Product
The company works across adtech and mobile apps: RTB-driven ad networks on one side, and VPN apps, utilities, and productivity mini apps on the other.
Responsibilities
-
My first task was to revive the RTB business: from improving communication with existing partners and bringing in new ones to fixing auctions, anti-fraud, and the product itself from both technical and product sides.
-
The second task was to take over internal processes and tools, remove unnecessary work, and help teams become more productive under a limited budget.
RTB Results
- Audited RTB product line and created a structured growth roadmap covering monetization, infrastructure, and operational bottlenecks
- Optimized traffic routing, auction logic, and partner prioritization, increasing auction win rate by ~12% and reducing traffic acquisition costs by ~18%
- Improved traffic quality control and margin monitoring, reducing low-quality traffic spend and recovering up to 10–15% of previously lost margin
- Built monitoring systems that prevented up to 30% revenue loss and reduced incident detection time from hours to minutes
- Systematized partner management: added 20 partners to integration queue, generated 50+ new leads, and improved partner processing visibility through internal tooling
Internal Systems Results
- Developed internal RAG-based AI knowledge assistant covering product, support, and operational documentation, reducing repetitive internal requests by ~60% and accelerating onboarding for new employees
- Built AI-powered analytics assistant enabling employees to query business metrics in natural language and automatically generate dashboards and reports, reducing reporting turnaround from hours to seconds and eliminating the need for dedicated analysts in multiple teams
- Automated cross-department workflows between finance, support, and operations teams, significantly reducing manual coordination overhead and improving process transparency
- Reorganized fragmented finance, support, and sales operations into scalable workflows with clear ownership and reporting structure
- Laid the foundation for internal automation and back-office tooling, reducing operational overhead and enabling the team to scale without proportional hiring growth
Responsibilities
Built a self-service advertising platform for advertisers from scratch, with the goal of moving most partners to self-service while keeping only the largest accounts under manual management.
Also introduced new back-office tools to improve the work of account managers and other teams working with, or depending on, the sales team and its clients.
Results
- Launched advertiser self-service platform, fully replacing legacy manual processes
- Migrated 100% of new clients from manual verification to automated onboarding and offer publishing
- Grew offers by 2.5x and revenue by 1.3x for new registrations
- Developed back office with analytics, traffic quality insights, client profiles, and monitoring tools
- Cut IT manual workload, enabling focus on product backlog
Product
Monopoly is a service for organizing freight transportation that connects cargo owners with carriers, similar to taxi aggregators.
Analogues: Uber Freight (USA), Convoy (USA), Sennder (EU)
Career path
I looked into e-docs management and decided that the most important thing was to grow the platform’s user base, get users to use it regularly, and involve carriers in using online tools to manage their orders on their own.
After that, e-docs management was planned as a feature in the TMS.
Results
- Delivered TMS MVP in 1.5 months (planned 6), first in Russia for small carriers
- 50% of the test group showed activity, and 25% became regular users in the first month
- 60% of new shipments from active users sourced via TMS
- 30% of users added external orders, expanding dataset and improving route recommendations
- Enabled automated routing, tracking, document management, and multi-platform order imports
- Designed UX/UI for non-digital-savvy users
- Product paused due to shifting priorities after the war began
Career path
My first product role, where I gradually grew from working with a small RTB team to launching new products and managing several advertising platforms at the same time.
Results
- Increased RTB service operating profit from $7–8K to $12–15K per day through auction optimization, ML-driven features, anti-fraud improvements , and more
- Reduced RTB operational costs by 30–50% by optimizing internal workflows and building self-service tools for managers and tools for partner integrations.
- Relaunched publisher SSP, accelerating time-to-market 2–3x, boosting tag integration by 50%
- Built in-house White Label platform (Zeydoo, Trads.io, Notix, Propush.me), reducing new platform launch from 6 to 1–3 months
Career path
My background in sales and team leadership quickly led me from handling complaints, fraud cases, and complex customer issues to building a new product support team from scratch and leading it further.
Responsibilities
- Organized the work of the support team of the new product Avito.Delivery
- Managed and monitored KPIs
- Optimized the processes for handling calls and messages from users
Transition to Product Management
Working closely with both product support and product development led me to seek a new role focused on building and improving products, not just supporting them after launch.
Career path
Progressed from Junior Sales Consultant to Team Lead, managing several retail locations, each with 3–5 assigned employees and 15–20 retail partners, such as mobile phone stores.
Responsibilities
- Training, mentoring and management of my own sales team
- Managed sales in partner stores
- Launch of sales in new cities
Smart companion that turns users’ messy goals into daily actions, adapts progress, and keeps them moving.
