Wärtsilä Navi-Port, the digital platform of Wärtsilä Voyage, connects the ship's crew with the port services to ensure timely arrival (just-in-time). Currently, in marine cargo transportation, the processes of port calls, mostly, are not optimized. Vessels may “rush” to the next port only to discover that the berth is unavailable because, for example, another vessel is nearby, the cargo is unavailable for loading or there are no tanks for unloading. This leads either to the need to “wait” outside the port at anchorages for many hours, days or even weeks, or to maneuver at very low speeds in the port area, waiting for the presence of a berth, fairway and marine services. This mode of operation of the “hurry up and wait" has many disadvantages and from the point of view of safety, environment and economy can be significantly improved. On the contrary, the arrival of vessels according to the just-in-time (jit) concept allows the vessel to maintain the optimal speed for arriving at the pilot's boarding point when the availability of a berth, fairway, and marine services (pilots, tugboats and line workers) is ensured. Losses in maritime cargo transportation due to non-optimized port calls exceed $85 billion annually. — market research, existing standards and systems, analysis of existing problems and needs and possible solutions — product development from scratch: usage scenarios, design and development goals, tasks and deadlines, quality — work with product users: ports, terminals, fleets, operators, crews, agents, etc — pre-sale preparation and post-sale support of users — participation in international working groups of the development of standards of communications and processes, preparation and organization of pilot projects — preparation and conduct of internal and external webinars and trainings — in the summer of 2021, organized the first ever digital port call of the container ship Kobe Express to the port of Tanger Med, in the world and in the history of maritime transportation

Global online yacht chartering service. — market research, discovery of target audience, their needs and user experience — competitive and market analysis — design of product usage scenarios — ensuring tasks and terms of product development as owner of the product, setting goals for design and development — assessment of the quality of implementation, upholding the interests of users and founders — organising the collection and processing feedback from users in order to develop user characteristics and product quality — organisation of qualitative and quantitative assessment of product performance, metric analysis and reporting — preparation, presentation and coordination of results with management

Duties: search engine; sletat.ru; mobile applications; search widgets; API; integrations with tour operators, payment gates, and partners; internal CRM and CMS; applications in ok.ru and vk.ru; price compare for hoteliers; development processes. As product owner: — by implemented analytical tools and gathered data a new prioritised product plan was developed — page views, pages/session, and average session duration were increased by 172%, 95%, and 58% respectively; online and offline orders volumes were increased by times of four — first mobile version was designed, developed, and went live: sletat.ru/m/ — integration with outsourced company for credited online sales — frontend's and mobile apps' error tracking tools and elimination's processes were implemented; the amount of errors reduced by >10 times — reliability of the site, applications, and services were increased to 99.99% (four minutes of downtime per month, was up to several hours); the speed of the site increased >4 times — internal and cross-processes, requirements gathering, analysis, design, development, qa — CI\CD, unit and e2e tests implemented, regular release cycles

— shopnetic.com (july 2015—december 2015). Shopping startup. Define strategic priorities; within three months the project has been fully restarted; per feature release cycles (based on Agile and Scrum) with continuous integration and continuous deploy based on Travis CI and GitHub; search and recruitment of new staff. — clodo.ru (march 2015—july 2015). Cloud hosting. Define strategic priorities; implement development cycles; search and recruitment of new staff; training. — tricolor.tv (december 2014—march 2015). Largest national tv-sat operator. ОТТ project (over-the-top). Define project's scoop, select tech-stack, suppliers and contactors, prepare documentation, kick-off. — novardis.com (september 2014—october 2014). Consulting. There was demand to define and prioritize all critical points in dozen of ongoing projects in one month, reorganize processes, and provide delivery promise for customers.

Pinpay Express company was established in Novosibirsk/Russia in 2005 with a number of payment services: kiosks, wallet, bank and terminals. — Management of development and QA teams, include all aspects of the life cycle from a client side, testing to delivery. — Implementation of project management practices based on Redmine — Migration from SVN to GIT and implementation of git-workflow using gitlab — Implementation of the best practices of continuous integration based on Jenkins and Gitlab CI — Implementation of regular release cycles deliveries — Coaching teams

Since 2002 Azoft has created dozens of web & mobile applications, provided offshore and local technology support and outsourcing services, proposed software development & integration solutions for clients mainly from the UK, Australia & Europe, the USA & Canada. Some of the projects: — application (Android) for one of the largest Russian payment systems (https://play.google.com/store/apps/details?id=ru.kykyryza) — cusdev, flow, prototypes, design, analytics, development, etc — applications (iOS and Android) and back office for the cashless payments system (analogue of http://square.com) — cusdev, flow, prototypes, design, development, etc — application (iOS) for planning complex air travel routes (https://itunes.apple.com/us/app/migo-travel-disruption-manager/id716701078?mt=8) — flow, prototypes, design, solution architecture, development, etc — application (iOS) for printing from a mobile device to corporate printers (https://itunes.apple.com/us/app/printme/id628409011?mt=8) — re-development an existing project, bugs' elimination, re-deploy in Store — application (Android) for printing from a mobile device to a corporate printers (https://play.google.com/store/apps/details?id=com.efi.printmemobile) — prototypes, design, development, etc — application (Android) of the fresh food trading network (https://play.google.com/store/apps/details?id=com.freshdirect.android) — improvement of the existing project, bugs' elimination, analytics, etc

— Management of development and support of new version of http://am.ru (former http://automobile.ru)

