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1. Project Summary

Company: "Goodies" (Volgograd Region, Russia)
Role: CEO / Product Lead
Period: 19 months (before, during, and after COVID-19)

Key Achievements:

• Organized and scaled a profitable B2G and B2B HoReCa business with a turnover of 4 million RUB per month.
• Achieved total revenue of 76 million RUB over 19 months.
• Secured a TOP-3 position among B2G suppliers in the Volgograd region based on wholesale platform data.
• Ensured business continuity during the pandemic, losing only 20% of revenue due to prompt diversification.
• Successfully sold the company to a strategic competitor, maximizing return on investment.

2. Problem and Business Context

Challenge: To create and scale a food supply business focused on state and private institutions in the Volgograd region. In a market dominated by large players, it was necessary to build a flexible, low-cost model capable of competing effectively for government contracts (FZ-44, FZ-223) and adapting quickly to market changes.

B2G Segment Specifics:

• High competition and strict regulation.
• Long sales cycle through the government tender system.
• Procurement volume limits: up to 400,000 RUB per supplier per institution.
• Operating Strategy: We focused on efficiently utilizing this limit, serving approximately 12 institutions monthly and utilizing 96% of the available budget.

3. Strategy and Execution

Phase 1: B2G Segment Expansion (Months 1-10)

• Hypothesis: Optimizing participation in government tenders will allow us to capture a stable niche despite the competition.
• Actions: Developed a tender participation strategy that enabled "Goodies" to quickly penetrate the market.
• Operating Model: A low-initial-investment model was established using a partner warehouse and logistics (4 drivers with their own vehicles).
• Result: The company achieved stable turnover and entered the top three suppliers in the region according to electronic trading platform metrics.

Phase 2: Anti-Crisis Diversification (Months 11-16)

• Problem: The COVID-19 pandemic led to reduced activity in state institutions.
• Hypothesis: The private HoReCa market could compensate for losses and become a new growth driver.
• Actions: Repurposed sales processes to work with the private sector (cafes, restaurants).
• Result: Rapid adaptation reduced total revenue losses by only 20%, maintaining high business performance.

Phase 3: Strategic Exit (Months 17-19)

• Problem: Post-pandemic, many state canteens were leased to private operators, changing the market dynamic and increasing private sector competition.
• Hypothesis: Maximise profit by selling the business, which had already proven its viability and possessed a strong private sector client base.
• Actions: Negotiated with a competitor operating in the private segment and successfully sold the entire structure (customer base, processes, reputation).

4. Results and Acquired Skills

• Strategic Planning: Developed and executed a strategy that allowed the company to become a B2G leader, subsequently successfully reorienting and exiting the market.
• Crisis Management: Demonstrated the ability to make fast, effective decisions under external instability (pandemic), ensuring business continuity and minimizing losses.
• Product-led Approach: Built a product that met the needs of both B2G and B2B clients, including optimizing limits and efficient institutional interaction.
• Operational Management: Created a scalable and efficient business model using partner resources, which reduced costs.
• Business Analytics: Used data from tenders and financial indicators to make informed decisions and maximize profit.

5. Conclusion
This project demonstrates comprehensive product and business management experience, from startup launch to a successful exit. The application of an agile approach, deep market understanding, and strategic thinking not only achieved outstanding financial results but also allowed for effective adaptation to global changes, turning a crisis into an opportunity.

1. Project Summary

Company: "Official Park" (Federal Taxi Fleet Network, Yandex.Taxi Partner)
Role: CEO / Project Lead
Period of Engagement: ~18 months
Team: 12 Support Staff, 2 Integration Developers
Overall Project Profitability: ~17%

Key Achievements:

• Creation & Scaling: Launched the business from scratch and built a base of 940+ drivers and couriers (720 drivers, the rest auto-couriers) during my tenure.
• Financial Results: Achieved a total revenue of 324 million RUB during the operational period.
• Innovative Model: Implemented a unique, legally compliant monetization model (IT Agency + FinTech), approved by tax authorities.
• FinTech Product: Integrated a driver withdrawal application with 4 major banks to optimize payouts.
• Business Exit: Successfully exited the project and later assisted in the sale to a competitor ("Zvezdny"), who scaled the base to 14,780 total active performers using my established model.

