● Supported internal delivery processes in product and service companies as an external advisor. ● Helped teams establish planning, synchronization, and delivery diagnostics at program and multi-team levels. ● Took over interim delivery and portfolio management responsibilities when needed (e.g., acting Head of Delivery or Program Lead). ● Worked primarily with distributed teams in EU time zones.

EPAM Hungary - Delivery Lead (05.2022 — 07.2023): ● Rebuilt delivery teams after exit from Russia / Belarus / Ukraine — relocated key staff, formed and structured teams in new locations. ● Owned cross-portfolio delivery across 3 large accounts (~30 teams in total); aligned execution with client business roadmaps. ● Designed governance routines and portfolio-level reporting cadence. ● Built resource visibility dashboards and coordinated staffing across streams. ● Supported several team leads transitioning into project / program roles. Technologies: SAFe, Scrum, Nexus, Kanban. EPAM RUS - Senior Delivery Manager (02.2021 — 05.2022): ● Managed delivery across 3 value streams (90–170 FTE per stream), incl. backend, mobile, and integration teams. ● Owned planning rhythm, prioritized team focus with business owners, aligned mid-term delivery plans with platform evolution. ● Unified delivery performance metrics and reporting across streams. ● Drove stabilization and recovery initiatives in under performing teams. ● Reported directly to unit-level IT Director on delivery status and escalations. Technologies: SAFe, Scrum, Nexus, Kanban. ● Served as Release Train Engineer (RTE) in the retail unit of a major bank, supporting SAFe-based Agile processes within the personal banking department. ● Managed and facilitated delivery across three value streams, each comprising 5–7 teams and 100–170 employees. ● Acted as manager coach and mentor at EPAM Hungary, guiding leadership development and delivery management practices.

● Lead Digital Transformation for IT unit of huge FMCG – Sportmaster. ● Built scalable delivery setup from 6 to 30+ internal dev teams within IT org (2000+ FTE total). ● Defined team formation playbooks, delivery roles and OKRs for each team. ● Set up delivery metrics framework, coordinated rollout across departments. ● Ran pilot programs for cross-departmental planning and prioritization.

● Accountable for delivery across 4 product teams + 1 outsourced vendor (Talantix ATS, chatbots, R&D). ● Improved delivery reliability and reduced delays in release cycles by reworking backlog grooming and commitment flow. ● Introduced uniform sprint planning and enhanced forecasting practices (burn trends, capacity checks). ● Acted as liaison between product and tech; helped reduce escalations via faster issue triage.

● Managed delivery for several internal product teams (40+ engineers). ● Launched stable delivery pipelines for B2B platform enhancements. ● Introduced formalized backlog structure, structured sprint cadences, coordinated releases.

● Managing design, development and deployment of various Internet services for the company’s regional projects. Engagement in crisis projects, discovering troubled areas and crisis bailout planning. ● Participation in audits and inspections of the company’s regional projects. Participation in deals regarding large regional Internet-projects purchase in the capacity of an expert and technical coordinator. The audits made resulted in significant managerial decisions taken by the company’s top management. ● Working out the concept and the architecture of the general authorization service for the company’s Internet projects. Managing the development of the authorization service from the idea to the deployment stage. The said service is successfully deployed on the current projects. Working out of technical documentation and guidelines for further deployment and development of the service. ● Managing the development of the high-load media portal (200 000 unique visitors/day): - Development of architectural solutions. - Participation in services designing for the portal. - Scheduling and managing the project resource pool. - Assignment of tasks to the development team, execution control and quality control. ● Designing and requirements capture for the classified service. Prototyping. Launching the development using outsourced contractor’s resources. ● Designing and requirements capture for the e-commerce service for the company’s projects. Participating in negotiations with partners and contractors. Working out source documents. Development launch using the resources of the contractor selected. ● Participation in managing short-term tactical projects (mobile development projects, sales promotion projects).

● Managing the development of a head-hunting web portal. ● Planning, designing and business-analysis execution. Development and adjustment of initial user stories. Initial budgeting of the project. Elaboration of architectural solutions. Tasks decomposing. Tasks distribution within the project team, execution and quality control. Preparing reporting documents reflecting the results of the work done by the project team. ● During the second development stage moved from the contracting company (Twinslash, Minsk) to the customer company (FastLane Ventures, Moscow). ● Organizing the development process on the side of the customer, transfer of development tasks between the contractors, shaping the company’s own development team and transfer of development tasks to the newly formed development team. ● Building full development infrastructure from scratch, including interaction procedures for several development teams, version control and quality control procedures. Total rework of the project to comply with the changed requirements.

● Managing the project team involved in the development of mobile applications and client-server applications working via various mobile and browser clients for Russian and foreign customers. ● Organizing the development process. ● Troubled projects management.

● Building development teams. Developing several high-load services. ● Managing several project teams. ● Parallel management of several large projects. ● Organizing in-house training.

● Participating in the founding of a branch office of a foreign company. ● Recruiting, building development teams, processes organization. ● Launching the development process.

● Developer and web-developer work experience acquired in various companies.