Consulting for Large Business

Bringing order
to chaos

At the intersection of technology, processes, and people

Crisis manager, former CEO, Lean/Six Sigma expert and systemic coach. I help large businesses overcome dead-end situations, build efficient processes, and grow leaders.

Discuss your challenge
Three Pillars

That hold order together

In any business, crisis or deadlock is always a misalignment of three systems: people, processes, and technology. I work with all three simultaneously.

People

Leadership · Coaching · Conflict Resolution

Managed teams of 6000+ people. I work with top executives using the Visionary Leadership methodology. I resolve shareholder and top-management conflicts through frameworks, not emotions.

Finalist "Leaders of Russia 2020" · Executive Coach (Visionary Leadership) · Author of Invisible Gold

Processes

Optimization · Waste Elimination · Systems

I implement lean manufacturing and Six Sigma where "everything has already been tried." I build decision-making systems based on economic models, not opinions.

Six Sigma Black Belt · Lean · PMP (Expert Level) · Scrum Master

Technology

Digitalization · Automation · AI Transformation

A rare combination: a top-level manager who writes code, deploys servers, and implements AI tools into operational processes. Not "managing the IT department" — understanding technology from the inside.

Python · VPS Administration · AI Implementation in Real Business
Case 1 General Electric Kaluga · 2014–2018

From underperformers to #1 in the world for safety

Transformation of the GE plant in Kaluga. From last place among all General Electric facilities worldwide — to a global safety benchmark in 4 years.

Situation

2014. The GE plant in Kaluga — last place among all General Electric facilities worldwide in safety metrics (EHS).

High injury rates. Formal attitude to rules. Real risks to people's lives and the reputation of a world-class brand.

All standard approaches — training, fines, briefings — had already been tried by the previous team and failed.

Actions

  • Cultural shift. Moving from "punishment for mistakes" to a reward system. People stopped hiding incidents — started preventing them. Rewards for ideas and discovered vulnerabilities.
  • Systemic approach. Lean tools were adapted for EHS, not just manufacturing. Every risk became a source of improvement.
  • Flagship project. Development of the Crane Safety Spotlight initiative — a unique approach to safety when working with crane equipment.
1000+
days of continuous operation without a single injury
#1
in the world for safety among all GE plants by 2018
~200
GE plants where our Crane Safety Spotlight initiative was implemented
🏆
GE Corporate Award "Above & Beyond" 2018
Case 2 Joint Venture Crisis Project

Unfroze a 50/50 shareholder conflict through math, not mediation

How to move negotiations from "emotions" to economic models — and get a working management tool, not a one-time agreement.

Situation

A joint venture with equal ownership (50/50). Two shareholders — with different strategic visions, different priorities, and different expectations from the business.

The shareholders entered a deadlock: key decisions were blocked, each defending subjective interests. The board of directors turned into an arena. Operational losses began to grow, the company was losing market share.

Classic negotiations and corporate mediation had already been tried by previous managers and failed. Every new meeting ended in a stalemate.

Actions

  • From emotions to numbers. Instead of mediation "in words," a transparent mathematical model of the plant's economy was developed. All scenarios discussed by shareholders were translated into measurable financial indicators.
  • Framework creation. Each development scenario was digitized and evaluated from the perspective of the company's profitability, not the benefit of a particular shareholder. A common language emerged for all parties.
  • Model defense. Presentation to both owners with mathematical proof of the economic futility of continuing disputes. The model became not a one-time tool, but a permanent system.
~30 days
from start to final decision — conflict resolved
2 shareholders
reached an agreement — decision-making tool created on a permanent basis
0
further operational decision blockages — manageability restored
Career

From master mechanic to crisis CEO

31 years in the real sector. 4 companies. From the shop floor to the board of directors.

Severstal

1994–2014

From master mechanic to director of a joint venture. Process optimization, project management.

General Electric

2015–2020

Plant director. Production growth, Lean transformation, #1 in the world for safety among GE plants.

Bartholet

JV "Rostec"

Executive Director. Launch of production from scratch in 9 months. Export contract.

BioVitrum

CEO

Launch of a 10,000 m² plant, import independence 30%→90%, attracting investments (₽100M).

Education & Certifications

Continuous Development

🎓

MBA

Master of Business Administration

📊

PMP (Expert Level)

Project Management Professional

⚡

Six Sigma Black Belt

Process improvement methodology expert

🔧

Lean

Lean Manufacturing

🔄

Scrum Master

Agile project management

🎯

Executive Coach

Visionary Leadership

🏆
Finalist "Leaders of Russia 2020"
📚
Author of Invisible Gold (Amazon)
🌍
Russian · English (C1) · Deutsch (B1)
Services

How I Can Help

01

Crisis Management

For owners whose business has entered the turbulence zone. I enter the company for 6–18 months: audit, process stabilization, building decision-making systems, handing over management to a successor.

Not "advising from the sidelines" — I take operational responsibility.

When it fits: change of ownership, sanctions impact, loss of key manager, shareholder conflict.
02

Optimization Projects

For CEOs and COOs whose "bottlenecks" have become chronic. Diagnosis of operational losses, implementation of lean manufacturing, cost reduction and safety improvement.

I work for results in specific numbers — cost, cycle time, injury rate.

When it fits: margins are shrinking, quality is unstable, efficiency is stagnating.
03

Strategic Coaching

For shareholders and top executives who want alignment, not meetings. I work with the CEO and top team using the Visionary Leadership methodology.

Aligning shareholder and management goals, unfreezing communication deadlocks, creating a unified future picture.

When it fits: the board of directors and management speak different languages.
Invisible Gold — book cover
Book

Invisible Gold

Mining Profits from Your Company Culture

A practical guide to the "gold" hidden in corporate culture — and unnoticed in most companies. The book is structured as a journey: from turning "soft" aspects of team work into measurable business results — to subtle tools for diagnosing and monetizing cultural assets.

For CEOs, HR directors, and owners who understand: technologies are copied, processes are copied — but culture is not.

Buy on Amazon
Contact

Let's discuss your challenge

Describe the situation — I'll get back to you within 24 hours. First conversation with no obligations.

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Selected Articles

Ideas on leadership, systems, culture, and execution.

Practical reflections on operational excellence, trust, service, safety, and organizational transformation.

Operational Excellence

The Bottleneck Should Never Go to Lunch

How a 6% productivity increase came from identifying the constraint and keeping it running — with zero investment.

Read article →
Leadership

The Night I Learned That Trust Is Not Passive

Trust requires preparation, clarity, and restraint. Sometimes the strongest leadership move is not to interfere.

Read article →
Service Excellence

Great Service Is When the Client Stops Thinking About the Problem

Great service is not about sounding friendly. It is about removing the burden from the client.

Read article →
Safety / HSE

When Safety Problems Are Actually Design Problems

Sometimes what leaders call a culture problem is actually a system design problem.

Read article →
Culture

One Must Go: What This Firing Ritual Says About Company Culture

Fear is not performance. When survival becomes the incentive, ownership disappears.

Read article →
Leadership

Oh, Silent Team: Three Words That Cost Two Careers

Silence is not always alignment. Sometimes it is a cultural diagnosis.

Read article →
View all articles