Cases

What changed
and how

Five tracks: my current mandate at Sber CIB, SynApps, MTS Investments, SberFirst and earlier investment products. Results from the current role are not claimed yet; historical metrics are relative.

28 September 2026 - Present · Sber CIB

Director, Retail Structured Products & Investment Solutions

Leading product strategy and development for retail structured products and investment solutions within Sber CIB / Global Markets. Focus: client needs, segmentation and target market, product architecture, personalisation, lifecycle and distribution. Working across Structuring, Global Markets, Digital, Sales, Risk, Compliance, Legal and Finance. No outcomes claimed yet: the role began on 28 September 2026.

April 2026 - Present · Founder & Product Lead

SynApps: an independent AI layer for investment decisions

Context

Private investors decide in a broken context: quotes in one place, the portfolio in another, taxes and risk nowhere. Ready-made "signals" never answer what it means for this particular portfolio.

What I did personally

  • Product hypothesis and strategy
  • Scenario and analytics architecture
  • Data quality and trustworthiness
  • Unit economics and monetisation model
  • First sales and user feedback

Outcome

A live product in early beta: portfolio, risk and market-context analysis scenarios. The priority is proven product-market fit, not growth at any cost. Stage metrics are shared on request.

January 2025 - March 2026 · Head of MTS Investments / CPO

MTS Investments: growth in a falling market

Context

An investment service inside a telecom ecosystem: high acquisition cost, low engagement after the first trade, monetisation tied to trading activity, and a contracting market in 2025.

What I did personally

  • Product strategy and roadmap prioritisation
  • Smart Subscription launch - a shift to a subscription model
  • Smart Profit product and retention scenarios
  • AI loops for analytics and content generation
  • Rebuilt activation and engagement funnel

Outcome

  • Active clients tripled while the market fell 22%
  • Trading volume +763% while the market grew 12%
  • AUM of funded clients +35% YoY
  • Service tNPS: -6 → +25
  • ~80% of routine analytics and content automated

2021 - January 2025 · Managing director, CPO of the premium segment

SberFirst: the economics of a premium segment

Context

A premium segment with high service costs and a heterogeneous client base: identical service for clients with very different value and needs.

What I did personally

  • Tier model and transition rules
  • Predictive clustering and prioritised client actions
  • AI and next-best-action in sales and service
  • Partner ecosystem: TSUM, Novikov Group, Azbuka Vkusa
  • Product proposition rebuilt around client value

Outcome

  • Sales conversion tripled
  • Segment margin +46% in 12 months
  • Operating income +63%
  • Client asset turnover 0.75 → 2.43
  • Revenue on AUM 0.2% → 0.5%

2019 - 2021 · Executive director

Sber: relaunch of the investment and savings line-up

Context

The investment and savings line-up was weakly connected to real client goals and poorly supported by sales tooling.

What I did personally

  • Line-up relaunch around client goals
  • Target date strategies
  • Advisory technology for consultants
  • SalesBook built on Bloomberg and Refinitiv data

Outcome

A single selection logic instead of a product catalogue, better advice quality and more manageable investment product sales.

2012 - 2019 · Alfa-Bank, BCS Premier

From the client desk to investment advisor

Context

Direct work with affluent clients: portfolios, risk profile, taxes, structured and investment solutions.

What I did personally

  • Personal investment portfolios
  • Structured and insurance solutions
  • Working with objections and client time horizons
  • Growing the premium client base

Outcome

The foundation for everything that followed: understanding how financial decisions are actually made on the client side, not on a strategy slide.

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