2014 – pres. CRM. Real-Time and Targeted Promotions CRM aggregates all Wargaming context (in-game goods, promotions, video etc.) and match them with promotion demands. It handles large volumes of existing data, is responsive to user interactions, and makes it easy to experiment with recommendation approaches. The goal of our CRM is to come up with in-game personalized recommendations. We are using all cutting edge technologies in Big Data and stream processing, so almost everything had to do from the scratch: initiation on executive level, P&L analysis, MVP determining, team acquiring (including outsourcing) and finally we have released MVP for one of our title in 7 months. http://blog.cloudera.com/blog/2016/04/inside-wargamings-data-driven-real-time-rules-engine/ 2015 – pres. Cloud for games To serve games and appropriate services we have decided to move our IT infrastructure (12+ data center around the globe) to cloud solution based on OpenStack. We understand that infrastructure by itself is just resources. Thus, we have started to implement CI/CD tools and processes together with the culture of using it to make infrastructure more sophisticated. P&L, budget protection, vendor management, all areas of project and program management coordination. https://www.mirantis.ru/company-news/news-company/g-core-i-mirantis-openstack-perevedut-v-oblako-chast-it-infrastrukturyi-proektov-wargaming/ 2015 – pres. Development Operations I am leading 50+ engineers department, which responsible to production and development support. It includes DevOps, security and performance audit, automation testing. I am in charge of department lifecycle management including company strategy alignment, stakeholder engagement and overall governance.

2012 – 2014 Data Warehouse (program management) DWH solution unites 15+ offices, including publisher, producing and development studios and it has 2 main directions: businesses analysis and technologies. The main challenge for this project is creating everything from the scratch. My responsibilities include all activities around creating technology department in 4 locations (Belarus, Ukraine, Russia and Cyprus): - Provide initiating process as a mean of achieving an organization’s strategic plan in business intelligence. Within the initiating process I defined initial scope, technologies and human resources, internal and external stakeholders etc. - Proof of concept (POC) phase not included only technologies activities it also included set of goals to create team across different locations, provide clear collaborations and activities workflows. - 1.5 years after green lights DWH was released to production and it combines all Wargaming data sources world-wide. DWH is based on advanced technologies from Cloudera, Oracle, HP, Tableau and effectively unites open source and proprietary solutions. - Geographically distributed team includes 25+ specialists including Project Managers, Architectors, Business Analysts, Data Integrators, Developers, QA. 2013 – 2014 World of Tanks Blitz (integration management) World of Tanks Blitz is a mobile free-to-play team-based MMO action game dedicated to fierce tank combat. As a web department manager my responsibilities include integration of 15+ Wargaming web services with client and server side of WoT Blitz. Mobiles games are a new direction for Wargaming that is why everything had to make from scratch: - Synchronize development of web features with client and server side of WoT Blitz. - Determine mobile game specific approach and how it best fits into development lifecycle. - Provide abilities to launch WoT Blitz according to publisher roadmap. 2013 – e-commerce (product management) Business owner made decision to start activities with vendor selection and my responsibilities included procurement management and then outsourcing management: - Documenting project purchasing decisions, specifying the approach, and identifying potential sellers. - Obtaining seller responses, selecting a seller, and awarding a contract. - Determining business partner needs, negotiate agreements to meet or exceed these needs. - Organizing cross-functional teams to effectively engage suppliers.

Managing programs of integrating information security into the existing software and development life cycle. Building relationship with the customer, managing communications, setting up processes. Verify projects scope and sizing, schedule management. Building projects teams and hire new people. Procurement management with preparing request for proposal, bidder conference and select sellers. 6 projects, 50+ stakeholders, 15+ developers - Security Target and information security system for Border control system of Belarus. - X.509 certificate authentication for Information Policy System of Belarus. - X.509 certificate authentication and XML Signature base on Oracle Web-services Manager for Ministry of Taxes and Duties, The administration of President. - Oracle Database authentication using Signature and Encryption for Road Policy of Belarus. - X.509 certificate and OCSP authentication for Migration Department. - PKI.

Head of the Web development and support department. Managing 10 people workload, department budget, developing department education plans, proposing changes to organizational structure and processes.

Manage software system development and integration projects through all phases of project life cycle - analysis, design, development, testing, implementation, and post-production support. Lead the teams of about 10 developers and collaborated with customer. Lead development of requirements, data models, and documentation. 2011 Outsourcing ECM Alfresco A project for a development and ongoing support of extremely new paradigm in documents work-flows based on OpenSource. My responsibilities included managing communications, projects scope, customer requirements and expectations, time management, risks and quality. Used PMI processes and standards for managing projects and applied Agile methods for the software development. Main activities of the project: - Pre-sale. - Initiating (develop project charter, identify stakeholders). - Planning (collect requirements, create project scope statement, create WBS, estimate resource requirements, develop schedule, prepare procurement documents). - Executing and Controlling (produce product scope, manage people, communication management, perform integrated change control, perform quality control). - Closing (Complete procurement, training). - Integration and Configuration includes: CentOS, Glassfish, MySQL, Alfresco, MS Active Directory. 2010 The National Automated Information System of Belarus I picked up this project when it was in critical state: warranty and support period almost finished and 60% of the team on customer side left the project because wrong team skills were requested by the customer on project start. The customer was ready to close the project. New team members were hired during one year and we managed to keep the project going. Main activities of the project: - Survey of the physical architecture and topology of applications servers. - Strategy of business continuity. - Tuning of Oracle Portal, OID, BPM, Application Server, Database. - Oracle Enterprise Manager System Configuration. - Development integration web services and portlets. 2009 Vending Remote Monitoring System A project for a development cloud application for Vending Network based on Oracle Technologies. Project manager for the JAVA Developers and testers team, involved in business requirements gathering, implementing process, estimation and planning. Main activities of the project: - Initiating project for Vending Machine Operator. - Prototype implementation. - Develop J2ME build-in application for GSM module. -Server side application using SaaS Paradigm.

Faculty of Information Technologies, Software for Computer Hardware and Automated Systems

Project Management Institute

Oracle