Chief Technology Officer in one of the most popular job boards in Russia. SuperJob delivers high load web and mobile applications that help people find their dream job, and help employers hire the best staff. The engineering team is about 65 engineers. Key technologies are PHP and MariaDB.

At the moment, this role is fully-remote for me. I am reporting directly into CTO (based in UK). I am managing several engineering teams, located in Russia (fully-remote as well) and in Lisbon, Portugal (working in office). These are cross-functional, backend-intensive teams, responsible for checkout and payment processing, order fulfilment, seller dashboards, etc. The Team Leads are reporting directly into me. I am responsible for feature delivery, engineering processes and practices, employee performance and development. I am also leading both the QA Chapter and the Technical Support Chapter for the whole Moteefe engineering.

I was managing the engineering department, being responsible for the delivery of all Foresight software products. The engineering department consists of 12 teams and approx. 150 engineers (developers, QA engineers, analysts, UX designers, etc). Key responsibilities: - Defining department budget (developing annual P&L) - Defining the department organisational structure and processes - Defining and achieving department KPIs (including ISO 9001) - Managing engineering staff (training and coaching, hiring and terminations, dealing with low-performers) Initiated and completed a waterfall to Agile transition: - Built cross-functional teams, including developers, QA engineers, business analysts, UX designers, technical writers - Implemented Scrum in teams, including training and setting up all the necessary tools - Implemented Kanban for product management and team sync, as preparation for implementing SAFe - Implemented Release Trains, including developing appropriate branching strategies - Implemented DevOps practices (CI/DI) for several teams

I was managing an engineering branch office located in Russia, consisting of approx. 60 employees, including software engineering managers, software developers, QA engineers, technical support engineers and other staff. The company was using Agile engineering practices (Scrum, DevOps). Key responsibilities: - Leading engineering efforts for a product cluster (engineering practices, project management, defining and meeting quarterly OKRs) - Managing team structure, motivation and performance, hiring and terminations (interview pipelines, liasing with external recruiters, performance reviews, working with low-performers, complicated terminations) - Managing engineering processes (Agile training and coaching, defining and enforcing metrics) - General administration (defining office budget, entering into agreements, such as facility lease and supplies, liasing with the landlord, etc) I lead the Smolensk team to overcome a crisis and restore staff, completely rebuilt several teams to restore lost expertise. I provided extensive support on the Russian side during merger with eFolder, providing for a smooth transition without loosing a single employee. I created and launched new teams for engineering eFolder products in Smolensk after the merger.

Founded and lead the engineering in a small technology company with approx. 5 employees, developing a SaaS product and proprietary devices, providing foot traffic metrics for retail stores based on analysing mobile device signals. - Researched and implemented mobile device signal analysis approach - Designed and developed an MVP - Actively participated in customer development and sales The project has been sunsetted.

My key responsibility was to maintain and improve software development processes and implement Agile approach in a large team, working on Traffic Monitor, the main software product at InfoWatch (2 project managers, 30+ developers, 50+ testers, business analysts, technical writers and so on). I was also responsible for cooperating with other departments (such as financial department and lawyers) on several side activities, such as resource usage reporting and intellectual property rights registration.

Started at Quest Software, survived acquisition by Dell in 2012. Nowadays, the company is known as Quest Software again. Worked on several projects, including Dell One Quick Connect and Dell One Identity Manager. I was a technical leader and a manager in a medium-sized Scrum team. Was holding regular meetings, such as sprint planning, daily standups, retrospectives and demos. Was responsible for maintaining code quality, reviewing (and making) architectural decisions, motivating team members and resolving occasional conflicts inside the team. I was also responsible for negotiating requirements with the product owner, planning releases and service packs, managing support case resolution with developers and escalation engineers. I was responsible for architecting and developing several major features in Recovery Manager for Active Directory, an enterprise grade disaster recovery software with over 10 years of history. Our customers include BMW, BP, HSBC Bank and many others. I was also a software architect and development lead in Recovery Manager On Demand (a similar SaaS-based solution targeted at SMB) from the grounds up, through beta and public release, to several maintenance releases.

I was developing parts of the Rambler search engine, including picture search.

I was developing parts of a standards compliant C/C++ compiler for embedded systems. I was mostly working on the compiler frontend.