e-commerce.AiTi Business (at this time owned by Saturn Russia) worked through:http://003.ruhttp://bolero.ruAfter the successful acquisition I continued my job at this company, owned by X5.Key achievements:- was formed an organisational structure of the IT department, position requirements were created- I have created successful connections with the team located in Taganrog, that was mostly formed when I joined the company- key team changes were made- IT department was divided into two parts: solutions delivery team and service team- Service Desk was introduced, single channel of problem reporting for the company was created- change management process was introduced, since we used mostly in-house developed software, change management process was SCRUM-based- was created motivation system, based on person KPI and collective KPI, including SLAs. Motivation system provided a mean to calculate the amount of quarterly bonuses for every IT employeeKey responsibilities:- Define the IT-strategy according to the organisation strategy- form the team (search and hire required personnel, educate and train, mentor software developers and PMs)- control of the department work and goals achievement

I was employed as the deputy of the head of the department, responsible for the information technology in education. I was responsible for the IT part of one project done for the Ministry of Regional Development of Russian Federation.The goal of the project was to create a distributed educational institution for municipal employees. I was responsible for the IT part of the project. Project took from 2005 to 2010.Key achievements are:- the project in general was completed within budget and in time- requirements specification for all the information systems gatherd and documented- contractors were chosen and contracted according to legal process for government procurement - learning management system based on Sitos (by bitmedia.at) was implemented, deployed, key users from all the country were trained- analytic system for tracking skills progress and career path of municipal employees was implemented, deployed- call-center was created to facilitate the communication between municipal employees and legislation and to provide help regarding learning process. Call center was automated by Remedy ARS and Avaya

Ehouse holding was one the biggest players on Russian e-commerce market back in 2004-2008.My task as a project manager was to choose and implement an ERP system that would be capable of automation of business processes in following areas: warehouse management, accounting, procurement, sales and CRM. Key results are:- Business process schema development, description of company's processes as use-cases;- I have chosen a team of software developers and relocated this activity Moscow to Taganrog, that allowed to save up to 60% of expenses on software development for e-commerce- I have conducted several trainings for the new team, formed in Taganrog- a research and analysis were conducted to choose the best ERP for our needs and we MS Dynamics Axapta was chosen- Axapta was implemented partially and was used to automate sales, accounting and procurementKey responsibilities:- Axapta implementation project management with time and budget constraints- create standard process that would allow to create, test and deploy software with the help of the team from the remote office- planning the migration to Axapta- business processes description according to the standards used in organization