Project Manager / IT Operations Manager / Head of Support

На данный момент IT Operations Manager.

Мои компетенции и опыт

In the past 12 years, I have accumulated plenty of professional experience in IT. I have come a long way, from working as a technical support manager at startup to becoming a department head in large IT companies and COO at a medium-sized business. I have significant experience in internal project management, strategic development and management of internal and external technical services, supplier and contractor management. I pay particular attention to cross-team communications and risk management.

FBS Inc.
April 2020 — June 2022
Head of Technical Support and Enterprise Infrastructure

Achievements:
Raised maturity level of technical support (web and mobile applications) and enterprise infrastructure departments from ”Initial” to “Quantitatively Managed”:
- Policies, operational procedures and approaches to their continuous updating - allowed to get standards and metrics for the employees work, delineate areas of responsibility, reduce training and onboarding time periods for new employees by an average of 20% and also increase reliability of departments operational work by ~ 30%.
- Structure of the knowledge base and approaches of its continuous updating - allowed to increase operational efficiency and quality of the primary analysis of IT environment alarms, events and requests by 20-30%.
- Service Desk for creating requests to technical support and enterprise infrastructure departments - allowed to control information flows, changes, development and operational activities of departments.
- Dashboards for system administrators and technical support processes control - allowed to control all processes inside the Service Desk almost 100%.
- KPI models for system administrators and technical support departments applying the principles of “keep people interested/informed/involved/inspired”, which, according to a staff survey, increased employee motivation by an average of 25%.
- Quarterly planning with goal setting according to the SMART model and subsequent summarizing the results which increased departments efficiency of development activities, employee engagement and key indicators by an average of 20%.
- Multilevel career growth model - allowed to reduce the outflow of personnel by ~ 15%.
- 3rd line of technical support that reduced the load on DevOps and development engineers by ~ 10%.

Optimized structure and scope of the IT department monthly budget, created a catalog of vendors and contractors, implemented a budget execution control process, which allowed to save an average of 10-12% costs compared to previous expenses.


Yota
Fabruary 2019 — April 2020
Head of Enterprise Systems Department 

Achievements:
- Through the global process of the Yota IT department transformation I created a new department of enterprise infrastructure and services supporting and developing based on employees from related departments, new employees and employees of a contracting organization.
- Policy of licenses and equipment purchase, created structure and scope of the new department budget, created a catalog of vendors and contractors, implemented clear and transparent criteria for the CAPEX and OPEX costs division - allowed to save up to 10% of costs compared to statistics of periods before the department appearance.
- Policies and operational procedures for department employees - allowed to get standards and metrics for the employees work, delineate areas of responsibility, reduce training time periods for new employees by an average of 10%.
- Launched a process of regular interaction with internal and external department customers and continuous feedback receiving - allowed to increase the transparency of relationships and changed the department's CSI score from 5 to 9 (out of 10).


YCLlENTS
April 2018 — Fabruary 2019
Chief Operating Officer / Head of Customer Service

Achievements:
- System of user access levels and roles control in corporate information systems: CRM, Service Desk, IP PBX - allowed to save up to 20% of expenses for user licenses.
- Integrated CRM with Service Desk and IP PBX - allowed to store 100% of data connected to interaction of all support and sales departments employees with customers in CRM.
- Developed the logic and implemented the functionality that creates in CRM a direct dependence between the possibility of obtaining new deals by sales managers and transferring of qualitatively processed deals to service implementation department - allowed to increase total quality of sales department work and the number of deals transferred to service implementation by 25%.
- Made a speech at the amoCRM conference with a report about work done
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- Took part in creation of the success story case for amoCRM website нужен доступ к резюме


Selectel
October 2017 — April 2018
Deputy Head of Equipment Purchasing and Resource Planning

Achievements:
- Designed the transition process of data center equipment purchasing processes from paper carrier to Jira and implemented it - allowed to store 100% of tender bidding, procurement processes, bills payment information, etc. in the digital analyzed and reserved environment.
- Policies and operational procedures for interaction with distributors, vendors (Intel, AMD, Dell, Hewlett Packard, Lenovo, Supermicro, etc.) and tender platforms - allowed to reduce the monthly procurement budget scope by an average of 3-4%.

May 2015 — October 2017
Project Manager / Coordinator of Customer Service Department

Achievements:
- Status panel of geo-distributed data centers and the company's services нужен доступ к резюме which allowed customers to track services unavailability, degradation, etc. as well as receive notifications about these events. The launch of status panel service reduced the number of customer requests in Service Desk and phone calls to technical support by ~20% at the accident time, as well as by ~3% during the regular department work.
- Automatic client requests routing system in Service Desk, which reduced classifying request types load on technical support by 70%.