• Guided the team on SAFe/Scrum practices and values, assessed and enhanced the team's Scrum Maturity, and coached them to higher maturity levels at a sustainable pace • Scheduled user stories from the PI product backlog to the Sprint plan, and facilitated agile ceremonies (product backlog refinement, sprint planning, daily stand-ups, sprint reviews, retrospectives) and presented teams progress to stakeholders on bi-weekly ART sync • Promoted team empowerment and engagement in initiatives and adherence to the committed management plan as a result during the 3 PIs Predictability is 95% • Facilitated and organized meetings where I had assisted teams in delivering value, following the major project implementation milestones/roadmap on time (global Chevron’s project of KZ BU Ariba replacement to SMART GEP) • Engaged with multiple levels within the organization (TCO & Chevron teams/business/vendor, etc.) to lead vendor management, provide on time feedback, and coach behaviors that accelerated delivery of business value • Coached and coordinated employees across organizational and functional boundaries to implement a fit-for-purpose structure that maximized the delivery of IT / digital solutions • Organized and lead events for employee trainings and other Change Management activities • Communicated with stakeholders, escalated impediments, clarified, and prepared technical tasks, helped manage risks, and driven relentless improvement • Led the on-time delivery of GEP SMART Product Implementations and coordination, as well as Supplier Onboarding and overall Source to Contract processes, and Product Line fast and seamless transformation/transition

• Established 7 teams (2 Business Tribe and 5 non-product teams) from scratch: -Kick Off workshops for managing valuable delivery process and teams work where as an output created team's purposes, objectives, people allocation and aligned expectations with management and/or -STATIK workshops conducted to analyze stakeholders and teams dissatisfactions/blockers to develop a team roadmap for transformation f.e. in Confluence created, team documentation (Team Page with their owned processes/contacts/objectives etc., Team Changes Diary, agreements), JIRA board actualized and included all the teams working items and taken other steps to initiate control of the whole end-to-end working flow to calculate right Lead Time/Time to Market -Teams started deliver results and have transparent processes, visualized blockers and aligned communication with on time feedback loops with clients and stakeholders -Collaborated with teams to reduce lead time by 2.2 times the average in 3-4 months using Kanban/Agile practices and implementing Jira policies • Had initiated the implementation of the OKR framework: -Had driven the successful implementation and delivery of initiatives within organization -Conducted overview training, facilitation events, and led horizontal and vertical alignment as a result higher board members received the company plan, Space teams increased transparency between the departments and clarified and identified the focus for the people management -Successfully negotiated with C-levels, stakeholders, and teams • Facilitated events and meetings for teams, streams/departments to help achieve consensus • Conducted trainings/games/workshops for company knowledge leveling NPS 90%

- Lead and evolved E2E stable processes for 3+ teams by introducing STATIK, VSM, Limiting Work in Progress (WIP), Classes of Service, feedback loops and visualization practices: as a result, emerged a team culture, transparency and mostly collaboration - Conducted Retrospectives or/and Service Review meetings with teams on periodic basis which insured that in one team Lead Time decreased from 65 to 30 days and they started to talk about the flow, for other teams the number increased as before they did not use Jira fully - Analyzed stakeholder’s and team’s sources of dissatisfaction to develop a level-up plan/roadmap for showing leadership or/and develop a “stressor” for boosting them to become more mature and happier - Actively negotiated with SMs, TLs and C-levels for creating metrics “guide” (taught how to calculate and what to do for teams process metrics for current maturity level) which at the end become a newcomers note to introduce company’s goals/vocabulary - Actively facilitated events as well as at SAFe events as PI planning or Strategic sessions and etc. - Researched, Calculated, highlighted and analyzed the flow of work and other process metrics on weekly/monthly basis by using Jira Flow Companion or JIRA settings - Conducted ~4-5 Kanban trainings by request which showed a good NPS ~90% - Supported organization by request and improved team spirit as a “change agent” (updated 1-1s, health- checks and etc.) - Participated in organization of events as external Demo Days, Beetech conference23, Bootcamp

- Actively participated and developed National Productivity Program 2018/2019 - Automated and simplified shift daily report from manual papers to e-report through excel settings - Calculated, reported and analyzed Business Results on daily, weekly and monthly basis - Organized weekly department meetings and communicated weekly results for further efficient steps - Improved motivational program between shift supervisors - Standardized daily processes and insured that KPI meet efficient and cost-effective manner - Promoted Safety, Quality, Cost, Delivery, Motivation and Nature culture within all Operations teams - Provided leadership in the development of ‘Ideal Factory’ through skills development program

- Supported methodologically the Basic Standardization implementation and data validation in SPA as a prework to the RTT (run to target) deployment - Lead projects to improve the quality of the product - Lead and supported with projects for all business units to meet departmental and company needs - Maintained in KPI and efficiency improvement projects - Wrote and updated internal instructions and procedures according to requirements of central function - Facilitated in department workshops and team buildings - Participated in the promotion and motivation of the Reduced Risk Product - Communicated and visualized of business strategies through organization of special events and articles for internal magazines

-Worked on the analysis of “Statoil” company oil and gas production -Researched according to student project

Information Technology, Management Engineering

School of Chemical Engineering, Bachelor of Chemical Technology of Organic Compounds

Management 3.0

Kanban University, kanban, lean, management

Scrum.org

co-actors

scaledagile

Philip Morris Kazakhstan, Project Management

British Council