2. Problem and Business Context

Challenge: To create an efficient and legally compliant business model for a federal network of taxi fleets in Russia that would ensure high driver loyalty and generate stable revenue within the legal "gray zone" of the ride-sharing industry at the time.

Key Challenges:

• The need to attract and retain drivers using their own vehicles ("people on their own cars" model).
• Lack of clear legislative regulation for taxi fleet operations at the time.
• Finding legal ways to optimize taxation to increase margins while remaining compliant.

3. Strategy and Execution

Phase 1: Legal Business Model Development and Launch (Role: Launching new fleets, Attraction Program)

• Strategy: Leverage experience from previous roles within Uber and Yandex Taxi to create a unique model based on trust (using the name "Official Park", coordinated with Yandex Taxi management) and legal compliance.

Actions:

• Structured the business as an agency IT company (drafted necessary documentation and public offers), where revenue came from providing access to orders, not transportation services. Performers bore full responsibility for their transportation/delivery activities.
• The model was reviewed by tax authorities (FNS) and successfully passed several desktop audits.

Result: A legally sound business with optimized tax liability; acquisition of 940+ drivers/couriers during my active involvement.

Phase 2: FinTech Optimization and Monetization (Role: Project Lead, CEO)

• Monetization Strategy: Generate profit from financial operations rather than high commissions on orders. Drivers were offered low order commissions.

Actions:

• A partner developed the cash withdrawal application. Our in-house team (2 integrators) integrated it with 4 major banks for optimal payout distribution (drivers received money instantly to their matching bank card).
• Drivers paid a fixed withdrawal fee (up to 1%). Via a premium small-to-medium business banking program, the fleet earned up to 0.2% commission on third-party bank transfers (0.8% total fee).
• Monetized the remaining 52% of unwithdrawn funds by investing them in bank "Overnight" systems, earning interest.

Result: Attractive conditions for drivers and high fleet profitability (~17%).

Phase 3: Scaling and Strategic Exit

• Actions: The parks continued to develop using my model after my departure, reaching high metrics.

• Problem: Changes in Russian legislation rendered the current operational model unviable.

• Solution: Sale of the business to a competitor ("Zvezdny") with an "Iron" base (owned fleet of vehicles), whose model could survive the regulatory transition period. I participated in the sale as an agent, managing documentation and the transition process.

• Result: The "Official Park" structure was merged into the "Zvezdny" structure. A total of 14,780 performers were transferred (3800+ constantly active). The parks were successfully sold with my support two years after my initial exit from the projects.

4. Results and Acquired Skills

• Compliance & Legal Acumen: Development and defense of innovative business models within legislative "gray zones."
• FinTech & Product Development: Management of IT product integration with complex banking systems.
• Growth Hacking: Scaling the performer base from 0 to 940+ during my tenure, with subsequent growth to nearly 15,000 using my model.
• Strategic Leadership: Managing the company as CEO, making crucial strategic decisions regarding scaling and exiting the business.

1. Project Summary

Company: Yeees (Tech Startup, B2B SaaS)
Role: Founder / Product Lead
Period of Engagement: 5.5 months to MVP launch and testing
Project Status: Paused due to external circumstances; existing clients are maintained.

Key Achievements:

• Developed and tested MVP of the platform (NFC terminal + web page builder).
• Revolutionary Conversion: Increased the conversion of target actions (reviews, social media follows) from ~20% (QR code) to 61% (NFC terminal).
• Client Acquisition & Partnership: Acquired over 20 B2B clients and established a partnership with a major bank.
• Hypothesis Validation: A prototype collected over 210 reviews on 2GIS and Yandex Maps during a pilot project (cafe digitization).

