CEO / Delivery Director / Head of PMO (Candidate)

We recommend a CIO / CEO / Operations Director / Delivery Director / Head of R&D / Head of PMO (Advanced English).
Locations: Kyiv, Ukraine / Geneva, Switzerland

The candidate is suitable for both IT product and outsourcing companies (100+ people).
Total experience in IT is 15 years.
The tasks / challenges the candidate is ready to take tomorrow in the new company:


  • Development of customer service platforms;
  • Vendor negotiations and IT architecture;
  • Suppliers management;
  • Information risk management (IRM);
  • IS policies, strategies, and standards;
  • Technology futures and budgets;
  • Ensuring IT operations are effective and efficient;
  • Evaluation of corresponding IT purchasing;
  • Assets optimization, including the enterprise systems and applications and the IT workforce.
Project Management

  • Setup PMO in the middle size orzanization;
  • Setup product and software development processes;
  • Risk management;
  • Project/Program budget management;
  • Team management;
  • Stakeholders management.
Business Development

  • Aware of the latest trends and technologies and understand how consumers and other enterprises are utilizing these new technologies;
  • Finding ways to gain efficiencies, creating new businesses or improving business models;
  • Defining which new technologies the enterprise can adopt and determining whether or not the enterprise has the capacity to implement such changes;
  • Delivering solutions to meet the needs of the enterprise, from accounting, sales and marketing to manufacturing;
  • Ensuring tech systems and procedures lead to outcomes in line with business goals;
  • Creating, maintaining, and enforcing the company's IT strategy;
  • Digital transformation.
The candidate has experience in advancing IT products in the following markets:
Europe (Switzerland): Telecom, Banking, Corporate segment, IoT
North America: Health Insurance
Global: Telecom

Types of customers mentality he has worked with:US, Austrian, Swiss, German, French.

Stack of technologies his teams have worked with, the limitations and benefits of which are well understood:
  • Java;
  • Python;
  • Cloud technologies;
  • NLP / ML / Chatbots.
Has the following diplomas and certificates:
2017 – Executive MBA, University of Geneva (HEC Geneva);
2014 – Certified Scrum Master, Scrum Alliance (CSM);
2012 – ITIL Foundation v3 Foundation;
2012 – Project Management Professional (PMP), Project Management Institute;
2005 – Bachelor Degree, Specialization Computer Engineering, National Aviation University, Kyiv, Ukraine.

He was a speaker at the following conferences:Applying both Agile and Waterfall in one project – Softshake 2013, Geneva
How to survive in the VUCA World – AgileEE 2016, Kiev

Previous experience in IT:

Company: IT Product company, Telecom sphere (200+ employees)

Position: Head of Software development

Period: May 2017 – CurrentEmployees directly reporting to him: 3
Indirect subordinates: 30

Key responsibilities:

  • Setup software and services development process, Scrum-based;
  • Setup project management and collaborative tools Jira/Confluence;
  • 3rd level support of products on production;
  • Resources gap analysis and new Staffing plan, recruitment of IT staff;
  • Define KPI's to develop department and each employee;
  • Internal coaching of employees, sharing best practices in product development, business processes, personal effectiveness;
  • Evaluation of the financial effectiveness of the department in the context of the company, budget management.
As a result:

  • Increase availability of the systems up to 99,9% what made company able to provide high-quality service to the clients;
  • Improved development processes over sufficient applying best practices and industry standards in software development of highly-loaded systems. That minimized incidents on production from 20 to 1-2 in a month per product;
  • The department brought to the condition of an efficient unit that is able to deliver any product or service to achieve company strategic goals;
  • The unit has become fully equipped with the necessary human and technical resources;
  • Necessary measures are taken to maintain high morale within the team:
    • Regular performance evaluations;
    • Workshops;
    • Training;
    • Half year individual development plans;
    • Team-building activities.
Company: IoT hardware/software company

Position: Business Development Consultant

Time: June 2016 – April 2017
Directly reporting: 0
Indirect: 0

He joined the team of engineers and designers and his task as business consultant was to define business development strategy for company and new product. He made assessment of the IoT on the market, defined target audience for new product and delivered opportunity assessment for newly designed product. He also delivered strategy recommendations to product engineering team.

Company: Software and solutions company (100+employees)

Position: Portfolio Engineering Manager, Head of PMO

Time: April 2014 – May 2016
Directly reporting: 4
Indirect: 60

Key achievements:

  • Delivery of products portfolio;
  • Improved Risk Management process;
  • Defined and implemented QA/QC processes;
  • Developed and implemented training programs (Personal Development Plans);
  • Defined program for trainees;
  • Reduced turnover rate from 30% to 10% in R&D office within 6 months;
  • Defined and implemented an effective report system for executives.
Also as a lead of the Agile PMO organization within R&D office (120 FTEs) he was making sure:

  • Necessary agile practices are on place and working well;
  • In time delivery of releases;
  • Training of engineers and managers.
Company: Software and solutions company (100+ employees)

Position: Agile Project manager

Time: March 2012 – April 2014

Directly reporting: 25
Indirect: 0

Key achievements:

  • Transformed development process to Agile approach within R&D;
  • Improved quality of products via establishing Jira as common issue tracking;
  • Improved quality of designed products via research and development solutions;
  • Timely delivered health care projects for the US market.
Company: Bank (1000+ employees)

Position: Sr. Project Manager

Time: December 2009 – August 2010

Directly reporting: 0
Indirect: 20

  • Previously the paper based process occupied 32% of time of 20 FTEs in Head Office (that equals to 575 minutes per week). With iProcurement implemented by him now it takes only 0,8% of those 20 FTEs;
  • From the processes improvement point of view, the approval time was saved substantially. From up to 2 months before the iProcurement implementation to 2 hours – 7 days now;
  • Based on spend visibility and spend analysis, achieved an additional saving of 13% for the Procurement department.

Salary expectations – from $ 7,000

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