Providing fractional operational consulting to B2B tech companies and high-growth startups, focusing on process architecture, scaling, and monetization. • C-Suite Advisory: Designed a 'from-scratch' global support operating model (org structure, scheduling, hiring plans) for a major holding company led by an ex-McKinsey CEO. • Market Validation: Saved a dev-outsourcing client from an unviable product launch by proving the target market was insufficient through rigorous support monetization analysis. • Lean Sales Transformation: Re-engineered the sales funnel into a scalable 'Lean pipeline' for a 3D visualization company, significantly improving conversion clarity. • Value Proposition Design: Crafted and validated the core value proposition for a new product launch in the B2B development sector.

• Business Launch & Funding: Successfully secured government grant funding by defending a robust business plan to launch an offline service business during severe energy blackouts. • Lean Execution & Exit: Implemented Lean 5S protocols from day one, minimizing chemical waste and operational errors. Achieved profitability in the first month and sold the business with a 300% ROI after 18 months.. • Supply Chain & Logistics: Managed an electric vehicle resale project where I focused on supply chain optimization and Root Cause Analysis (RCA) to minimize risks, achieving a 50% ROI in 9 months. • Product Management: During 2024, I also completed a deep-dive academic project on Product Management and Design Thinking, building an MVP for a ridesharing startup to bridge my business experience with modern tech methodologies. My takeaway? Corporate frameworks work everywhere if you focus on people and logic, not just charts.

I stepped into this role during the most challenging time for the company. On my first official day—February 24, 2022—instead of a standard introduction, I was managing crisis communication and reassuring the team while our CEO was evacuating under fire. • Operational Resilience: I led the effort to make our office 100% independent. We built an infrastructure that could survive 7-day blackouts (power and internet), which was critical to keeping our global clients and proving we remained a reliable partner during the war. • Strategic Efficiency & Cost Control: I found a way to save the company $230k per year. Instead of purchasing expensive compliance software, I architected a custom internal IT system. This not only saved a massive budget but gave us full control over our data security. • Adapting to Market Shifts: When the ownership required a 30% reduction in operational costs due to rapid market changes (AI & automation shifts), I managed the restructuring process. My main focus was protecting our service quality; through careful re-engineering, we maintained 100% of our core KPIs and SLAs despite the smaller team size. • Resource Optimization: I restructured our departments from a flat horizontal model to a more efficient vertical one with dedicated coordinators. I also managed to find a larger office space while simultaneously reducing our monthly rent by $2k through smarter space planning. • Vision on AI: Back in 2022, I predicted that AI wouldn't replace humans but would act as an "amplifier." I pushed for an authentic, human-centric service strategy—an approach the market is only now fully beginning to value.

Kromtech Kromtech 5 yrs 1 mo5 yrs 1 mo Global Technical Support Lead | Product Manager Global Technical Support Lead | Product Manager Full-timeFull-time Apr 2018 - Nov 2019 · 1 yr 8 mosApr 2018 to Nov 2019 · 1 yr 8 mos Lviv, UkraineLviv, Ukraine Leading a department of 200+ professionals taught me that you can't scale a business without scaling its data and its people first. • Cost & Process Optimization: I reduced the cost per operational unit by ~20% across all sub-products. A major part of this was finally solving the load distribution problem among divisions by designing a unified global queue system. • Revenue & B2B Expansion: I launched a 48-person B2B subdivision from scratch that consistently beat its SLAs. On top of that, I mapped out new cross-sell and up-sell flows for partner products, which boosted overall company revenue by ~10%. • Data-Driven CX: I defined our CS Product Strategy using Customer Journey Mapping (CJM) to find friction points for both our team and our clients. By building transparent Salesforce and Tableau dashboards and enforcing clear OLAs/SLAs, we achieved a consistent ~50% NPS and 98% CSAT. • Leadership & Retention: I managed all Workforce Management (WFM) tasks, from Compensation & Benefits to Individual Development Plans (IDPs). I also ran 6 modules of our internal Leadership School (focusing on SMART and GROW coaching models). This heavy investment in our team slashed employee turnover to a record low of <10% (hitting a minimum of 3%). • The Crisis Turnaround: When one of our 6 regional offices was failing and on the verge of closure, I stepped in to lead a crisis project. I didn't replace the team; I interviewed everyone and fixed the communication gaps. By simply aligning the staff and setting clear goals, that subdivision jumped to #1 across the company in just 3 months, with massive boosts in NPS, CSAT, and CRR. • Process Automation (>70%): I teamed up with another lead to automate more than 70% of our routine manual work. I essentially acted as a Product Owner—writing user stories, testing the MVP, proving the ROI to executives, and defining the scope for the Engineering team. This drastically reduced our operational costs. • WFM & Smart Scheduling: I completely redesigned our shift system. Instead of rigid 24/7 schedules where people sometimes sat idle, we moved to a dynamic model based on actual hourly load. I worked with an analyst to build custom Tableau boards to track this, which saved payroll hours and stopped night-shift burnout. • Fair Compensation & Mentorship: I overhauled the agent bonus system to reward the complexity of resolved cases, not just the sheer volume, and introduced a transparent grading framework. I also actively mentored junior middle managers—one of whom later became my co-lead on the automation project. • Product Management & BI: Working closely with PMs, I used direct customer feedback to help design and create new service products for our portfolio, directly boosting user retention. To support all these strategic changes, I also set up the initial Business Intelligence function for the CS department from the ground up.

Lean Green Belt

Lean Global Network

2026