Olena Nagornova

My team analyzes Uniper's asset performance by managing Operational KPIs and determining which drive strategic steering versus operational support. We own the Asset Reliability process, helping sites learn from incidents and prevent recurrence. We also lead Performance Benchmarking — combining in-house models with external expertise to steer assets against best-in-class references.

Responsible for three specialized teams—Condition Monitoring & Remote Operations, Performance Monitoring & Data Analytics, and Operations Strateg. I am accountable for maximizing asset performance while ensuring the safe, efficient, and reliable operation of Uniper’s energy portfolio. I drive strategic initiatives that leverage advanced monitoring, analytics, and operational data to protect and create value of our Asset portfolio

• Ensuring highly reliable, available and efficient IT Services to support the Power Dispatch business. • Owner of the Dispatch Power IT program – program definition and design • Accountable for Program planning, prioritization and delivery. Providing a real-time, comprehensive, and prioritized view of all projects • Managing the program’s budget on behalf of the Unit Head, monitoring expenditure and costs against delivered and realized benefits as the program progresses • People management

• Managing enhancements and projects over their full life cycle from analysis through to design and implementation, operational enablement, test, go live and post production support until handover to the support team • Ensuring effective Steering mechanisms is in place. Assembling and managing cross functional teams to suit the needs of the project. • Management of third party suppliers engaged in project delivery including the tender process

Management of Project Portfolio through project-related governance processes and facilitating sharing of resources, methodologies and tools. Manage business dependencies across programme and workstreams. Achievements: Successfully managed the Projects Portfolio for Ukraine group: 9 clients, 16 projects, and a budget of 2-3m$). Created and implemented project management methodology and control techniques for the company that allowed maximizing team’s performance and working quality.

Management of large-scale implementation projects for financial services companies through the entire project cycle - from original concept till final implementation. ACHIEVEMENTS: Successful implementation of more than ten highly varied projects that are ranging in scale, scope and cost for different banks (The list with description of performed projects can be provided by request).

Support, coordination and assistance in number of projects within the GIEP (Global Infrastructure and Efficiency Program) & Transformation in CEE zone that was implemented in cooperation with IBM. ACHIEVEMENTS: Transformed IT infrastructure according to GIEP design for over 3,000 workplaces, 10 campuses and 150 remote locations. All functions of SunInbev’s IT department have been successfully outsourced to external IT provider IBM.

Part of the project team that assessed the possibility for the bank to migrate to ABS (Automated Bank System) - the preferred Core Banking solution of the BNP Paribas Group. ACHIEVEMENTS: Business requirements were gathered and translated into functional and technical specifications for sign off from key stakeholders. Based on this documents Management board considered start of the ABS implementation.

Part of in-house development department of university that was implementing a financial accounting system (FMAS) to replace older one and to sell it to other universities.