Maxim Vlasov

Directed E2E product delivery for a high-volume storefront. Promoted to PM Lead to standardize PMO frameworks across the department. • Leadership: Steered a 21-FTE cross-functional team and mentored 5 peer PMs. • PMO Governance: Implemented hybrid PMI/Kanban models & enforced strict DoD/DoR quality gates. • Business Impact: Drove storefront redesign, achieving a double-digit % increase in GMV. • Delivery: Optimized Lean metrics to reduce median TTM to 23 days & improved load times by 400%.

Focused on formalizing Senior PM credentials and aligning with DACH corporate standards. • PMP Certification: Validated expertise in steering high-volume, cross-functional engineering programs. • Hybrid Delivery: Deepened expertise integrating predictive governance with Agile/Kanban execution models. • DACH Alignment: Calibrated leadership frameworks for strict compliance, predictability, and strong matrix management.

Directed E2E IT consulting for Tier-1 FMCG & Manufacturing. Owned P&L and $3M project budgets. • Delivery: Implemented Integrated Planning Systems (IO, SP, APS) across 3 concurrent enterprise projects. • Leadership: Steered 30 cross-functional FTEs in a distributed matrix. • Governance: Applied Rolling Wave Planning & Earned Value Analysis (EVA) for strict baseline adherence. • Commercial: Transitioned presales proposals directly into technical execution.

Structured professional development to formalize Agile delivery credentials via Scrum.org. • PSM I (Professional Scrum Master): Certified in process facilitation, Scrum events, and empirical process control for IT teams. • PSPO I (Professional Scrum Product Owner): Certified in value maximization, advanced product backlog management, and ROI optimization. • Validation: Calibrated practical Agile expertise against official global Scrum.org standards.

Promoted to establish the System Analysis department, bridging business requirements and technical execution for B2B marketplaces. • Leadership: Built the SA unit from the ground up; managed and mentored a team of 4 FTEs. • OPEX & Retention: Optimized departmental OPEX and sustained high retention through internal mentorship. • Commercial Impact: Streamlined pre-sales discovery, contributing to a 16% annual revenue increase by minimizing rework and accelerating kick-offs.

Directed E2E delivery of B2B marketplaces and complex ERP integrations. • Enterprise Delivery: Executed 7 implementations (budgets to €500k) with SAP/1C, driving 20% of annual corporate revenue. • Commercial: Managed Change Requests (CRs), increasing average project margins by 20%. • Governance: Implemented PMI-standard PERT, reducing estimation variance from 35% to 12%. • Agile Transition: Shortened release cycles from 1-month to 2-week sprints, boosting CSAT by 30%.

Led Agile transformation for a high-load ride-hailing ecosystem. Scrum Master for 3 cross-functional teams (20 FTEs). • Agile Rollout: Transitioned 3 units to Scrum; enforced strict Definition of Done (DoD) quality gates. • Delivery Optimization: Reduced median Time-to-Market (TTM) by 15% via sprint backlog optimization. • Efficiency: Decreased cross-team code review times by 20%. • Governance: Restructured Sprint Reviews, enabling C-level to validate features 1 month pre-release.