Twelve years growing leaders and projects

• profit up +91% year over year in the first year of working together
• moved the service team onto a new CRM with a lot of automation
• turned new projects into profit — the Winners’ Cup, a tournament with show elements (a public figure invited, big opening and closing ceremonies, 11 media publications), and summer camp sessions (7 of them)
• built a management system (finances, reporting)

More detail — in the case study

Went through regular review by an HR expert and former McKinsey executive and grading that confirmed my pay (base 300 + KPI 225 + quarterly and annual bonuses)

Niche — EdTech, business education. The Like company. Sales: RUB 5–7B a year.

• March 2022. Took over a department with a team of 30+.
• May 2022. We built a repeat-sales programme on the existing customer base and set up systematic work worth up to RUB 50M a month.
• June 2022. Built a unit-economics model for the whole company (every product, RUB 5B turnover a year). Updated and refined it monthly.
• September 2022. Set up a product analytics department (a head, 5 analysts, PowerBI, 100+ dashboards, cause-and-effect and correlation analysis).
• set up a product research department (what matters to which customer segments, and how satisfied they are), and started developing the product on top of that research
• raised participant results in one of the Business University modules by almost half (share of people who earned)
• April 2022 – September 2023. My team launched an entrepreneurs’ club and grew it for 18 months; it produced RUB 1B+ in sales
• from 2023 — board member
• facilitated the work on mission and values
• took part in the working group on EJM (employee journey map — the path from joining the team to continuous development)
• at peak I ran a team of ~250 people and budgets of RUB 50–100M+ a month in my area of responsibility, and was cross-functionally responsible for products selling RUB 200M+ a month

Four months, in person and online: working on my own project with a mentor, from auditing the current business model to a roadmap for change.

• Module 1. Taking the position. Auditing the current business model — the product executive's position, describing and assessing the business model, its pain points and limits.
• Module 2. Reading the situation. Thinking at the level of the business model — trend analysis, growth points and ideas for relaunching the business model.
• Module 3. Redesigning the business model. Problem-oriented communication and defending the project — solutions built on user journeys and CJM, communicating change, defending the idea.
• Module 4. A roadmap for change — a roadmap for the new business model and its expert review, testing hypotheses through an MVP.
• Module 5. Leading change through the product team — working with the team, a roadmap for its growth, defending the final project.

Launched with my own money (RUB 3M)

In month one

• put the team together: a manager, a head of sales, 4 sales reps
• reached profitability with RUB 2.7M+ in sales

In month two we raised investment to launch the second city and top up the reserve fund.

RUB 66M in sales in the first year.

Guided 100+ entrepreneurs to results in their own small businesses.

Built a community of entrepreneurs.

RUB 61M in sales in the first full year of the project; peak sales — RUB 81M a year.

Over 20,000 participants all told.

Within the partnership the project set a number of records among Like projects

• the largest free online products (over 8,000 participants)
• the largest offline event (over 4,000 people on site; over 14,000 counting online)

A five-week programme by ICP Centre, a coach training provider approved by the International Coach Federation (ICF).

• 16 ICF Continuing Coaching Education hours;
• the curriculum is built on the ICF core coaching competencies;
• certificate No. 160066BC of 7 May 2016 was issued under my former name, Vitaliy Loshakov; I changed my name in 2022, and the name-change certificate is in the files below.

• completed the Fund's train-the-trainer programme: 12 full days of in-person training;
• certified as a Fund trainer on the second attempt — 5 out of 5, with a note on a remarkable improvement in quality;
• over the 2015–2016 season ran 100+ trainings in 10 towns of Khanty-Mansi Autonomous Okrug–Yugra — for college students, high-school students and early-stage entrepreneurs;
• delivered the Fund's programmes and designed my own trainings;
• alongside — talks at city events and free lectures (Surgut, 2015).

My first business. Profitable from month three, and profitable from then on — until I sold it.