Director

- Building and managing ordering processes with Agile Panic Driven Development - Managing the product for the development of taxi booking by phone. - Managing the product for a contact center. - Telephony Devops Management. - Transforming advertising activity into attracting orders through a phone call. - Building relationships with telecom operators, providing non-standard services. - Searching for and managing relationships with contractors for implementing text-to-speech and speech-to-text technologies, customer scoring, and other turnkey solutions. - Approving and launching experimental redesigned advertising campaigns for the business unit development. Major achievements in this role: - 99% of incoming calls for placing orders are received by the operators in 3 seconds; - 20-fold increase of YOY 19-20, increase even during the crisis period of April 2020; - a product for working with employees at home has been created, during 2 months we completely moved away from our own contact centers with the business unit growth month to month; - quality control processes for conversations have been organized; - hot standby and stable operation of all the infrastructure technical elements have been organized, ensuring running of the business unit; - the business unit economy has been optimized several-fold; - several mergers and acquisitions in the regional markets have been completed.

Responsibilities: - implementing technological modernization of voice customer service processes through partner contact centers; - organizing an effective development process; - managing the preparation of the system for service scaling. Work results: • I prepared a product for launching MTS-taxi and regional expansion; • I reduced the average call response time to 3 seconds, and cleared the conversion of calls to orders from extraneous calls; • I initiated the development of the web module for working with calls to the Contact Center, which allows to flexibly adapt to changes in business processes and minimize call waiting time; • I reduced the number of order cancellations in the mobile app several-fold by optimizing the procedure for assigning the nearest driver; • I structured the work with the client chat, created a knowledge base and provided procedures for updating knowledge in case of changes in the system and processes.

Maxim Taxi Booking Service Russia, www.taximaxim.ru Head of Partner Network Development Department Maxim Service is a holding company that includes: - 3 own taxi brands in 9 countries taximaxim.com taxipoehali.ru app.taxsee.com - Slavyanka Confectionery Plant http://tort-slavyanka.ru/ - Air taxi based at 2 airfields with its own aircraft fleet, staff pilots and a school for pilot and parachutist training http://sibia.aero/ https://logovushka.ru/ - A network of contact centers for processing taxi orders in each country of presence taxsee.com - Hundreds of IaaS taxi partners with their brands - Design agency bunkermedia.ru - IT division ooo.technology Key responsibilities in the holding: - developing competitive advantages of the software product; - distributing the format of the service provided through the partner network; - developing tools for analyzing the situation in cities, based on the experience of interaction with partners; - recruiting, training, and developing staff. Completed projects and achievements Localization and expansion: • I organized the launch of a partner contact center in Azerbaijan, turned the start-up process into a standard one (3 contact centers started operating in Georgia, 2 contact centers in Azerbaijan, 1 contact center in Tajikistan); • I organized the process of localization of products into the Azerbaijani language by a partner; • I prepared the infrastructure and started the process of remote training and work of the contact center operators at home. During 5 months, 300 operators were trained (duration of remote face-to-face training was 2 weeks); • I designed and launched own CRM for sales and product support, having previously tried several ready-made solutions. New Services • Taxi booking app with its own brand (Example: https://play.google.com/store/apps/details?id=com.ekonom.taxi&hl=ru) • Buying out orders of partners in case they did not manage to complete those orders by their drivers' efforts • Selling the Maxim, Taxsee, Poehali orders to partners which drivers did not have enough of their own orders. • Payment for receiving calls of our contact center to small dispatch offices that were not ready to give up their operators but wishing to give them work. The project made it possible to withdraw plans to build contact centers in the Far East and Southern Kazakhstan. • Maxim franchise in small towns. For the first two months, five towns were launched under the franchise. Development of the Product and Apps • I streamlined the development process of the Taxsee client application (https://app.taxsee.com/) • I implemented a system of operational reporting on the analysis of cohorts of passengers, including the "maxim – order taxi & delivery" flagship app • I eliminated all sources of ride cancellations due to incorrect operation of the application. • I increased the revenue from rides booked through the application fourfold. Support for Partners • I eliminated the reasons of occurrence of accounts receivable by designing and implementing own billing system. • I organized collection processes and collected 45% of debts in a pre-trial procedure from clients that had left. I managed to bring the half of them back to cooperate with the contact center. • I simplified the process of signing contracts, additional agreements, by transforming them into an electronic offer with the acceptance of payment. Time necessary to fully launch one client was reduced from 2 weeks to 8 hours. • I increased the active client base from 40 to 100 clients. • I created technical support service on the basis of Telegram messenger, the average response time to a client's request was reduced sixfold to 5 minutes. • I organized the process of filling and maintaining the knowledge base for new employees of the sales and customer support departments and launched a web portal for clients' self-learning. The number of employees in the departments increased from 5 to 15. In November 2016, I started training specialists to sell the product to the Anglo-Spanish countries (in 2018, India and Indonesia were launched).