2. Problem and Business Context

Challenge: To improve communication between offline businesses and their clients. The existing mass-market solution (QR codes) has an extremely low conversion rate for target actions (<20%) due to the friction of opening a camera, navigating a link, and performing multiple taps.

Key Challenges:

• Creating a product that significantly simplifies client interaction with a brand (a one-tap action).
• Developing a comprehensive platform (physical terminal + software).
• Overcoming external circumstances impacting project implementation in the current location (constant signal jamming by state authorities).

3. Strategy and Execution

Phase 1: Idea Validation and Prototyping

• Hypothesis: Utilizing NFC technology will significantly increase the conversion rate of customer interactions.
• Actions: Tested a prototype of the terminal within another project (cafe digitization), gathering over 210 reviews on local map services.
• Result: Hypothesis confirmed, validating the high potential of the product.

Phase 2: "Yeees" Platform Development (5.5 months)

Actions:

• Formulated the Product Vision: NFC terminal + a platform/page builder for businesses (to configure actions: leave a review, visit social media, etc.).
• Collaborated with a third-party team to develop the full platform.
• Conducted tests showing a 61% conversion rate (compared to <20% for QR).
• Result: The "Yeees" MVP was ready, and high user engagement metrics were confirmed.

Phase 3: Client Acquisition and Partnership

Actions:

• Acquired over 20 B2B clients during the testing and launch phase.
• Established a strategic partnership with a major bank for future scaling.

Result: Confirmation of market demand and willingness of large players to collaborate.

Phase 4: Project Pause and Future Plans

Problem: External circumstances in the regions (government signal jamming) make project execution currently unviable.

Solution: The project has been paused. Existing clients are maintained until further decisions are made. Potential launch in another country is being considered if funding permits.

4. Results and Acquired Skills

• Product Development & Innovation: Creation of an innovative tech product addressing the issue of low conversion in offline communications.

• Growth Hacking & Metrics: Ability to measure and significantly improve key metrics (conversion increased from <20% to 61%).

• B2B Sales & Partnership: Experience in acquiring corporate clients and forging strategic partnerships with large institutions.

• Startup Mindset: Launching a project from scratch, validating hypotheses, and managing MVP development within a tight timeframe (5.5 months).

5. Conclusion
The "Yeees" project demonstrated high potential and the effectiveness of an innovative approach to offline communications. Despite the forced pause due to uncontrollable external factors, the project confirmed its market demand, showed impressive testing results, and proved businesses are ready to adopt NFC solutions.

1. Project Summary

Company: "Carica Napitkov" (Specialty To-Go Coffee Shop, Mid-to-High Segment)
Role: Product Lead
Period of Engagement: 13 months (from ideation to operation)
Location: Shopping Mall

Key Metrics:

• Monthly Service: ~1700 clients
• Repeat Guest Rate: 43%
• In-App Order Share: 37%
• Average Monthly Revenue: ~730 thousand RUB
• Total Revenue during my involvement: ~18 million RUB

Key Achievements:

• Launched the coffee shop in just 4.5 months (site search, construction, permits).
• Maximized digitization of all processes (customer app, kitchen display system, queue screen).
• Reduced beverage cost of goods sold (COGS) by an average of 14% through supply chain optimization.

2. Problem and Business Context

Challenge: To launch a high-efficiency specialty coffee shop in a to-go format within a shopping mall, ensuring fast ROI, high customer loyalty, and effective operational cost management in a volatile market.

Key Challenges:

• The need for rapid project execution (tight deadlines from idea to opening).
• Creating a strong brand and unique customer experience in a competitive mall environment.
• Managing rapidly increasing prices for raw materials (coffee, ingredients) and optimizing COGS without compromising quality.

