Head of IT

Scope: Eastern Europe countries (Russia, Ukraine, Kazakhstan, Turkey, Poland, Balkans). Up to 7 direct reports. About 20 sites (3x BUs – Moscow, Kiev, Warsaw, 3 Warehouses, the rest – Sales Offices). About 600 end-users within EEUR. Budget: Russia – USD 657K USD OPEX, UA – USD 128K OPEX, PL – USD 165K OPEX; KZ – USD 25K; EEUR CAPEX – USD 420K More details (ENG and RUS CV) - here: https://1drv.ms/f/s!Ajo2uT2oxJyfgav9coxvP3-1KrgfC38 Duties: Tune and implement IT strategy across the Territory. Manage the effective and efficient operation of IT Operations and IT Systems, ensuring alignment with the domestic Market Organizations and Business Operations (with exception to Global SAP). Develop and implement the IT Strategy in order to support the Company’s strategic Business Objectives. Full ownership of IT Infrastructure and End User Computing Services areas: IS Technology, running projects, BAU (Business as Usual) processes & services, internal people, vendors, outsourced suppliers, service consultants and Third Parties. Support local IT Infrastructure, guide and lead country – based EUC (End User Computing) support Team, manage IT Financials (Budget planning and spent tracking). Work as a bridge between Global IT Services Organization and domestic Business Stakeholders. New Ways of Working: Lead Transformation on services, delivery model, organization. Track SLA and other KPIs compliance, escalate Problems, Manage IT Changes for EEUR countries. Manage EEUR Team staffing, including resources planning, recruitment, professional development, appraisal and disciplinary actions to provide a responsive IT Support Team to the Company. Regular reviews of AD accounts (annual), SW licenses (quarterly) – to ensure compliance and no extra costs spend. Weekly review of Service Desk (SysAidIT) KPIs: SLA compliance, FCR, QA sessions; weekly Change Advisory Board and Problem Management meetings with Global IT; monthly IT Governance and performance review with ITLT (SysAidIT + MS Power BI reports).

Full ownership of IT Infrastructure and End User Support areas: IS Technology, project management, BAU processes & services, internal Team (people) management, third-party suppliers, financial planning and budgeting. Bridge between Regional IT Services Organization and Business Stakeholders, building IT transformation and optimization strategy, based on HO directions and local Business goals understanding if. New Ways of Working Transformation Projects Lead: services, delivery model, organization. Dimensions: area of 5 former USSR countries (Russia, Ukraine, Kazakhstan, Georgia, Belarus). 9 direct, 20+ indirect reports (contractors). About 40 sites (2xBU, 7 Plants, the rest - Sales Offices and Warehouses). 2600+ end-users. 2015 – Coffee Business Separation project finalized. Completed: network, data and systems split, IT Infrastructure landscape creation. Transition of NSA (non-SAP) applications. My custom WAN solution enabled new Coffee Business sites connection in critical situation, when global telecom partner failed to deliver services in time. 2015 - New multi-category Green Field Plant in Novosibirsk area: Project Team office established; core voice & data services delivered. 2015 – Three multi-screens videoconferencing units, based on CISCO SX80 codec deployed in Moscow BU. All Plants equipped by CISCO MX300 VCS systems. 2016 – Deployment of LVI (MS Lync Video Integration with Cisco and Polycom VCS) done for all countries within my Area. 2016 – New Mobile Policy, deployed for whole Area, dramatically (8-10 times) dropped running costs.

