Finance University under the Government of the Russian Federation

National Research University of Electronic Technology (MIET)

London Business School

The Institute for Turnaround Academy (UK)

ILX Group plc (UK) together with APMG-International

ILX Group plc (UK)

Business Executive  -  Driving Value Improvement and Growth  -  LBS Sloan Fellow

Moscow, Russia

A startup focused on development and commercialization of AI (Artificial Intelligence) solutions.

atokyrina AI

Founder and CEO

Responsible for Sales, Finance, Legal, Technology and Administration, I managed internal operations and worked in tandem with CEO to transform (aiming at efficiency and competitiveness) the engineering subsidiary of a big EPC contractor (Trest SZEM, Saint Petersburg).• As a senior manager who oversees and steers an ongoing change process, I led initial analysis of operations, organizational design and internal processes; assessed corporate culture and people management issues. I prepared and delivered a status report to shareholders introducing change initiatives. • I reshaped sales & marketing procedures and routines by bringing more focus to customer needs and emphasizing company’s strengths and capabilities. I personally took part in contract negotiations and led the relationship building with international partners (e.g. Hyundai Engineering and Construction). • I turnarounded a complex business-critical 3D CAD software implementation project, built a high-functioning team and improved company’s capability in 3D design & modelling. • Engaged in board-level discussions of strategy and operations, I worked on development and implementation of programs and plans influencing organisational design, instilling a performance culture, setting and enforcing operational controls.

SZVEP LLC Complex Industrial, Power and Energy Engineering

Chief Operating Officer

I contributed to the growth of a newly established business into one of the leaders of the independent infrastructure segment on a national scale in Russia by enabling business expansion, managing business critical projects and supervising professional team in a matrix organization.• Spearheaded the regional expansion and started operations in 4 major geographical clusters. Established relationships with municipal authorities, local branches of mobile network operators (MNOs) and regional business partners. • Developed new partnerships (Gazpromneft, Gazprom Gazenergoset, Lukoil-Ugnefteproduct, etc). • Initiated and led projects to assess business viability and to introduce new products and business models: indoor coverage solutions, extension of the existing business model to operate new type of sites, etc. • Contributed to M&A activities: analysed tower portfolios, business models and operations of a major mobile network operators; structured and conducted negotiations with the seller’s side teams. Played active role in aсquisition of a leading regional towerco which made Service-Telecom #3 player in the segment in Russia. • Managed RFPs and organised projects with international consultants: Analysys Mason, Mott MacDonald, Deloitte. • Established business relationships with international partners: China Eurasian Economic Cooperation Fund (Beijing), TowerXchange (London), Huawei (Moscow). • Represented the company in the public domain: interviews and presentations (RBK TV, major Russian print and online media, conferences organised by TowerXchange, Huawei, ComNews).

Service-Telecom LLC, Infrastructure for Telecommunications

Director Business Development

Ural High Speed Rail

Consulting project (Project Management, Project Finance - PPP Schemes and Railway Financing)

Advised Tbrown Consulting Limited on a change management process and transition to Kaizen Compliance Solutions: set up of a new legal entity, organisational structure design, transfer of operations from the old legal entity to a new one, management of employees during the transition period, customer relationships management.

Tbrown Consulting Limited – Kaizen Compliance Solutions

Internship: Change Management Consulting Project

Full time programme for senior, experienced, high-calibre professionals and executives with emphasis on management of growth and change, business strategy, leadership and people management.

Sloan Masters in Leadership & Strategy degree (with distinction)

Power plant design and engineering solutions (a subsidiary of the EPC contractor JSC "TEK Mosenergo"​). Led a business transformation initiative for one of the leaders in regional engineering with functional responsibility for price structuring and negotiations, operational planning and resource scheduling, budgeting and control. Assembled a team and coached subordinates.• Influenced the Board of Directors to launch change management project resulting in improved business processes and substantial time and cost savings in execution of company's $120MM contract portfolio.• Achieved 100% visibility of projects’ bottlenecks and timelines by implementing Oracle Primavera scheduling software and revolutionizing project management and control procedures.• Introduced performance measurement metrics. Identified the need to amend compensation and benefits plan to improve motivation and performance. Persuaded Managing Director about the changes.