3. Strategy and Execution

Phase 1: Launch and Branding (4.5 months)

• Strategy: Rapid launch with strong branding and an emphasis on digitizing the customer journey.

Actions:

• Responsible for branding structure, branding, and name development ("Carica Napitkov").
• Managed site search, permits, lease agreements, and construction.
• Developed beverage recipe cards and managed team recruitment.

Result: The coffee shop opened in 4.5 months, ready for operational activity.

Phase 2: Digitalization and Operations (Period of Engagement: 13 months)

Strategy: Maximize process digitization to improve communication and efficiency.

Actions:

• Implemented a mobile ordering application, increasing engagement and the share of digital orders to 37%.
• Installed a "kitchen display screen" (recipe cards, order structure) to optimize preparation and a "queue screen" to inform customers of order readiness.
• Maintained high customer loyalty (43% repeat guests).

Phase 3: Crisis Pricing and COGS Optimization (Return Engagement)

Problem: Sharp increase in the price of coffee and other ingredients.

Actions:

• Revised key suppliers and conducted new price negotiations with existing ones.
• Reviewed recipe cards and procurement structure.

Result: Reduced the COGS for each beverage by an average of 14% (minimum reduction of 9%).

4. Results and Acquired Skills

• Product Management (HoReCa Tech): Experience implementing complex IT solutions in an offline business (mobile app, kitchen screens), leading to growth in digital orders (37%) and loyalty.

• Business Analytics & Supply Chain Management: Ability to respond quickly to market changes (rising raw material costs) and optimize expenses (14% COGS reduction) without quality loss.

• Branding & Marketing: Creation of an attractive brand and effective loyalty programs ensuring a high rate of repeat guests (43%).

• Operational Management: Successful project launch within a tight timeframe and maintenance of stable operational activity.

5. Conclusion
This case demonstrates the successful launch and operational management of a specialty coffee shop, where the key success factor was the deep digitization of all processes and effective cost management. The ability to combine strong offline branding with modern technology allowed the business to achieve high financial performance and customer loyalty.

1. Project Summary

Project: TMA (Trade Management Application) for a crypto exchange
Role: Organizer / Communicator
Period of Engagement: 2 months (MVP development)

Key Metrics:

• Project Cost: 960 thousand RUB
• Exchange Specialization: B2B operations (Legal entities), payment for orders in China

Key Feature: Fully manual transaction processing, curated by the exchange's employees.

Key Achievements:

• Developed and successfully sold an MVP to the client that automates routine operations.
• Ensured effective communication and rapid product assembly.
• Implemented functionality for automatic calculation with integrated quotes.
• Integrated a manual KYC verification process that aligned with the client's existing business procedures.

2. Problem and Business Context

Challenge: To create a minimum viable product (MVP) for a crypto exchange that optimizes routine processes related to calculating rates and verifying clients, without interfering with internal operational workflows or violating existing regulations.

Key Challenges:

• Creating a product within a compressed timeline (2 months).
• Strict requirements for security and data confidentiality (all processes are overseen by the exchange's employees).
• The need to integrate complex financial calculations (quotes, rates) into a simple and intuitive interface.

3. Strategy and Execution

Phase 1: MVP Logic Analysis and Design

• Strategy: Focus on automating the most labor-intensive manual operations, leaving final decision-making authority with the exchange's employees.

Actions:

• Analyzed the exchange's current manual processes and identified key areas where automation was needed.
• Designed the application's logic, which included:

Integration with Quotes: For automatic calculation of the buying/selling price of cryptocurrency.

Manual KYC Verification: For verifying new and existing clients, but with the option for manual confirmation by employees.

Result: A clearly defined product logic, approved by the client.

Phase 2: Development and Integration (2 months)

Role: Organizer and Communicator. Responsible for rapid product assembly and coordinating the team's work.

Actions:

• Monitored the development process to ensure deadlines were met.
• Maintained constant communication between the client and the development team, minimizing potential delays and misunderstandings.

