Managed the company’s professional training system and a portfolio of development programs, including digital
learning, e-learning, and corporate upskilling initiatives. Led a team of 80+ employees (12 branches), supervised project managers, and ensured alignment of learning programs with business strategy. Oversaw OPEX/CAPEX (over 3,6 m $) planning, contracts, and vendor management to optimize resources and
efficiency.
Key Achievements:
• Established partnerships with industry organizations and government ministries to update workplace training standards. Developed and approved national professional and educational standards for 63 occupations.
• Scaled an electronic competency platform across 12 plants, improving accuracy and efficiency of training planning.
• Launched 4 Qualification Centers to validate skills obtained through informal learning, reducing training time (over 1,000 employees certified).
• Introduced industrial safety training programs at Metinvest Polytechnic University; 500+ employees upskilled.
• Re-engineered the continuous learning system at Metinvest Pokrovskcoal, supporting expansion of production capacity.
• Designed digital courses on technical drawing and crane operations; trained 950+ employees.
• Developed company-wide first aid training (2,000 employees trained, e-course launched).
• Introduced an internal professional skills competition framework.

Led a program of projects focused on developing employees’ professional skills, implementing digital learning technologies, and integrating training into corporate systems. Managed CAPEX (over 500 thousand $) planning, contracts, and vendor relations to optimize project execution.
Key Achievements:
• Designed a digital platform defining competency requirements for each position; integrated with SAP and 1C during pilot rollout at two enterprises.
• Developed four interactive simulators for technical training and seven practical training machines for key professions (2,000+ employees trained).
• Built learning stations for engineering roles, training over 3,000 employees.
• Created a VR-enabled e-course on equipment maintenance for 100+ engineers.
• Introduced WikiMaster, an internal digital guide for line managers.
• Organized TRIZ (Theory of Inventive Problem Solving) workshops for 200+ company managers.

Managed a team of 60+ employees. Led programs to develop analytics systems for service and quality improvement, enhancing customer experience and operational efficiency. Implemented KPI and BI tools in line with the company’s service strategy. Managed NPS/CSI research, OPEX budgets, and vendor relations. Enabled data-driven decision-making across operations.
Key Achievements:
• Developed and implemented a KPI system for service and quality; introduced daily performance monitoring.
• Delivered the Quality Cube BI platform for company-wide data analytics.
• Led a cross-functional team to build a predictive model for parcel delivery time, enabling real-time parcel tracking for customers.
• Initiated the Express Compensation project, reducing claim processing time from 7 to 3 business days.
• Improved reporting efficiency, reducing management reporting time by over 40%.

Led a project to design and implement a monitoring system for service quality across front-office units. Managed a team of 12 regional auditors conducting compliance audits and continuous service improvement activities. Integrated audit results into the corporate quality management system.
Key Achievements:
• Developed and implemented a corporate service quality monitoring methodology.
• Built and trained an internal team of 12 regional auditors, covering 12 operational regions.
• Implemented regular quality audits across company divisions.
• Reduced parcel damage by 28% and loss rate by 14% through corrective process actions.

Managed Lean transformation projects to reduce costs and improve operational efficiency. Introduced Lean tools (5S, TPM, SMED, KPI, Visual Management) and conducted internal audits and training. Coordinated cross-functional improvement teams and built a Kaizen culture across production units.
Key Achievements:
• Reduced annual energy costs by $1.3M through energy-saving initiatives.
• Cut equipment repair costs by $77K annually via reliability improvement projects.
• Implemented Lean tools in three production units, increasing KPI performance by 48%.