Full responsibility for IT Infrastructure daily operations (24x7x365), regular changes and development. Management of IT services delivery processes, projects, people. Technical solutions design and deployment, close work and collaboration with Global HO and Regional Centers of Excellence, other IS teams (Business Applications, BI, EUS), external providers. Dimensions: whole Russia. 4 direct reports, 2 contractors. Around 30+ sites (Moscow BU, 5 Plants, 25+ Regional Sales, 4 Warehouses). About 2100+ end-users. 2008 – Built from scratch local internal IT Infrastructure Team. IT development strategy was defined; support processes were designed, tuned and put into operations. 2009 - Expanded and renovated Moscow BU Office (+ 2 floors). Fixed voice in Moscow BU migrated from TDM to IP. Biscuit LU Business transfer from Danone to Kraft. Established Kraft implant office at Bolshevik Moscow Plant; several office moves completed. IT solutions for new Green Field Biscuit Plant in Sobinka defined. 2010 – WAN in Russia moved from VPN to QoS-enabled MPLS. End-to-end monitoring, based on GFI, established. First in Region SAN/NAS solution, based on EMC Clarion / Celera / Avamar over Brocade FC deployed in Moscow BU, and (replica) - at Pokrov Plant. Storage was optimized for MS SQL 2005 / 2008 and 1C applications, that had performance issues in past. Internet Proxy server refreshed in Moscow BU. All W2K servers upgraded to W2003. Acquisition of Dirol Cadbury: temporary WAN connections for Warehouses established. LAN peering between Kraft and Cadbury Russia done in Kraft Moscow BU and Dirol Cadbury Moscow BU. Local Service Desk, based on ITIL was created in Russia to provide technical support for end users, improve change management process, achieve and keep high level of service. 2011 – WAN merge between Kraft and Dirol Cadbury - done. All network equipment replaced in former Dirol Plants (Veliky Novgorod, Chudovo). Several Regional Sales offices merged or relocated. All Regional Sales offices servers refreshed. Corporate and Guest Wi-Fi enabled for all Plants. Interconnection between Office and Manufacturing networks established, based on Fortinet solutions. Migration from local MS Exchange servers to cloud-based BPOS - done. Huge Internet traffic routed over new installed local internet Breakouts (all Plants + BU, based Fortigates). Done CISCO Telepresence VCS deployed for Moscow BU and Sales (former Cadbury BU). Telecast between Moscow and 12 remote sites supported during President Kraft Foods International visit to Russia. 2012 – Moscow BU and Sales renovation and expansion done. Full LAN HW refresh done. Servers in former Dirol Plants (Veliky Novgorod, Chudovo) replaced by EMC VNX and VMware vSphere 4 Enterprise. During Russia-wide SAP deployment (replacement of MFG/PRO ERP), WMS solution was deployed for all 5 Plants. Old TDM PBXs were replaced by Avaya IP in all 5 Plants. UDP over IP-enabled sites in Russia enabled 4.5% annual Fixed Voice costs savings. 2013 - CISCO Telepresence VCS deployed for all 5 Plants.Total re-design of WAN in Russia dramatically improved systems availability and resiliency, while delivered 1.2M USD annual savings. New efficient support model enabled proactive monitoring and immediate services restoration. Servers refresh was done for Sobinka Plant. Moscow BU servers upgrade together with their consolidation improved overall systems performance, while moved support costs down (3%). New online backup solution, based on EMC Avamar, was deployed for all Sales Offices.Remaining TDM PBXs in Gorelovo and Sobinka were replaced by Avaya IP. UDP over all Russia enabled extra 5% annual Fixed Voice costs savings. Complete refresh for IT Infrastructure done in Gorelovo Plant. Based on learning, discovered during data migration, several improvement actions were applied. DRP tests for all Russian sites passed successfully. Remedy Service Desk system was integrated with Avaya Aura Contact Center. Several Business functions got benefits from extended fixed voice features. All small sites (Sales offices and warehouses) were covered by Corporate Wi-Fi. 2014 – CSAT level increased up to 4.5, while IS Organization was impacted by several crucial changes (restructuring, ZBB approach for OPEX, moving to centralized PMO PPS approach for CAPEX. Done DCs refresh and consolidation, Since Internet proxies resiliency and emergency Internet traffic redirection solutions were deployed, overall stability of IS systems improved, while decreased support costs. In addition to regular IT Infrastructure duties, I took Coffee Separation Project Leadership role for former USSR (White Space) countries, and Coffee Separation Project Coordinator role for EEMEA.

Manage the execution of the CRM Quality Assurance steps for services proposals and their resultant projects in compliance with the IBM World Wide Quality Assurance / Management Discipline (WWQA/MD). Provide independent reviews for services engagements, assess and make recommendations to influence the viability, risk, project management, profitability and customer satisfaction in services solution design and delivery. Provide advice and counsel to project managers, line managers, and executives regarding opportunity bid decisions, risk mitigation, proposal quality, project health, and business management practices and procedures.

Cross Competency IT Services Delivery for International accounts. Manage IT Infrastructure systems (telecommunications, Local Area Networks, servers, disk storage) for Client accounts.

Growing with the Company, while playing several roles, starting from System Administrator, up to Regional LAN/WAN Team Manager.

Network and Voice systems maintenance and support. End-users support (Moscow, Golden Ring ROBO Offices, and Kazakhstan). Client platform migration from WIN3.1 to WIN95. Lotus Notes 4.5 deployment as a Corporate Mail System.

VTEL videoconferencing systems: engagement, pre-sales, installation and support. Integration of VTEL VCS with different telecommunication equipment and links.

Activities as a HW developer / system engineer in Russian companies (Sovin, Keynet, L-Card, Morion).