Sergey Muzhikovskiy

My expertise is creating new features and business processes to implement a unique value proposition and to achieve the the best individuals experience for physical clients needs of the largest retail platforms and the largest marketplaces by modifying the existing internal and external IT system functionality. Process flexibly based on dynamic requirements and processing external changes, employing methodologies such as Agile, Scrum, Kanban, and Waterfall. The production cycle I managed spanned Idea Generation, Product Protection, Business Analysis, Development, Testing, and Support phases, culminating in a smooth Handover process.

Achievements:

•Receiving and successfully processing more than 9 thousand orders per day during high season

•Сonnection to marketplaces with minimal deviation of the model period. (delays on the site side)

SLA level of 99.7 % uptime/availability of system

•Implemented unique clients features:

°Click and collect in 20 minutes.

Retail electronics 1,200 stores as pick up points for issuing orders for large and small household appliances on external marketplaces.

° Transmission of inventory from retail stores to marketplaces in real time.

Adaptation of information feeds to the volume and capacity requirements of external sites

°Connecting logistics operators for orders of large household appliances.

Previously, household appliances were shipped only from the marketplace warehouse, which required a high level of inventory and assortment width in an external marketplace warehouse cut off from internal sales.

°Connecting taxi services for express delivery of orders with selection of goods in the store and delivery to the client.

Allows clients to deliver goods from stores to the client in up to 60 minutes using a taxi as the last mile.

Day-to-Day Responsibilities

• Product Protection:

Budgeting expenditure/time/ effects/ team , verifying revenue components, ensuring information security, and creating a High-Level Design (HLD).

• Work Scope Formation:

Leading the process of task decomposition and вased on conducted qualitative and quantitative interviews with business users prioritization, overseeing the seamless implementation of cross-system changes across 12 systems within the product ecosystem. Improvements on the side of internal systems and of external partners systems of service providers and marketplaces systems.

• Team management:

°Internal development team management up to 15 members (This spanded selection/onboarding/leading/performance review a team of an architect, 2 cross-system analysts, a delivery manager and 10 internal developers, 2.5 testers.).

°Two external development team management UP to 20 members (In addition, since the product was undergoing modifications outside the company’s boundaries, the company coordinated two teams of partners through analysts and delivery managers).

• Partner Relationship Management:

°Weekly synchronization with Marketplaces (Advocating for enhancements on external platforms to increase MVM's effectiveness).

°CEO Engagements: Participating in bi-weekly CEO meetings to provide updates and strategic insights regarding project progress and direction.

°The business team synchronization with and development teams.

°Demo conducting a demonstration of functionality

• Holding tenders for the purchase of external IT consulting services

Drafting comprehensive tender documentation outlining project requirements and expectations.

Facilitating bidder conferences and clarifications to ensure a thorough understanding of project needs.

Selecting the most qualified vendor through rigorous evaluation of received proposals against predefined criteria.

• Paperwork and Project documentation: (preparation of artifacts together with analysts)

°Business process description.

°HLD (High-Level Design).

°Schedule plan.

°Functional and non-functional requirements.

°Use cases.

°User roles.

°System working logic and API description.

°Test cases, scenarios, and results.

• Transition to support.

°Documentation Handover: Ensure all project documentation, including manuals, guides, and technical documents, are organized and transferred to the support team.

°Training Sessions: Conduct training sessions for support staff to familiarize them with the system, its functionalities, common issues, and troubleshooting methods.

°Knowledge Transfer: Facilitate knowledge transfer sessions where project team members share insights, lessons learned, and best practices with the support team.

°Establishing Communication Channels: Set up communication channels between the project team and the support team to facilitate ongoing collaboration and information exchange.

°Post-Implementation Review: Conduct a post-implementation review to identify any outstanding issues, gather feedback from users, and make necessary adjustments before fully transitioning to support mode.

Achievements:

Launch and monetization of major processes and projects as project manager

- Personal support for 90% of the annual management goals in 2019.

-The best employee of the management at the end of 2019.

Over work experience launched and upgraded 5 new highly loaded services. Thousands of clients used the services monthly.

mobile device leasing service

sales volume up to 10 к purchases

https://www.re-store.ru/upgrade/

mobile device trade-in service

sales volume up to 1 к purchases

https://www.re-store.ru/promo/trade-in/

subscription service including credit insurance and service products (a unique offer on the market to strengthen the strength of the brand)

https://www.re-store.ru/premier/

Intelligent Home service MVP

https://www.re-store.ru/smart-home/

Day-to-Day Responsibilities

• Creation and launch of new products and business initiatives
• Development and optimization of existing business projects, identification and development of growth zones, identification and reduction of risk zones;
• Managing in project phases

° Creation of materials for project protection (product presentation, marketing channels, personnel and motivation, promotion concept, project financial model, risks, process map, project schedule)

° Protecting project performance and investment viability

° Development of processes

° Development of candidate requirements

° Recruitment of candidates

° Launch

° Monitoring of KPI implementation

° Project coordination

• Participation in the stages of the processes concept

° The need to introduce a new process (new technology, new product).

° Establish a targeted business process model within the existing system.

° Definition of the set of processes involved in the change.

a) Create a business process change description with analytics.

b) Creating legal requirements for the process.

c) Establishment of financial accounting requirements in conjunction with the Finance Service (inter-settlements with external process executors (contractors), UU, VU requirements).

° Preparation of a list of risks (development of scenarios and deviations, their solution / prevention).

° Formulation of process regulation requirements.

° Description of process automation requirements.

• Concept approval

° Estimate of resource costs of process change ( shared with IT).

° Search for internal or external resources for execution of technical part.

° Final approval of the appropriateness of allocating resources to change the process.

• IT Development

° Brief with the developer setting Epic and Story tasks

° Approval of the steps of the process implementation and agreement of the calendar, approval of the Sprint -s calendar.

° Control of the release calendar

° Participation in Epic Task Testing

° Preparation with an analyst of requirements for completion of tasks

• Testing and running-in

° Final testing of the combat build process.

° Control of compliance with regulatory documents.

° Acceptance of development results.

° Preparation of materials and training for system users.

° Obtain OS from process users.

• Release

° Release.

° 3-d line support.

° Searching and prioritizing improvement of weak points of the process based on feedback from internal and external users