Sergey Kupriyanov · Сергей Куприянов

Program Manager · PMO · Business Operations — kupriyanov.cc

Program Manager · PMO · Business Operations

I come in where nobody knows what the company’s work actually costs — design the system that shows it, and get people using it.

Discuss your challenge See track record
15+ years in IT, gamedev, outsourcing
$24M+ group revenue under management
12+ on program teams

Programs

  • Scope & timeline
  • Dev budget
  • Dependencies
  • Stakeholders

Economics

  • Unit cost
  • Billing
  • Payroll
  • Cash gaps

Systems

  • Architecture
  • Integrations
  • CRM / BI / 1C
  • Rollout

Delivery

  • Kanban
  • Capacity
  • Playbooks
  • Adoption
Approach

I own the full program and drive systems to adoption

Not a vendor “automation requester” — I architect the solution, lead the build, and drive real adoption.

Domain focus — project and financial economics: what work really costs, and where money leaks.

What I believe

  • A program without an outcome owner is coordination, not leadership.
  • Budget and timeline follow solution architecture.
  • Every metric has an owner.
  • Data should end debates, not multiply dashboards.
  • Dependencies matter more than backlog tickets.

How I use AI

  • AI speeds up the analysis — I still defend the decision in front of the owners.
  • AI flags deviations — but what counts as a deviation is a design decision.
  • AI scales knowledge — it does not replace the owner of the outcome.
  • AI strengthens processes before it strengthens people: with no described process there is nothing to strengthen.
Track Record

Measurable program outcomes

Internal systems, project economics, distributed teams. Below — programs with numbers you can verify.

Debt recovery

Contracts · execution control

>$1M recovered without court
Challenge

Contract activity with no end-to-end control of counterparty obligations.

How

Contract audit, reconciled obligations vs payments, claims work and negotiations with each counterparty.

Outcome

Recovered over $1M without litigation. I found the gap myself — nobody was looking for it — then closed it with an execution-control playbook.

BPO Analytic

IT · outsourcing · finance

12+ on the program team
Challenge

No transparency on payroll, budgets, team costs, and cash gaps.

How

Designed architecture and led the program: analytics plus integrations with 1C, Excel, and admin systems.

Outcome

Cash flow moved from reactive to predictive; budgets can be reallocated and new lines launched deliberately.

BPO CRM & billing

Group of companies

−25% billing ops cost
~$125K saved per year
3 countries tax audits with no extras
Challenge

The group needed one system of record: analytics, billing, leave, capacity, and contractor work.

How

Scoped and led rollout; SugarCRM automation; independent-contractor model and docs.

Outcome

25% cost cut on a $500K+ base; the system passed tax audits in Russia, Belarus, and Serbia.

BI and Kanban

Delivery · outsourcing

−18% production costs
−15% outsourcing overrun
+20% time-tracking productivity
Challenge

Decisions on gut feel; outsourcing timelines and budgets slipped.

How

Rolled out BI; moved project teams to Kanban; time tracking and corporate portal.

Outcome

Data-backed decisions; forecastable delivery; budget variance under control.

International operating model

IT · distributed

$24M+ group revenue
5 countries offices & settlements
10 direct reports
Challenge

Growth blocked by payments, hiring, and missing overseas entities.

How

Legal entities and settlements in Armenia, Serbia, Belarus; internal systems programs; HR operations.

Outcome

Working infrastructure for a distributed group and managed implementation programs.

Anchor cases

Contracts · execution control

How an audit found over $1M — where “everything seemed fine”

A closer look at debt recovery: I didn’t run someone else’s process — I found that the process was missing.

01

Context

I stepped into the role with contract activity running without end-to-end execution control. Counterparty obligations and actual receipts were never reconciled into one picture. The gap existed until someone looked for it.

02

Solution

I audited contracts, reconciled obligations vs payments, and surfaced an untracked pool of receivables on advertising contracts. I ran claims work, correspondence, and negotiations with each counterparty — without court. Then I locked in a control playbook so the gap wouldn’t reopen.