Parallels (formerly SWsoft) is a worldwide leader in virtualization and automation software that optimizes computing for consumers, businesses, and service providers across all major hardware, operating system, and virtualization platforms. Founded in 1999, Parallels is a fast-growing company with 900 employees in North America, Europe, and Asia. — The main goal was to improve Support Team from being just good support service to world class one

— Participation in development and design of new distribution center

Belon was one of the largest companies of the West Siberian region of Russia and it works on the coal and metal markets since it was established in 1991. Belon group of companies consists of integrated businesses and includes coal mining, processing, transportation, trade and management divisions. The main areas are: energy and coking coal production and deep mining, concentrated coal processing and rolled metal trade. — Development of the IT strategy, taking into consideration business tasks and problems across whole company, requirements and company’s strategy plan — Development and deployment of IT department structures, including distant offices and units. Definition of key performance indicators. Teamwork organization — Development of standards, regulations and procedures, including the plan of IT infrastructure security increase. Development of infrastructure modernization plan, including telecommunication — Department’s budget planning, cost management and finance controlling. IT service costs minimization. Work with suppliers and service providers, including service levels and conditions negotiations — Clarification and development of requirements for the ERP-class system. Projects deployment prioritization — Teamwork organization, screening candidates, conducting interviews, team building, time management, performance evaluation, mentoring and tutoring

The company "Top-Kniga" was founded in 1995 and was the nation’s largest and widest wholesale and retail book selling network. It included bookshops, warehouses, distribution centers, offices, etc. — Organization of the new IT department by integration of all IT groups and units of company’s departments what were functioning separated, uncoordinated, often duplicate the same tasks and practically were out of any central control. Definition of organizational and functional structures of department within the whole company. — Establishment the management system, coordination and control of all IT units. Definition of main areas of department: IT infrastructure administration, end-users helpdesk and information systems support, software and systems development. Functions division in department: administratively, territorial and psychologically. Systematization and development of the work system, including doc and workflow processes. Teamwork organization within well-integrated information system. — Development and deployment of the IT strategy. Taking into consideration business tasks and problems, requirements and company’s strategy plans. — Development and deployment of information security policy, software development rules, standards and regulations for internal IT services, etc. — Launch Helpdesk and Support services from the scratch, including tasks definition, recruitment and education. Ensuring of uninterrupted work of the whole IT infrastructure and systems. — Department’s budget planning and finance controlling. Minimization of IT service costs. Work with suppliers and service providers, including service levels and conditions negotiations, contract’s signing and so forth. — Prove for the top-management of company a necessity of ERP-class system deployment. Development of requirements and specification for the most efficient choice of ERP-class system, including peculiar properties of business, tasks, problems and company’s strategy. Launch ERP project. — Work in the Board of Directors, the Strategy planning group, etc. — As a consequence of “internal PR” and change management, all structural, administrative and technological changes in the company and in the IT department were accomplished in the maximum “painless” way for all employees, and with maximum efficiency for business. — At that time IT department was the essential and imperative part of the company, what developed, deployed and provided IT solutions for the new competitive advantages within whole company, including by means of automation of business processes.

— Master Planning (i2's e-business Supply Chain Management (SCM) implementation) as part of the Nokia's enterprise GlobeN project. Create solution designs for Product family grouping, Opening stock (on hand level) data from SAP R/3, Cross regional shipments, Subcontractor netting, Forecast netting, etc, and implement them for i2's Supply Chain Planner & Active Datawarehouse using Oracle PL/SQL procedures and SQL coding. — Collaborative Planning (i2's e-business Supplier Relationship Management (SRM) implementation) as part of the Nokia's enterprise GlobeN project. Create solution design for Demand Visibility data workflow integration (where sources are Nokia's and Contract Manufacturers' SAP R/3 and WebUIs) and implement it for i2's e-Procurement Collaboration & Active Datawarehouse using Oracle PL/SQL procedures, SQL coding and Unix shell scripting. — Re-design and development for Material Requirement Explosion project (part of the Nokia's enterprise GlobeN project) the EDMS BOM input file processing from SAP R/3 by the latest versions of BOM to Bussines Datawarehouse using perl coding and Oracle SQL*Loader. Load time improved from few hours to less than one minute. — Participated as the Data/Systems Integration Expert in the demo project for one of the biggest Swedish steel company for advising the creation team from a technical perspective. — Project documentation and structuring of the project environments (Project "cleaning") for DUNI's (Swedish manufacturer of kitchen-ware) enterprise implementation of i2's e-business SCM solution in all environments - databases (Oracle), Unix (HP-UX) and Windows NT. — Automation of i2's e-business SCM implementation using perl scripting and various application technician tasks for Royal Scandinavia (Danish manufacturer of porcelain and glass), including customer training in perl and Citrix Winframe for use with i2 Demand Planner client. — Setting-up ROCE's internal i2 TradeMatrix SCM/SRM development environments including Active Datawarehouse, RhythmLink, Supply Chain Planner, Factory Planner, Demand Planner, Resource Collaboration Planner, Procurement Collaboration and Transportation Manager. — Development, organisation and provide (as Trainer/Teacher) several intensive trainings in the areas of relational databases, client-server architecture, web technologies, Unix and network concepts, etc. — Installation and administration of internal and external Internet services: sendmail, pop, firewall (Cisco based), dns, httpd (including java, php and oracle connectors), dhcp, web-based mail client, etc.

Major: Computer Science, Minor: Electrical Engineering.