MOSENERGOPROEKT power plant design and engineering

Deputy Managing Director

IT company focusing on business applications, infrastructure solutions and integration (a subsidiary of the Systematic Group of Companies).Advised General Director on company reorganization and provided business support to group VP Finance. Conducted reviews of business practices and work processes, identifying improvement opportunities across business units. • Introduced a new performance management system resulting in transparent decision-making, resource allocation and contract performance evaluation in each business unit. Engaged and coached Business Units heads to influence fast adoption of a new system.• Project-managed the consolidation of back-office functions (Finance, HR) into a single shared services centre on the group level. Assessed synergies from consolidation, efficiencies and cost reductions. Defined the new organizational structure and processes, along with the key performance indicators. Assisted in identifying the changes that needed to be made in the existing ERP system. Prepared and executed the implementation plan.• Reorganized Finance department and developed a high functioning team to ensure improvement of critical procedures and compliance with group policies.

TopS BI, IT solutions and services

Chief Financial Officer

One of the leading land-owners specializing in residential construction and hotel development (a subsidiary of Marshall Capital Partners).• Conceptualized and developed $10MM investment project aimed at establishing a frame-built house manufacturing facilities working in cooperation with industry stakeholders and land developers. • Initiated and developed effective relationships with international partners: Wolf Module (Austria), NASCOR and Caterra Consulting (Canada), etc. Managed cross-cultural and cross-functional project team.

Marshall Estate

Deputy General Director - Head of the House Manufacturing Project

Residential construction, distribution of wooden houses and wooden construction components.• Responsible for P&L and advising family owners on development strategy for a $10MM private business (segment top-5 performer). Improved cash and debt positions in context of increasingly challenging economic conditions. • Achieved 10% growth by implementing aggressive sales & marketing activities and strengthening company’s position in a high-priced market segment.

STERH Building Company

Managing Director

NTC group - vertically integrated group in forestry business formed by international private equity fund (harvesting, wood processing, sawn timber production, glue-laminated beam houses and frame-built houses manufacturing).Executive group-level position in charge of one out of three business segments (distribution of wooden houses and wooden construction components, residential construction), general / operations management and active involvement into group policy making and strategy formulation.• Implemented a restructuring plan aimed at creation of the House Manufacturing Segment within the NTC group of companies with initial $10MM turnover, line managed 20 employees. • Ensured 30% sales growth. Led the creation of a new brand identity and successfully introduced it to the market. • Launched the initiative for modernization of existing glue-laminated houses production and establishing a new framed-built manufacturing capacity. Negotiated contracts with suppliers of equipment and technology (Weinmann/Homag, MiTek).

National Timber Company (portfolio company of The Sputnik Group)

General Director of 2 Business Units

NTC group - vertically integrated group in forestry business formed by international private equity fund (harvesting, wood processing, sawn timber production, glue-laminated beam houses and frame-built houses manufacturing).Responsible for external / internal development projects, contributed to the extensive communications with the Board, group / BUs top-management, industry players, PE analysts.• Directed development of group restructuring plan aimed at improving management and operational structure. Defined strategy for value-added “downstream” wooden house manufacturing segment. Subsequently promoted to the segment’s GD role. • Performed analysis of €100MM “green field” investment project for setting up an Oriented Strand Boards manufacturing capacity. Negotiated with project partners: Jaakko Poyry Consulting (Finland), Siempelkamp, Diffenbacher (Germany), Glunz AG / Sonae Industria (Germany / Portugal).• Executed $4MM acquisition of Ilinsky Sawmill resulted in 30% increase of group’s capacity in sawn timber products; supervised all M&A activities.

Director, Corporate Strategy and Projects: Corporate HQ

NTC group - vertically integrated group in forestry business formed by international private equity fund (harvesting, wood processing, sawn timber production, glue-laminated beam houses and frame-built houses manufacturing).JSC «Sokolsky DOK»: a largest timber processing mill in the region with 5 major product lines (including log house manufacturing). • Supported General Manager in integration of recently acquired factory into the Group and advised on business process reorganization resulted in substantial cost reduction (up to 20%). • Developed budgeting and control system from scratch. Set up procedures and instruments for product line profitability analysis and performance evaluation (responsibility centres / mill).• Completely reorganized Finance and IT functions, established Treasury function. Successfully completed ERP implementation project (Concorde XAL software).

Finance Director of Subsidiary: Manufacturing Facility

Finance and management consulting.• Performed analysis and developed recommendations on process improvements, cost management system design, internal and external reporting requirements and design. Led accounts development and sales work.

Columbus Russia

General Director, Senior Consultant - BCS LLC, subsidiary of Columbus IT Partner

IT company focusing on distribution and implementation of business management systems Concorde XAL and Axapta.• Performed analysis and optimization of operating models, workflows, and business processes at the Process preparation stage of Enterprise resource planning (ERP) business management software implementation. Contributed to the ERP implementation projects at Sara Lee / Douwe Egberts, Henkel and other companies.

Dmitry Filatov

Dmitry Filatov