03

The number

>$1M

recovered without litigation

Case strength: I didn’t just close a gap — I found what nobody was looking for

04

What it taught

A strong operations leader doesn’t only execute a process. They notice when the process is missing — and turn that into money and a durable playbook.

Group of companies · billing system

How −25% settlement cost came from a system — not from “cutting”

A closer look at the CRM & billing program: from spreadsheet chaos to a system that survived tax audits in three countries.

01

Context

The group outgrew its accounting. Settlements, leave, resource availability, and contractor work lived in spreadsheets and in people’s heads. Business argued about numbers instead of decisions. Manual work on a $500K+ expense base piled up alongside tax risk.

02

Solution

I ran it as a system, not a backlog: designed the billing system, led the SugarCRM rollout, built an independent-contractor model, and connected analytics, billing, and capacity into one operating flow. I owned scope, timeline, and adoption — to daily use, not just “go-live”.

03

The number

−25%

cost of settlements and billing

~$125K saved per year · audits in Russia, Belarus, and Serbia — no additional assessments

04

What it taught

Savings don’t come from cutting headcount — they come from a system where every metric has an owner and debates end in data. If the system can’t survive an external audit, it isn’t a system yet.

Method

How I run a program

Five steps from business requirement to measurable effect. Numbers live in Track Record above.

01

Requirement

Intake and priorities with business owners

02

Architecture

I design the solution — not only coordinate

03

Delivery

Timeline, budget, team, dependencies

04

Adoption

To real use — not just release

05

Economics

Unit cost, billing, visible effect

Path

Where the experience was built

Companies as anchors. ZiMAD belongs to the XIM group, so part of this path is growth inside one holding rather than a change of employer. Detail and numbers live in Track Record above.

2022 — Present

Proxima Development

COO / implementation programs

IT · delivery · $24M+ · BPO Analytic, CRM, BI

XIM Inc

Business Operations

The group · software outsourcing since 1994 · dedicated teams · IT staffing

2016 — 2022

ZiMAD Inc

Head of Administration

Gamedev within the XIM group · managerial and economic analysis, control

2012 — 2016

KSIMAD LLC

Executive Director / CFO

Crisis · document workflow · cash flow

2011 — 2012

SimbirIT LLC

Financial Manager

Management accounting and analytics

Engage

Choose the level of engagement

The same work at different depth: a role on the team, a single program, or an outside read.

Roles I target

  • COO / Head of Operations — “bring order and digitize”
  • Director of Operational Excellence
  • Head of Business Process / BPM
  • Head of Automation (CRM / BI / internal systems)
  • Program Manager · Head of PMO · Head of Business Operations

In-house role

Program Manager · Head of PMO · Head of Business Operations

  • End-to-end implementation programs: timeline, budget, outcome
  • Transparent project economics
  • Systems people actually use
  • Decisions defended to business owners

For companies with internal systems and complex economics

Discuss your challenge

Fractional / program

1–3 days a week or a full program

  • COO / PMO-level experience without a full-time seat
  • Clear priorities and execution rhythm
  • Architecture plus program leadership
  • Budget control through to daily use

When the operating model needs rebuilding, not more people

Discuss your challenge

Advisory

Strategic sessions on PMO and economics

  • An outside view from someone who has run the rollout
  • Program map and risk list
  • Decisions backed by numbers
  • Faster hard rollouts

For founders and operations leaders

Discuss your challenge
About

15+ years in programs and operations

I lead internal systems implementation programs across IT, gamedev, and outsourcing. Full cycle: business requirement → production → real use.

Teams of analysts, developers, and admins — up to 12+, across countries. Tools: Jira, Confluence, SugarCRM, 1C, Power BI, Excel, Kanban, MS Teams.

Index of figures

Everything measurable, in one place

Every figure belongs to a specific program. Point at one to see which.

Contact

Describe the challenge

Two or three sentences: what is unmanaged right now, and what outcome you need. I reply personally, usually within 24 hours.

  • Personal reply
  • Usually within 24 hours
  • No pressure

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For companies — a short brief first, then straight to the substance. I reply personally, usually within 24 hours.