Result: A completed MVP that automated calculations and KYC, freeing up employees from routine tasks.

Phase 3: Acceptance and Sale

Actions:

• Organized a product demonstration for the client.
• Ensured all requirements were met.

Result: The project was accepted and sold to the client.

4. Results and Acquired Skills

Organizational Skills: Successful organization of rapid MVP development within a tight schedule.

Communication Skills: Effective interaction with the client and the team, ensuring transparency and synchronization.

Logic Design: Understanding the business processes of a crypto exchange and designing logic that integrates into existing manual operations without disrupting them.

FinTech & Crypto Acumen: Understanding key aspects of crypto exchange operations (KYC, quotes, calculations).

5. Conclusion
This case demonstrates the ability to launch a product quickly and effectively in the FinTech sector. The key to success was the precise organization of the development process, strong communication, and a deep understanding of the client's business needs, which enabled the creation of a functional MVP that streamlined routine operations and delivered real value.

1. Project Summary

Company: Established Business, Agency Scheme (OEM Services from Chinese Manufacturers)
Role: Communications Facilitator / Organizational Support
Period of Engagement: 11 months

Key Metrics:

• Revenue from the new direction: 80+ million RUB

Key Feature: Organization of a reliable and rapid system for cross-border payments.

Key Achievements:

• Organized a stable and fast channel for transferring funds from Russian clients to Chinese manufacturers.
• Implemented a legally compliant payment scheme using additional jurisdictions.
• Identified and attracted a new audience (marketplace sellers), significantly increasing revenue.
• Ensured effective communication and assistance in implementing new business solutions.

2. Problem and Business Context

Challenge: To increase revenue and scale an existing business supplying OEM products from China by resolving key issues with slow and infrequent payments, as well as a lack of analytics on new markets.

Key Challenges:

• Complexities with cross-border payments from Russia to China (slow speed, low frequency).
• Absence of a well-established system for documentary processing of operations.
• Need to find new market segments to increase sales.

3. Strategy and Execution

Phase 1: Analytics and Audience Identification

Strategy: Find a new, more accessible market that needed a solution to delivery problems from China.

Actions: Analyzed the audience and identified high potential in the marketplace seller segment, who faced issues with "gray" delivery due to new regulatory laws.

Result: A new direction was chosen, capable of providing frequent and stable orders.

Phase 2: Organization and Payment Optimization

Strategy: Create a reliable and fast funds transfer system that complies with all legal requirements and the needs of the new audience.

Actions:

• Facilitated the registration of two companies in additional jurisdictions.
• Organized cyclical fund transfers through these companies, which accelerated the process and increased payment frequency.
• Ensured full documentary support for all operations, which was critical for marketplace sellers.

Result: The payment problem was successfully solved; an effective and legal operational scheme was established.

Phase 3: Scaling and Communications

Role: Communications Facilitator and Organizational Support.

Actions:

• Ensured communication between Russian clients, Chinese manufacturers, and the new legal structures.
• Assisted in implementing new solutions to increase revenue, based on the needs of the seller audience.

Result: Significant revenue growth in the new direction—over 80 million RUB in 11 months.

4. Results and Acquired Skills

• Strategic Market Analysis: Ability to find new, promising market segments in conditions of changing legislation.

• Organizational Skills: Successful organization of complex cross-border operations and creation of legally compliant schemes.

• Communications & Stakeholder Management: Effective interaction with various participants in the process (clients, partners, lawyers) to achieve a common goal.

• Business Development: Contribution to company revenue growth through the identification and fulfillment of a new audience's needs.

5. Conclusion
This case demonstrates the ability to scale a business by solving complex logistics and financial challenges. The key success factor was not only finding a new audience but also developing a reliable, legally compliant mechanism for cross-border operations, which allowed the business to use market changes to its advantage and achieve significant financial growth.