I build enterprise IT functions from the ground up. And carry transformation through to realized value.
Twenty years leading enterprise transformation and technology strategy in Russia's largest industrial groups: infrastructure, metals, mining and retail. I am accountable to shareholders and boards of directors for one question - what the technology returned.
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 creates no value on its own. Every transformation starts with a target operating model and a defensible business case, and ends in value realization - not in a go-live certificate.
AI at speed. Governance by design
The real challenge in AI adoption is the gap between individual productivity gains and enterprise value. That gap is closed by governance, not by the number of pilots: data, architecture, process ownership and clear accountability for outcomes.
Technology sovereignty is an opportunity, not a constraint
Moving to a sovereign technology stack is a chance to redesign the architecture from first principles: retire technical debt, build proprietary digital products, and turn IT from a cost center into a scalable business capability.
AI succeeds only on trusted enterprise data
The data that powers models and agents originates in core enterprise systems - ERP, MES, production and construction platforms. 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 demonstrations.
Leadership capacity sets the pace, not platforms
I have built organizations from 80 to 800+ people. Transformation moves at the speed of its leaders, not its budget - which 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 previously existed. Designed an operating model spanning five IT legal entities, secured board approval for a portfolio of 80+ strategic initiatives and established a centralized cybersecurity function.
Russia's first autonomous road roller
With JSC GLONASS we brought the first autonomous road roller in Russia into live operation on the high-speed rail project. Next: an autonomous chain of dump truck, grader and roller covering the full track-laying cycle.
Business 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 CFO. Rollout across the Norilsk industrial district: 50+ enterprises, 7,000+ users, 500+ business processes in 13 months.
Capabilities and outcomes
Twenty years of transformation programs in large industrial groups have produced a handful of areas where I bring proven approaches, my own methods and results I can stand behind.
Building ERP from the ground up is an enterprise transformation—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.
Digital transformation strategies 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.