Sergey Kazantsev

Sample projects, results:

• In 2019–2020, as a Director for Digital Transformation at NLMK: 10+ cross-functional product teams were set up in the main production areas and function areas, which were developing 65+ digital solutions with a total effect of RUB 2+ billion per year, an ecosystem was built for their efficient and sustainable operation and scaling.
• In 2016–2018, as a Director for Internal Control & Risk Management: a process of improving all NLMK’s key business process maturity was aligned where advanced digital technologies and deviation control automation and power sharing on the basis of, inter alia, SAP GRC were used.
• In 2013–2014, as a Director of SSC at Sibur: more than 10 companies were migrated to SSC for servicing, the portfolio of corporate services was diversified from 10 services to 20+ services.  Operational efficiency of SSC was improved by over 7% (w/o taking into account the scale effect of functions centralization which accounted for more than 27%) due to E2E rate fixing for operations and control over processes according to IT system data.
• In 2010–2011, compliance of Comstar to the New York Stock Exchange requirements in terms of ICS (SOX) within the process of joining to MTC was assured within the shortest possible time.  ICS, which was assessed by BIG4 as the one having no significant deficiencies, was implemented in just under a year.
• in 2007–2009, the volume of management consulting practice was multiplied in PwC Kazakhstan office thanks to winning and completing projects, building partnership with key customers, strengthening the team.