Developing new original entertainment IPs with cross-media and international scaling potential, using our own IP design framework.

Business model transformation for a federal lottery operation with 40M active customers and $1B annual sales volumeProblems to solve:• Growing cost of acquisition and declining ARPU on a saturated market• Ineffective operations of digital platform (web, mobile, retail integrations) accounting for 50% of the company revenue• Applying changes to the running $1B business is scaryResults:• Developed 3-years strategy to solve above mentioned problems and sold shareholders on it (with a two-digit LTV increase and micro-segments engagement at the core).• Established, staffed and coached a new department responsible for the flawless operations of digital platform (run) and customer experience evolution (change) working in conjunction.// Run initiatives: Established the process and organization that optimized digital platform development and operations costs (reduced direct costs by 40% (~$50M in salary and direct costs; increased feature delivery speed by more than 200%), increased LiveOps’ effectiveness and allowed for 30% YoY growth of online customers (via increased system reliability, precision planning of monetization events due to transparent software solutions delivery process and reduced time-to-market).// Change initiatives: Designed, developed and kicked off the gradual release of the new customer experience accounting for 5%-10% YoY ARPPU and 10%-25% YoY LTV growth • New products leveraging video game strategies for micro-segments engagement (dozens of game of luck, game of skill, collectible game and character progression experiences/interfaces with subscription and micro-transaction based monetization and the lottery product at the core, unified by common economy) • Phygital experience targeted at younger audience with offline/online interfaces and operations tools & systems

Relaunching the oldest CG school in the country as a school of video games• Designed the education product based on stakeholders input, industry and market requirements• Designed BA programme certified by English university• Designed MA programme in partnership with Russian Institute of Physics

Setting up an alternative business model for Wargaming via 3rd party development and publishingProblems to solve:• M&A model didn’t meet company’s requirements and market demands (slow and expensive development of a very few number of projects) • Core competence limited to one business model and one genre and setting (free-to-play games about historically accurate slow moving vehicles)Results:// Developed a data informed scouting and development strategy, which allowed us to pick up good enough projects with passionate teams and level them up to meet the market expectations, instead of competing for 0.1% projects with other publishers and investors with larger budgets (where we didn’t have a chance).// Picked up a pilot project and got it from demo to commercial release in 18 months with a global publishing and marketing team of 7 people, 50+ agencies worldwide, and 60 heads dev team that had no experience in the genre. • Developed the product and marketing strategy that allowed us to hijack the market dominated by a single company for decades, while having a $600k marketing budget vs $20M competitors marketing budget. • Got 100% awareness and the biggest active community in the addressable market. • Got featured on Steam in every possible category globally for free. Twice.• Teached Wargaming organization - the bastion of f2p historically accurate slow vehicle shooters - to do business in premium fantasy action-RPGs.• Established a new original IP in the market. • Recouped the investment a year after release.

Scaling Wargaming’s publishing platform, a global set of publishing tools and systems serving 20M MAU in 20+ languagesProblems to solve:• Growth problems (a bunch of undocumented code written by the unknown and mostly gone developers for the critical business processes during the explosion growth period)• Operational ineffectiveness (multiple tools and systems x 16 regional offices with different business objectives and ops policies x players’ needs) • Scaling (growing audience, new regions, new products and partners)Results:• Shipped games, game and content updates globally (World of Tanks PC/Console/Mobile, World of Warships PC, World of Warships Blitz, World of Tanks: Generals, Master of Orion, Total War Arena) in a global publishing platform product director role.• Designed, shipped and continuously improved solutions for marketing campaigns optimization, from performance advertizing to Super Bowl brand campaign.• Designed, developed, shipped and continuously improved meta gameplay systems for all games in company portfolio (leaderboards, tournament management, meta games and companion apps)• Designed, developed and released content management system that decreased annual costs for product and advertising websites design, development and maintenance by 10x and increased content discovery throughout the network of company's websites by 50x.• Designed, developed and released customer support system that reduced ticket resolution time by 5x and manual processing by 56%.• Designed and pre-produced player socialization system Didn’t get to fully release the thing, but was lucky to be teammates with Harvard professor of sociology, people responsible for PlayStation Network, Xbox Live, Rockstar Social Club, EverQuest 2, World of Warcraft and Star Wars The Old Republic during design, development and testing phase • 100 people directly reporting, 1500 influencing without authority in cross-functional teams across the globe

Building and scaling the biggest geek media and video games advertising agency in Eastern Europe with a number of B2C services from game stats and reviews to digital distribution and browser gamesProblems to solve:• Online games media were not included into game publishers' marketing mix (sounds ridiculous now, but before 2011 they were all fans of print magazines).• Game specific advertizing not sustainable due to seasonality and dependency on big releases.• Advertizing model itself was not scalable for specialist mediaResults:// Developed and executed the strategy that changed the perception of online games media• In 2010, within approximately four months, we successfully influenced major game advertisers to allocate part of their marketing budget to online games media. This was achieved by coordinating with editors-in-chief from various games media outlets, who publicly evaluated the advertisers based on their media relations management;• Developed strategies, planned and managed campaigns for all important brands in the games industry and gadgets for Russia and CIS market (EA, Activision, Ubisoft, Rockstar/Take two, Focus Home, PlayStation, Xbox, Bandai Namco, SEGA, Nintendo, Razer, DELL, Alienware, HP) in 2011-2014// Developed and executed the product and marketing strategy to bring non-gaming advertizers • Designed, developed, released and operated the biggest geek media in Eastern Europe (6M+ MAU); • Signed Coca-Cola and other major non-gaming advertizers; • Set the record in displayed ads sales volume in the category for two years (games and geekery); • Became the only business unit in the holding company in 2013-2014 to deliver and over-deliver on the annual sales plan// Developed and executed product and marketing strategy to bring in alternative monetization models - downloadable and browser based premium and freemium platform

Brand management, performance marketing, events, community management and PR for Sony Online Entertainment portfolio in Russia and CIS (EverQuest 2, Planetside, Pirates of the Burning Sea)

Music and music video production supervision, record label operations, artists contracts management, fund raising, music licensing, talent promotion, public relations, talent's brand management, event management.

International shipments coordination and facilitation. Business operations. Sales.