Irina Spirina

Product Manager, e-Comm Multinational e-Commerce, B2B direction General responsibilities: • Leading B2B squad (FE and BE Scrum teams); • Doing research and analyze new product ideas that fit into the company OKRs; • Crafting UX/UI requirements, and specifications for new features; • Formulating hypotheses, conducting A/B tests, and using data insights for iterative improvements; • Working with other Product Owners and cross-functional teams to ensure all dependencies are understood so new features can be released in a timely fashion without conflicts; • RM, and rollouts plans design; • Communicating with key stakeholders on a regular basis to report the status, understand needs, and set expectations. Achievements: • The SignUp flow was completely redesigned. New gen SignUp was launched on schedule. Target metrics: Conversion rate increased up to 50%, CSI boosted up to 30% due to CJM gaps eliminating.

Product management, Mentoring

General duties: • Managing core internal platform product & services management 5 teams up to 35 people: CFD, Payments, Banking, Configurator, and Infrastructure; • Close collaboration with key stakeholders: Operations, Trading, Marketing, Partnership, Compliance; • Define, monitor and communicate OKRs and key metrics to the product and cross-functional teams, and stakeholders; • Ensuring product roadmap and prioritized backlog, participation in sprints planning defining priorities and sprint goals; • Proactively identifying product and processes gaps and addressing them through product roadmap; • Close collaboration with project managers, senior tech stakeholders (Architects, DevOps, Team leads), and cross-functional teams to ensure smooth business features delivery on time; • Coaching product teams in Agile (SAFe) and product best practices to ensure continuous improvement. Achievements: 1. 360` assessment conducted (hardware, software, processes, resources); systemized focus area list and action plan based on comprehensive approach (up-bottom and bottom-up improvement measures) has been developed, implementation initiated. 2. Clear key business goals formulated and confirmed, key metrics specified. Expected key metrics improvement due to action plan implementation in 6 months horizon: T2M cut off ~50%, number of production bugs and incidents reduce ~ 30%, churn rate reduce 20%, increase in incoming cash flow ~ 15%. 3. Communication with key stakeholders and cross-functional teams established, the majority of gaps eliminated, priorities aligned. 4. Key business features delivered on schedule.

VTB is the second largest bank in Russia with assets of more than $ 289 billion. Responsibilities: • Non-banking products and services management (SMB, self-employed segments); • Managing 2 teams with up to 15 people combined: UX researchers, UI designers, analysts, front-end & back-end developers, QA, testers, DevOps, and contractors; • Partnerships products and services onboarding to marketplace (5 partners were onboarded successfully); • Launching partnerships products and services to various channels: branch offices networks, an Internet Bank, and a Mobile app (5 new services were launched successfully); • Increasing the penetration of non-banking services among VTB customers through their integration into loyalty programs and services packages (3 services were successfully embedded into loyalty programs and services packages); • Ecosystem development to ensure new services' technical execution in correspondence to the architecture, compliance, and security requirements of the bank (cross-functional integrations successfully ensured for legal entities and physical persons profiles, payment solutions, DWH); • Collecting and transmitting data for analytical reports (data collection and delivery ensured for data marts and analytical reports design); • Leads’ path optimization in collaboration with the website team. Achievements: 1. In less than 1 year, 5 commercial releases were introduced into production: a trading platform, telemedicine, accountants services, legal advice for business, recruitment management; 2. Due to the implemented services, the number of non-banking services' customers increased by 10%; 3. Non-banking services conversion to purchases was increased from 5% to 15% due to CJM optimization and the redesign of products and services showcase; 4. CSI has increased from 7.0 to 8.5; 5. T2M was cut in half through the switch to microservices architecture given the possibility of code reuse.

