Position: CTO/Head of Engineering/IT Consulting/Transformation
Category: Lead
English level: upper
Years of experience: 11

As a Consultant:
- find in pre-sales proposal: attempts to hide the real number of employees
- correct Investors expectations

As a Manager:
- correct C lvl expectations
- changed processes in Engineer's and Manager's 
- changed PM/PO/Stakeholders mindset
- deliver in time
- making plan's and implementation
- >10 years of experience in IT (as freelancer, developer, team and tech lead, engineering lead, consultant)
- outsourcing, outstaffing, R&D, start-up, product (3-150ppl per project and > 1k ppl in Company overall)
- experience with direct management groups up to 15ppl (leads) and indirect up to 70 (devs be/fe, qa, aqa, devops)
- experience with communication and achieve goals during remote work (due to COVID)
- ppl management (performance, employee burnout, staffing, hiring/firing)
- process evangelist (setup, fix, support, follow, create and !implement!)
- not only Tech person (opex, capex, revenue, expenses, net income)
Influence the organization.
Solving problems on high level (at least C-1). But if we have problems on C-2, this is problem C-1 lvl.

I'm always use soft change approach before hard. Even if we have a tight deadline for implementation. 

Most often, companies/ppl turn to me when the situation is already starting to get out of control or it becomes obvious that the problem cannot be solved with the available resources.