New Zealand

UX Design

Design Operations

Product Design

Customer Experience (CX)

Generalist Product Management

Technical Product Management

Platform Product Management

Group Product Management

Program Management

UX Engineering

Development Operations

Site Reliability

Business Transformation

Certificate

Master's degree

Nik ILyushkin

Product Nerd 🤓 | Fintech Magician 🧙🏼‍♂️

Product analytics

Product strategy

Collaboration

Problem-solving

Empathy

Organisation skills

Presentation skills

Customer service

Stakeholder management

Leadership

Budget management

User research

Product roadmap

WordPress

Airtable

Amplitude

ChatGPT

CircleCI

Docker

Figma

GitHub

Intercom

Miro

Mixpanel

Notion

Google Analytics

I helped NZHL to shape up the technology stack and data capabilities. 

I led several discoveries for new opportunities in the digital space. Shaped initial product backlogs and handed them over to a delivery partner (Deloitte).

Unlocked opportunities to increase loan application success rate by 7-12%, and improve mortgage advisors productivity by 17%.

I worked for Roam's Tier-1 client. I led teams building the most complex and challenging products.

#1 Open Banking Platform
Created and executed product strategy, roadmap, pricing model. The product launched in October 2020 with the first customer - CoGo, a social impact initiative allowing users to understand how their spending directly impacts their carbon footprint

The product was later acquired by Akahu ‍open finance platform.

#2 KiwiSaver Tools
Managed the delivery of consumer tools with dozen of cross-functional dependencies.
Our new clean-sheet design helped people plan their investment and retirement strategy. 

We achieved 98% understanding of the given advice in an extensive user test.
            

    
    

    
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Sberbank is the #1 bank in Russia and CIS. 97M clients. InnerSource is the use of open-source software development practices within organisations. 

My team productionised an agile-oriented software development process and tools to serve the bank better.

– Put in practice ongoing user research across engineers, designers, and product owners to uncover pain points and opportunities for software delivery process improvement, backed up by CSI surveys of the tooling used in the bank.
– Created and executed a DevOps strategy, locked on improving BIG5 metrics: Deployment Frequency, Lead Time, Change Failure Rate, Mean Time to Repair, and engineers' CSI.
– Evangelised InnerSource practice to mitigate cross-team dependencies, mature DevOps practices, improve time to market and reduce staff turnover.

Key applications and systems became InnerSource-ready, resulting in >5,500 contributions by the EoY 2019 with an average Lead Time of 3 weeks, while the overall average was 15 weeks. Improved CSI by 12 points in 9 months. 

Organised several hackathons and kicked off the annual  “API1 and InnerSource” conference to promote the tech brand.
            

    
    

    
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IOCats was started as a gap year hustle and a life-changing attempt to spin up my own agency. Today we are an all-remote global agency with a presence across the US, UK and New Zealand. 

We help companies move, learn, and grow fast. Each day we're working towards our vision of becoming the resilient change agents and advocates to drive your business forward.

I joined the team as an Executive Director to improve claims resolution timing and the customer experience in customer care channels. I was responsible for developing CRM, digital support channels, and their underpinning methodology. 

Key metrics improved: 
– Customer satisfaction (CSI): 5.2 -> 6.4 out of 10, NetPromoter (NPS) 59% -> 67%.
– Average claim resolution time from 35 -> 7 days.
– Back-office throughput improved by 22%.
– Lead Time dropped from 9 -> 1 month.

What I’ve done:  
– Launched real-time processing for customers’ financial claims in a mobile app with 65M MAU.
– Defined four products aligned with value streams, coached and mentored Product Managers and UX Designers.
– Formed six cross-functional product teams using LeSS-framework to work on CRM and digital channels.
– Introduced design thinking and user research frameworks.
            

    
    

    
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MGTS is the #1 ISP on Russia's capital market.  I joined the MGTS team as a CTO Advisor for Customer Care and Technical service. 

Goal: reduce claims, form a unified unit, responsible for product availability and technical service. 
Results: 
 – eliminated "poor" service from churn reasons (<1%)
 – SLA 92% in 24 hours in B2C
 – saved US$4.5M annually through dropping contact rate by ~2.5 times in 2014 / 2015 in B2C
 – reduced amount of claims and penalties on government contracts “CCTV” and “Intelligent Transportation System” in B2G

How: 
I formed and led the Technical Service Department team responsible for incident and problem- management in B2C, B2B, B2O, and B2G markets. We provided award-winning service for 4.3mln customers, achieving the #1 position on the market.

My team won a prestigious industry award, "Best customer service", during the Russian Broadband Forum in 2014.

The team changed the culture of the technical division itself. We changed how maintenance departments used to work: from being responsible for only one part of the network to product support and customer care.
            

    
    

    
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Was entirely responsible for developing broadband services in Russia's biggest telco. 

Key achievements: 
 - Defined new strategy for CPE development: achieved OpEx economy ~US$50M in 2014.
 - Introduced product quality management system: implementation in 2013 allowed to decrease the installation queue from 15 to 7 days on average across the country. 
 - Initiated and coordinated the OSS transformation project, which formed the basis of the IT strategy for the retail customers' segment during 2014-2017.

Mainly worked with remote teams, mixed in-house/vendors.
            

    
    

    
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I managed a technical support unit for the mass market. Growth from less than one hundred employers department to a big award-winning service unit with regional branches serving 24/7/365 technical service to 2.5 million subscribers.
My team and I were responsible for strategic planning and policy definition for mass market customer service: service channels, service segmentation rules, KPI system, solutions, IT tools and customer self-service portal development.

As the Staff Trainee team leader, I coordinated work on unifying, building and delivering new business processes in branches for broadband business during the Beeline, Golden Telecom and Corbina Telecom integration process - one of the largest acquisitions in telco in zeroes.

Our team succeeded in “pain-free” landing Corbina's best practices in regional branches.

Main Tasks and Responsibilities:
 - knowledge transfer to technical support engineers;
 - leading large groups (more than 100 engineers).

Key projects:
 - participate in the integration of IT and network infrastructure of Corbina & Golden Telecom in Beeline.

Main Tasks and Responsibilities:
 - leading middle groups (50-60 engineers).
 - identification and troubleshooting of global incidents, coordination, escalation.

Main Tasks and Responsibilities:
 - analytical work to identify the cause of service interruption, resolving trouble tickets;
 - servers installation and maintenance, end-user support. Worked with linux, BSD environments and Windows farms.

Key projects:
 - participate in development of new data centre. Installation of complete network and IT- infrastructure from the level of building in Moscow.

Nik ILyushkin🇳🇿