Gazprom Neft is a technological leader in the oil and gas market of Russia included in the top list of leaders in the upstream sector. The Head company Gazprom owns about 96% of its shares. Responsibilities: • Managing 6 agile teams: recruiting, mentoring, motivation, strategic planning, and OKR alignment; • Collaboratively define and drive product engagement strategy and roadmap for 2 products: Ecosystem & marketplace, Reliability program • Perform competitive analysis and educate the team on global product engagement trends; • Work closely with stakeholders and skilled full-stack cross-functional teams to define a roadmap in correspondence to current business needs, to balance upstream costs and technical debt; • Translate product and user experience opportunities into quantifiable goals; • Manage time, budget, resources, and quality control across multiple product development teams. Achievements: 1. An ecosystem concept (trading platform, API gateway, fuel-saving solution) was developed and accepted by the steering committee, reducing exploration and production costs by 15%, and the total cost of equipment ownership up to 30%. 2. The architecture committee accepted the program to implement the ML & AI platform. The expected economic effect of the program is more than 4 billion rubs.

SberCloud is a cloud provider of IaaS, PaaS, and SaaS services for small, medium, and large-sized businesses offering cloud IT infrastructure for rent along with 60+ cloud services, a virtual data center, and a full-cycle platform for ML development based on two supercomputers — Christofari and Christofari Neo. Responsibilities: • Manage 2 products: Sberbank Ecosystem Migration and Anti-DDOS & WAF Cloud; • Managing a team of 10 people: recruiting, mentoring, working with motivation, and feedback; • Market research, product vision, and roadmap design based on the company's objectives and needs; • Analyzing market trends and competitors, generating insights and reports accordingly; • Work with 2 UI/UX teams to define best user experiences: CustDev, CJM breakpoints analysis, hypotheses formation, A/B testing; • Maintain close relationships and general coordination with the cross-functional teams (Design, Research, other Product teams, Sales, Support, Marketing & PR, and Business Development, Lawyers); Achievements: 1. In less than 7 months a commercial release of Anti-DDOS and WAF SaaS services was launched, which increased IaaS Sales Volume up to 50%, 2. Developed and implemented partners' onboarding process for Cloud portal and Marketplace. This allowed us to quadruple the number of cloud products & services within half of the year and meet the strategic goals, 3. I evaluated more than 10 products as a team mentor and guide: product vision, market fit, technology solution relevance, monetization model, and P&L formation.

Sberbank is the largest bank in Russia with a wide international presence in Central and Eastern Europe and offices in Germany, China, and India. Responsibilities: • 2 products backlog management: the Universal Products & Tariffs Catalog and the Normative & reference data catalog; • Collaboration with the main Stakeholders to craft the vision and concept development of the Products; • Team recruiting (UX and UI designers, projects, developers, test managers - up to 10 people), working with team motivation, and mentoring; • Define Sprint Goals in collaboration with the team and other stakeholders; • Discovery/research sessions (quantitative and qualitative), CJM gaps analyses and optimization, hypotheses formation, and A/B testing; • Reduce, and keep under control the technical debt; • Products were implemented in collaboration with 4 SDLC Agile (Scrum) teams; • Communicate team status, progress, obstacles, and functional sequencing to the bank standards. Achievements: 1. A universal catalog of the Bank's products and tariffs was launched into production, which made it possible to increase T2M by 50%, reduce the cost of new products implementation up to 30%, increase revenue from the sale of banking products by 20%; 2. A corporate data model (CMD) committee was founded, which helped to increase teams velocity by more than 40%; 3. Due to the implementation of the master data system (MDM), data quality was increased by 25% and transaction costs were reduced.

SberTech is the largest Russian IT company developing and implementing software solutions for Sberbank. SberTech is a resident of the Skolkovo project. Responsibilities: • Managing Banking Insurance and Pension Benefits projects with a team is more than 350 employees; • Identify and schedule project deliverables, milestones, and required activities and tasks; • Provide leadership and motivation to project team members throughout the project life cycle and confer with project staff to outline a work plan; • Establish a work plan and organize staffing for project activities, iterations, and phases, and also arrange for recruitment and assignment of project personnel; • Analyze project proposals to determine a time frame, funding limitations, and appropriate processes for accomplishing projects; • Review/approve the work plan of an external service provider or consultancy contracted to execute the project; • Implement a project communication plan; • Conduct risk assessment and mitigation. Achievements: 1. The project "Bank insurance and pension provision" was implemented, which led to an increase in the Bank's revenue in the field of banking insurance products by 20%. 2. Increased CSI of premium customers by more than 1.5 times by optimizing CJM and providing an omnichannel approach.