I managed а team of seven managers with engineering tree up to 200 employees in various geographic locations and were part of company director council.Key responsibilities:* Control and improvement of project delivery and pre-sale* Client relationship management and building long-term partnership* Budget planning, control and execution to ensure division profitability* Promoting best practices and building solid management team* People management, motivation, career development, and retention* Process improvement on division and company levelMain KPIs: Profitability, Growth, Successful delivery

I managed an outsourcing software engineering unit that worked with a number of various customers. My unit consisted of three divisions, run by subordinate managers.Key responsibilities:- Building contact network inside the company (sales, account managers and other management staff) in order to attract new projects to the location. - Building unit organizational structure; training and mentoring subordinate managers. - Developing strategies to facilitate unit growth. - Participating in site-wide activities like development of HR policies, recruitment policies, internal processes etc. (as a member of Senior Managers Board).- Project supervising; delivery management. - Tracking and managing customer satisfaction level. - People management (attrition, salary management, career planning, vacations, trips, dismissals, conflict resolution, etc.) - Resourcing (employee resourcing process, project staffing, resourcing decisions) Max amount of subordinates: ~85 people.Main KPIs: success of delivery, billable utilization, attrition, headcount, salary inflation

I started my career at EPAM as Head of Oracle development group (part of Client Business Unit), which consisted of 20 specialists at that moment.Key responsibilities:- Project supervising; delivery management. - Tracking and managing customer satisfaction level. - People management (attrition, salary management, career planning, vacations, trips, dismissals, conflicts resolution, etc.) - Resourcing (employee resourcing process, project staffing, resourcing decisions) - Supporting HR processes and other relevant processes Max amount of subordinates: ~35 employees.Main KPIs: success of delivery, attrition, billable utilization

There was a smooth shift from the team leader position to dedicated project management. In total, I have had four projects for two clients that have been implemented from scratch. Additionally, two projects were in my project coordination responsibility.Key responsibilities:- Project management- Project coordination/supervising- People management (salary management, motivation, conflicts resolution)- Pre-sale process (preparation of proposals, initial negation)Max amount of subordinates: 7 employees.