Building best-in-class customer service and #1 support team for all active traders on the platform

• Fully managed local R&D office, formed the team, defined analysis, dev and test processes. Planned, budgeted, and put in place required ICT infrastructure.• Managed Client relationship and ensured successful implementations and full achievement of project goals for company’s Operational Excellence and BI projects in Retail and Back-Office divisions of Bank ‘Otkritie,’ the largest Russian private bank.

Drove implementation of Sabre AirCentre software for airline operations in Aeroflot: Crew Planning & Management, Flight Plan Management, Aircraft Movement Management. Managed the software vendor and outsourcers, project plans, and change management process.

• Extended Customer Support dept functions to provide regional pre-sales support, premium services, and tech education to partners and customers in Russia and Emerging Markets• Revised approach to presales support and tech education, re-focused valuable engineering resources to areas yielding maximum effect to business: technical enablement of 400+ key partners in Emerging Markets, launch of range of tech education programs tailored for various size partners and delivery channels, and premium consulting services proposition for clients.• Devised service KPIs, put into practice regular feedback collection, customers, partners, and business surveying to ensure department performance, employee motivation, and provide firm decision support for resource allocation, project prioritizing, and organizational changes.• Demonstrated lowest cost-per-call and best support quality KPIs: first call resolution (FCR) rate, Customer Satisfaction (CSAT), Net Promoter Score (NPS), among company 5 geographic divisions. Service availability and customer satisfaction significantly improved, despite 10-fold increase in user calls volume to 50,000 contacts per month in last 5 years.• Constantly sought for ways to increase service availability and quality within strict budgets and headcount limits. Introduced 24x7 support, toll-free phones, automated answers to resolve 80% of user questions at the time of request on 1st line.

• Formed from scratch and managed regional Tech Support Division to provide support for home (B2C) and corporate users (B2B) in the region covering 100+ countries and many languages. Hired engineers, established procedures, motivation schemes, KPIs, and quality criteria for the service.• Significantly extended support potential by partnering with outsourcing providers in Russia, Turkey, and Middle East: Seamlessly integrated outsourced 1st line with in-house support while keeping vendor-grade service quality for users via implementing number of measures: in-house supervisors and 2nd line, quality control routines, knowledge transfer and trainings for outsourcers, sharing procedures, protocols, and systems with in-house support.  Leveraged contact center to extend its functions beyond just tech support to full customer service.• Pioneering role of region support recognized during recent company reorg: regional support models accepted as standard for new global support. Regional experience and many B2C structures are replicated directly at global level for advantage of all regions.

Managed project of development and implementation of "Metrica" IT system, with total budget of few mln. $. Coordinated work of contractor developers, in-house subject matter experts, analysts, IT and business users to implement and launch the system extracting and loading data from multiple bulk data sources on MTS network, performing data processing and analysis, and producing on-the-fly reports about entire MTS mobile network performance and service quality.

* Assumed responsibility to develop newly formed CA dept. which now combines Software Quality Assurance, Customer Technical Support and Process Quality Management services, has offices located in Boston, Moscow, Samara, Kiev and Sumy (Ukraine), and total headcount of 160.* Took ownership of company Process Improvement/CMMI initiative, secured top management sponsorship, formed Process Quality Management service within department. Engaged company’s division managers to work on company implementation methodology definition within Process Engineering Group. As result, company received official CMMI Level 3 rating in June 2007.* Converted back-office QA organization into customer facing one that now plays significant role in successful implementations. Introduced automated testing to reduce QA costs in projects.• Introduced standard QA team structure for company projects. Defined roles and skillsets required for effective QA in implementation projects. Formed skillset matrix to quantitatively assess needs in QA specialists with various expertise. Put plan into action to close QA resource qualification gap.

* Formed Customer Support Service and consolidated company support efforts within it:--- Re-focused company support to resolving customer problems from resolving software errors;--- Introduced procedures to help the service to work in liaison with other company departments and to optimize internal workflow.--- Recruited and trained support engineers;--- Raised customer satisfaction through improved action times, better response focus and increased response quality.* Drove company project of development of new web-based customer support system.

• Primary in-region application specialist for Protek's American customers. Provided both on-site and remote consulting for Protek's application and system environment. Planned, prepared and tested data conversion for customer data migration/ETL projects involving large Oracle databases and various data sources.• Earned “happy customer” reference site in South America. Led “rescue” team that resolved long-lasting problems with application. Helped to convince customer to replace problem-causing third-party product with Protek’s solution.

* Created and managed CTAC to facilitate world-wide product implementation and support:--- Employed practical problem resolution experience to set up department, design and implement effective group workflow; recruited and trained 20+ engineers; automated group workflow;--- Established efficient work relations with other departments (e.g. Quality Assurance, R&D and Account Management) helping the department to fulfill its tasks successfully.* Led company Y2K project. Provided global transition of 10 company clients to Y2K compatible version of BSS: coordinated group of 4 engineers planning, designing and implementing data migrations (400+ tables and 100+Gb in Oracle database).* Run over dozen custom IT projects: data migrations from legacy systems, full-scale system capacity tests on 100+Gb Oracle databases, product localizations etc. Accomplished tasks working on own or leading groups of up to 5 engineers.