Sectors:
Locations:
Min Investment:
Max Investment:
Target Investment:
Global Leadership Development Program
(2013 - 2014)
Not finished
(2004 - 2009)
2019
Phystech Ventures is an investment firm with good taste in Deeptech including energy, materials, food and few others. We partner long-term with our portfolio companies, often acting as their first institutional investor.
2017
2017
Upstream Lab is rapidly growing Global Energy Consulting Firm with focus on international business development and breakthrough growth of our partners.
2018
2018
Temir Energy is Kazakhstan-based company integrates the innovative solutions for multilateral and multistage frac system well completions based on the best knowledge, technology and know-how in oil and gas industry
2015 - 2017
2015 - 2017
Responsible for setting up and execution of Targin technology strategy. Introduced and developed new Business Units in high grow rate, high margin % segments such as Directional Drilling, Drill Bits, Completions, Well Intervention CT and Fishing Service. Established and developed strategy for R&D organization. Responsible for overall business upgrade, international partnerships and projects & tech M&A in almost B$ company with 19000 people.
2010 - 2015
2014 - 2015
To capitalize on our outstanding differential technology and operational success in Coiled Tubing Drilling, as well as to drive market leadership in this unique technology application, Baker Hughes created the Coiled Tubing Drilling product line under our Integrated Operations. This product line was responsible for coordinating product development, marketing, and operations execution globally with Coiled Tubing, Drilling Services, and Integrated Operations. 12 Coil Tubing Drilling rigs to be under management and target few hundred M$ revenue globally. Projects were ongoing and planned in Saudi Arabia, Alaska, US land, South East Asia, Algeria, Australia and Gabon. Reporting to the President of Integrated Operations and member of Baker Hughes Integrated Operations global leadership team.
2012 - 2014
Several B$ business and headcount over 12000 people. Responsible for global personnel strategy. Part of Pressure Pumping global leadership team and key role in integrating ex BJ organization into Baker Hughes. Special focus on retention, building best management team and ensure implementation of robust competency program globally. Made very significant progress in those areas.
2010 - 2012
General management of Wireline Services organization in size of 800+ people and business size of over hundred M$ annual across 4 countries (Russia, Kazakhstan, Azerbaijan and Turkmenistan). Responsible for profitable growth of Wireline Services business line in Russia Caspian region with focus on personnel development, new technology application and targeting new "green field" markets. During 2 years we have grown Wireline by 20% while more than double profitability in core business, 7% market share growth. Unlocking full synergy potential of legacy Baker Hughes wireline and acquired geophisica company ONGF.
2010 - 2010
Ultimate responsibility for top line of business plan. In 6 month had to complete professional sales and marketing organization including account management team, product line technical sales team and tender team for a half B$ multi product line business across the country. Team of about 60 people.
2005 - 2010
2010 - 2010
Represent company and manage all operating divisions and functions in Romania, Turkey, Greece, Ukraine, Bulgaria, Georgia, Belorussia and Moldova. Based in Bucharest (Romania) reporting to Schlumberger Europe VP. Main focus on Deepwater projects in Black Sea and unconventional gas in Eastern Europe. Finished 2010 with over 200M$ revenue and over 600 people headcount.
2008 - 2010
Based initially in Aberdeen (Scotland) and moved to Stavanger (Norway) as activity shifted early in 2009. Reporting to VP Well intervention, Schlumberger. In charge of Well Intervention division continues business in Norway, Denmark, UK, Holland, Germany, Austria, Italy, Kazakhstan and short term projects in some other countries. Both offshore and land environment. Revenue well over hundred M$. Headcount ~ 400 people. Overall responsibility for business grow, profitability and managing ongoing operations. We managed with team to improve MS in Europe and Caspian by 5 % (won all key 2009 projects in Denmark, Norway, Italy and entered Holland which we had 0 activity in 2008), improved region profitability by 60%
2007 - 2008
In charge of Well Stimulation services (3 frac fleets + acid fracs) Coiled tubing Services (4 CTS fleets) and both primary and remedial cementing (11 cementing fleets) across North Russia, including challenging projects in Arctic offshore and Vancor field. Revenue 90 M$, headcount ~ 500 people, WS operating bases in Noyabrsk, Muravlenko, Novy Urengoy and Usinsk.
2005 - 2006
Main responsibilities on this positions included managing sales force, ownership of sales pipeline and revenue side of business plan, developing the pricing model and defining the pricing level, tenders and bids preparations and personal lead of negotiations with key customers.
2005 - 2005
3-4 fleets CTS location with over 150 people headcount. P&L, QHSE and field sales responsibility. Managed to make SLB Coiled Tubing business profitable in Russia first time ever.