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Almaty, Kz

Almaty, Kazakhstan

In this role, my responsibilities were divided into two main streams: operational efficiency of the team and service quality.Key projects related to operational efficiency:-Utilized Agile practices to launch a project for consolidating a unified backlog across multiple product teams into a single location. This initiative improved transparency for the entire team (business, product, marketing), simplified prioritization, and accelerated decision-making on product improvements;-Initiated and subsequently digitized the process for planning product experiments. This enhanced transparency and expedited the prioritization and handling of experiments for all teams (analytics, business, product, marketing).-Regularly and successfully improved processes in collaboration with cross-functional teams, including support, moderation, and verification.Key projects related to service quality:-Launched regular CSAT collection for Intercity users, using user ratings to prioritize and address the most pressing issues faced by service users;-Updated the reasons for trip cancellations from the user side and introduced short tags in feedback for passengers and drivers.

Delivery Club is a Top-1 Food Tech company in Russia.I was accountable for changing and maintaining of key supply metrics (DT, FR, order volume, etc) in Siberia and Far East regions (17 cities). Managed a team of 3 analysts.Data analysis and operations: -hypothesized based on data and fixed several supply and performance-wise problems such as improving Delivery time from 32 to 27 min mostly by changing of share of auto supply -changed the payment scheme in the most expensive and unpredictable cities from hourly payment to payment for orders and made the cluster profitable (improved CP of the cluster up to 1$)-increased of share of self-employed couriers by improving communication with this part of couriersManagement and side projects:-managed a team of 3 analysts, incorporated agile practices in daily work-set up and simplified the process of checking grocery shops for launch (to increase the number of orders) for the whole country. Connection of more than 400 new outlets

DiDi Global Inc. is the world’s leading mobility technology platform with a wide range of app-based services (ride-hailing, taxi-hailing, chauffeur, hitch) across Asia-Pacific, Latin America, Africa, and others. I was responsible for the key business and cost metrics, mostly supply-wise with a partly demand-wise (MPH, TPH, CR, SH, UT, etc.) in 5 cities. Managed a team of 3 analysts.Data analysis and operations: -decreased Driver Engagement Burn in 2 month by 70% with with the least loss among drivers by implementing and following consistent step-by-step plan-hypothesized based on data and fixed several supply and performance-wise problems such as maintaining supply-demand balance in general and sustaining driver engagement in particular -developed and implemented tariffs and discounts both for drivers and passengers due to product goalManagement and side projects:-managed a team of 3 analysts, incorporated agile practices in daily work-set up the process of online key metrics monitoring for the whole region (to analyze the bottlenecks of the day/week and to have the ability to adapt to the challenges both supply-wise and demand-wise)

- Launching a service for a federal ride hailing company in a million-plus city from scratch;- Management of local operations;- Top results across country (Rides, GMV, etc.);- Strong local partners network

- Controlled and analyzed KPI indicators;- Controlled the operation and development of the partner's registration and support center;- Took part in process integration after Uber and Yandex.Taxi merger;- Сoordinated statistics gathering and developed tools for its tracking;- Managed different projects

- coordination of the work of fleets;- ensuring the growth of key metrics;- acquisition, opening of new onboard points;- PR and marketing activities (UBER Christmas Tree, Deaf Drivers, etc.).