I build enterprise IT functions from the ground up. And drive change through to value the business can measure.
Twenty years leading enterprise change and technology strategy in Russia's largest industrial groups - infrastructure, metals, mining, retail. I am accountable to shareholders and boards of directors for one question. What did the technology return?
Top 1000 Russian Managers ranking, Russian Managers Association and Kommersant Publishing House
What I believe
Enterprise transformation is a business initiative, not an IT project
Technology alone creates no value. Business value comes from operating models, disciplined execution and measurable outcomes. Every program starts with a target operating model and a defensible business case, and it ends when the value shows up - not at sign-off.
AI at speed. Governance by design
The hard part of AI is not the pilots. It is the gap between individual productivity gains and enterprise value, and pilots do not close it. Governance does - data, architecture, process ownership and clear accountability for outcomes.
Technology sovereignty is an opportunity, not a constraint
A sovereign technology stack lets you redesign the architecture from first principles. Retire the technical debt, build proprietary digital products, and turn IT from a cost center into a business capability you can scale.
AI succeeds only on trusted enterprise data
The data that powers models and agents originates in trusted enterprise systems - ERP, MES, production and construction platforms. The logic is simple. Core systems produce trusted data, data governance turns it into a single source of truth, and only then does AI deliver business value instead of impressive demonstrations.
Leadership capacity sets the pace, not platforms
Building organizations from 80 to more than 800 people taught me one lesson. Change moves at the speed of its leaders, not its budget. That is why I invest deliberately in developing executives and experts.
Challenge → Solution → Impact
A group-wide IT function built from zero
Unified IT across more than 100 companies and 100,000 employees where no corporate IT function existed. Designed an operating model spanning five IT operating companies, secured board approval for a portfolio of 80+ strategic initiatives and stood up a centralized cybersecurity function.
Russia's first autonomous road roller
With JSC GLONASS we put Russia's first autonomous road roller into live operation on the high-speed rail project. The next step is an autonomous fleet - dump truck, grader and roller - covering the full track-laying cycle.
Enterprise Transformation Program
Designed and delivered a single SAP ERP template serving more than 14,000 users, leading a team of over 600 specialists and reporting directly to the Group CFO. Enterprise rollout across the Norilsk industrial district covered 50+ enterprises, 7,000+ users and 500+ business processes in 13 months.
Capabilities and outcomes
Over two decades of leading large-scale programs in industrial groups have left me with a handful of areas I know deeply. Proven approaches, repeatable methodologies and results I can stand behind.
Building ERP from the ground up is an enterprise-wide change program, not an IT project. It starts with a target operating model and end-to-end business processes, applies agile where it accelerates delivery, and relies on disciplined program management where execution risk is highest—at go-live.
Technology strategy and initiative portfolios approved at shareholder level. Practical AI, including LLM-powered agents, digital assistants, predictive analytics, intelligent automation and autonomous machinery.
One source of truth outweighs a thousand opinions. Data should be generated by business processes, not collected by hand. Process and data ownership, a single source of truth, lakehouse platforms, enterprise master data management, BI and AI analytics that turn information into decisions.
An end-to-end digital finance platform built on ERP and AI, including host-to-host treasury integration, predictive financial close, digital tax monitoring, budgeting, investment planning and financial consolidation.
End-to-end integrated business planning across the industrial value chain—from mine to customer—combined with enterprise project portfolio management (EPPM) for infrastructure and construction businesses, from investment approval through execution planning and on-site delivery.
End-to-end digital platforms spanning engineering, construction and operations: construction management (MStroy), BIM and digital twins (SINFO), a data platform, high-precision autonomous driving of machinery.