Igor's responsibilities included leading strategic analytics, overseeing product growth, managing user engagement metrics, and preparing investor reports. His key objective was to establish a strong connection among the pillars of product development, strategy, user behavior (engagement, retention, queries), and monetization options; while also ensuring the company's operational effectiveness

Strategy & Financial forecasting

Full range of Strategy function responsibilities, including:  Performance, Capital allocation & Project management: o Setup org.-wide KPIs methodology & cycle for 20 functions from 2021 (~150 metrics from 30 data sources) o Capital allocation: project scoring (beyond fin. feasibility) – covering ‘00s M USD budget o Justifying budget requests from strategic view and economic development perspectives  Dashboards in Tableau & Power BI (end-to-end)  Strategic Marketing Performance, e.g., chosen Media partners for the Global Campaigns of ‘00s mm USD:  Economics – translated the overall strategy into GDP impact, key projects feasibility cards  Technology & AI: o Setup Campaigns optimizer ($ 10s M budget) – Deep Learning algorithm choosing when to launch marketing campaigns per market depending on 50+ factors (mainly, seasonality, booking patterns & competitors’ awareness campaigns)

1. Technology & AI: Transport optimization for diamond producer with x2,5 decrease in vehicle units due to time and load utilization management as a result of new transportation planning and control dashboard and process 2. Managed the project of IT strategy for PE fund’s industrial asset: • Identified the most crucial parts for automation by decomposing value-added: prioritized production downtimes, transportation control and asset’s total cost of ownership monitoring • Identified “bottle-necks” in company’s processes limiting the economy of scale for growing business • Roadmap and crucial business requirements for IT systems was delivered with expected effect of US$1B in three years 3. Led sales part of Post-Merger Integration of a US$ 6 Billion acquisition of dairy company by International FMCG Company: • Synergies in back-office functions, IT and distribution were found • Company decreased 30% salesforce due to identified overlap of companies’ clients • Organizational design in local headquarter simplified structure, improved communication inside company and delivered additional 15% of payroll savings

- Developed a new go-to-market growth strategy: prioritized e-commerce segment based on historic Lifetime value (LTV). Now e-commerce 35% of the customer base up from 7% - Changed monetization baseline using cohort analysis - Developed a new dashboard for monitoring financial and product metrics for the use of the leadership team and for investor relations

+ Strategy project for CIS country, which afterward launched several important initiatives in human capital development, attraction of foreign investments and SME support having strong GDP growth for the last 3 years. I did financial modeling, PMO and Asia research + Top-3 Russian Telecom company: Strategy development & Operating model project. Customer base development (LTV focus), new monetization strategies, commercial organization best practices + Kazakhstan TelCo: Capital allocation & Budgeting excellence + New organization for the International Oil Company division in Russia whose strategy switched to limited presence in Russia. FTEs were reduced from ~500 to 30, and structure was later used for other offices worldwide. I did the span of control and layers analytics, benchmarking and led workshops to formulate a new strategy

 Industry-wide benchmarking of OPEX, CAPEX and large capital projects KPIs for Oil and Gas companies. Highly quantitative projects with correlations, drivers and trendlines’ deviations but insights delivered saved several billions USD to 5 largest Russian oil companies  Stage-gates investment process and project development methodology implementation for commercial oil company  Cash-flow improvement project for Oil and Gas asset: in spite of accounting profit client’s asset was losing enormous cash. Identified flaws in development plan, changed CAPEX to more smooth, multi-stage to minimize risks with self-financing project and developed tax-cuts memo for negotiations with government

http://scholar.harvard.edu/freeman/international-big-data-project International Big Data project for Economic dept.: Innovation Product Evaluation and Historical Data Russian Harvard Group member

Nuclear Power Plant projects Strategy project for university alumni association

Assisted research dedicated reseeding works efficiency

ИНЖЭКИН МАИ (вечернаяя форма), Антикризисное управление

Экономики (исследовательский проект), Historical & Innovation Development Big data (pr. Richard B. Freeman)

Разработки нефтяных и газовых месторождений, Нефтегазовое дело (заочная форма)