Anzhelika DOROFEEVA

• AMOA & Agile consulting for SMEs (2 clients, under NDA) • Business analysis and creation of technical specifications for the development of a web portal for psychological assessments (1 client) • Roadmap and KPI design → +20% e-commerce growth (1 client) • Developed a comprehensive 360° strategy for the luxury segment, with a focus on brand awareness, customer experience, and operational efficiency (1 client)

In this position, I serve as a Project Manager with Business Analyst functions in an IT company (https://svrlab.ru/en) with over 100 employees. Achievements: 1. Portfolio Management & Team Leadership: • Built and led a cross‑functional team of 5 to manage a €3.5 M portfolio of 17 IT projects; ensured 95 % on‑time, on‑budget delivery across the board. • Drove AI‑Driven Automation & Reporting: initiated Python ETL pipelines and auto‑generated Power BI dashboards => reduced weekly PM reporting by 75 % (8→2 hrs). • Optimized processes and mitigated risks: coordinated process optimizations and comprehensive automation initiatives, and proactively managed over 30 identified risks — reduced delivery costs by 4 % (~€140 K/yr) and unplanned incidents by 20 %. 2. Direct Leadership of Key Initiatives - led 2 big projects personally: Project#1 "Virtual Employee Workspace Portal": • Managed end-to-end delivery of a web-portal for virtual workspaces by defining requirements, authorization of technical specifications, coordination development — delivered the portal on time and within budget, increased user adoption rates by 30 %. • Led Agile Transformation: ran Scrum workshops, defined KPIs, and facilitated retrospectives—boosted sprint velocity by 25 % and accelerated feature releases by 40 %. • Conducted Proof-of-Concepts: executed 25+ PoCs to validate automated self-service solutions—achieved a 78 % self-service rate and 89 % faster ticket resolution. Project#2 "Wholesale Auto-Goods E-Commerce Portal: • Oversaw development and ERP integration of a B2B wholesale e-commerce site for auto-goods; wrote detailed specs for new features and strategic bug prioritization. • Ensured 95 % SLA compliance, delivered on time and budget, enabled seamless integration with back-end systems. 3. Company-Wide Innovation & Standardization: • Developed and implemented an internal IT strategy focused on innovation and Agile methodologies. • Standardized documentation and deployed AI agents.

Work at the PEC company (https://eng.pecom.ru), one of the largest logistics companies in Russia. In this position I led two big projects: Project#1 "Development of the Customer Services within the mother company" • Created a relevant and informative classifier of client requests in an internal web-portal and relevant automated OLAP-report via analysis of customer complaints, NPS, CES, CSI, CJM, audits and creation the relevant algorithms and procedures. It helped the Management to identify the problems quickly and take the right business decisions. • Improved a number of the business process of customer complaints resolution => time for resolution was reduced by 95%. • A number of bugs and errors in automated processes were detected and fixed in the ERP system and the interactive client services (web-site, application, telecom). • Organized a quality improvement committee • Reduced the number of customer complaints by 6,5% Project#2 "Development of the Customer Services and Sales within an e-commerce start-up project ““Marketplace of auto-goods PEC:MALL”” (daughter company) the marketplace of auto-goods PEC:MALL https://pecmall.ru" • Built up and adjust business processes for sales and customer service under resource constrained conditions. Developed a relevant KPI system. • Increased the number of sales by 8 times • Improved the rating of the marketplace from 2,8 to 4,5 (on a scale of 1 to 5) • Increased the speed of order processing by managers by 5 times, implemented work standards, prescribed regulations and scripts. • Managed a team of 5 people + a call center (5 people), conducted trainings and mentoring.

Achievements: • Tested and improved the sales system of new innovative products (IQOS); • Implemented the standards for work of the office drivers : developed a business process for balanced and efficient distribution of work between the administrative personnel => improved the effectiveness (cut down the downtime of the drivers from 6 hours to 1,5; cut down the number of mistakes and dummy runs) Activity: • sales of tobacco products: IQOS • interaction with the corporate partners • maintenance documentation and databases; incoming calls • coordination of the work of the 22 office drivers: travel, logistics...

• sales of Volkswagen cars: 8 cars were sold. • contracting with the customers • workflow