«During his time with us Andrei owned operations and management reporting, was deeply involved in financial decisions and worked directly with key clients, partners and heads of departments.»Read full reference →
Reference from the CEO
Over eight years in the company Andrei grew from a specialist role into our COO / Head of Operations. He consistently took on more responsibility, was the person I could delegate complex cross-functional tasks to, and helped us reach measurable business results.
In his role Andrei oversaw day-to-day operations and management reporting, coordinated work between teams, and was involved in financial planning and decision-making. He also personally worked with key clients, partners and heads of business units.
Key results Andrei helped the company achieve:
- Financials: grew total revenue 5× in two years and increased business profit margin from 44% to 53%.
- Management accounting: implemented end-to-end revenue and cost tracking, which improved plan/actual transparency and control over key metrics.
- Resource management: designed planning and decision-making processes for projects and teams; set goals and KPIs for departments.
- Team scale: scaled the team to 30+ people with a transparent HR system and staged development from junior to lead roles.
I especially value Andrei reliability, high standards, systematic thinking and ability to work with ambiguity. He is able to keep both numbers and people in focus, build trust with colleagues and clients, and make well-reasoned decisions under limited resources.
Signature: Ilya Rusakov, CEO & Founder impulse.guru
«Andrei was responsible for organising project delivery from brief to reporting and coordinating cross-functional teams on both our and the client’s side (design, content, analytics, marketing, client service, SEO).»Read full reference →
Reference from the Director of Client Services
Andrei was responsible for organising project delivery from brief to final reporting, making sure all tasks moved smoothly between teams and that issues and risks were resolved quickly at the right level.
As Director of Client Services, I value Andrei ability to translate operational and technical topics into the language of business, keeping clients focused on value rather than on process noise. He builds trust and keeps both deadlines and quality under control.
In his last years Andrei worked as COO, and together we handled several strategic tasks for client service:
- Implemented career levels, competency maps, 1-1, KPIs and performance reviews.
- Designed and rolled out a new compensation system linked to seniority and performance.
- Launched a structured process for upselling to existing clients with plan/actual tracking.
- Increased client loyalty: quarterly NPS / CSI grew from 60% to 70%.
- Kept problematic accounts receivable below 10% of total revenue.
- Maintained average lifetime of key clients at around 12 months.
Signature: Alexander Yakushev, Director of Client Services impulse.guru
How I can help
I design operations that scale. I build processes from scratch, own P&L and develop teams.
Operations audit
- Business processes and operational efficiency
- P&L, margin and overall business profitability
- Team: workload, HR systems and productivity
- Project management: timelines, quality and risks
Strategic plan
- KPI/OKR metric system
- P&L and operational economics
- Operations roadmap
- Resource and budget planning
Scaling
- Building operations from 0→1
- Team growth: structure, hiring and HR systems
- Financial block: revenue and margin
- Managing a portfolio of 100+ projects
Systems implementation
- Operational processes and SOPs
- Project management and CRM systems
- Automation of repeatable processes
- Quality and deadline control
Control & reporting
- P&L: plan / actual control and payroll budgeting
- Operational metrics: on-time delivery and utilization
- Project margin and profitability
- Dashboards for leadership and the board
HR systems & team
- Career levels, KPIs and performance reviews
- Competency maps and growth paths
- Hiring, onboarding and offboarding
- 1-1, learning and development