After university, I got a job in a design office for the calculation of turbines in aircraft engines. Later, I changed the field of activity and went to work as a financial consultant in the audit company Arthur Andersen (later Ernst and Young). There I began to study as an accountant according to the international standards IFRS — ACCA. This decision subsequently led me to the need of making a choice: to go in the scientific direction or in the business direction. As a result, I chose the business direction and the finance subsection.

One of the first major projects for Arthur Andersen as a consultant and auditor was a financial review of the accounting reporting in the telecommunications company MTS. I prepared information for loans in foreign markets. Since then, I began to implement tasks and projects in the high-tech sector and finance.

There were also interesting tasks in the role of financial director in the telecommunications company Taskom. Their essence was reduced to the alignment of financial processes in the interests of the owners of individuals and European private investment funds. After building the finance function, I took the role of development director in telecommunications — in the same company Taskom. There I was able to work with the development of wireless broadband access technologies and increase revenue quite well.

After switching to the Price Express project — the aggregator of prices for goods www.price.ru — I returned to Moscow and have been leading this project since 2021.

In conclusion, I would like to say this thought. Throughout my life, I have come across high-tech businesses of various sizes, both in the project team and by shareholders. And one of the key elements of success has always been a good technological business idea in large growing markets and a motivated team. Understanding the market, product and place of the company against the background of competitors is certainly an important element. But the infrastructure and code are driven by people whose strengths most often determine the project’s success metrics. In high-tech businesses such IT and Telecommunications, teamwork and interrelationship are key. Working on different projects in different teams, one can see that part of the relationship is logic and structure, and part is the interaction that allows you to implement very complex tasks.