About me
HR Director transforming businesses through people and organization
16 years in HR. I work at the intersection of organizational design, workforce economics and performance management.
I have worked in HR and people management for 16 years, five of them as HR Director in companies of up to 3,000 people. Today my specialization sits at the intersection of HR, organizational design and workforce economics.
I work with companies for which it's no longer enough to simply improve hiring, training or personnel processes. The task is usually broader: the business has grown, the strategy has changed, payroll has increased, the structure has become more complex, new management levels have appeared, and the old HR system no longer matches the company's scale.
In such projects I don't look only at HR. I need to understand the business model, cost structure, productivity, management system and the company's goals. At 21 I opened my own recruitment agency and spent seven years finding managers for companies in Uzbekistan; then I built the HR function in manufacturing, retail, distribution, automotive and call centers, almost everywhere from scratch. I have been advising owners and CEOs since 2018.
About me
Questions I answer in projects
- 01What structure does the business need?
- 02How many people are necessary?
- 03What result does the company pay for?
- 04Which managers can work at the next level?
- 05Which competencies need to be developed?
- 06Where is external talent needed?
- 07Who can succeed to key positions?
- 08What HR function should be built for the business's next stage?
Experience
16 years: from a recruitment agency to HR Director of a manufacturing group
Employers and clients are named by industry and scale — company names are disclosed only with their consent.
- 2026 — present
HR Director of a manufacturing group
600 people, a stage of organizational and management transformation: org structure, HR function by specialization, payroll and KPIs, work standards, hiring managers, 1C:ZUP.
- 2025 — present
Head of HR of a retail chain
38+ branches, HR team of 9, reporting to the founder: onboarding, appraisal, KPI model, payroll −30%, turnover −20% and −21%, automation in Bitrix24 and 1C.
- 2018 — present
Consultant on HR transformation, org structure and compensation
Projects for an IT company, a cosmetics distributor, a customer experience lab: HR processes and employer brand, hiring the top team, training HR and sales teams, KPI revision.
- 2024 — 2025
HR Director of an aluminum plant
1,400+ employees on site, HR team of 11, exports to 22 countries: 352 hired, 2,000+ trained, 2% turnover, 180 job descriptions and policies, IATF 16949, ISO 14001, 45001, 50001 and ESG audits.
- 2022 — 2023
HR Director of a contact center
1,000+ employees in Moscow and Tashkent, branches from scratch: KPIs, −20% headcount with no loss of quality, −25% complaints, a position filled in 2 days.
- 2021 — 2022
HR Director of a distributor of international FMCG brands
800 employees, 11 branches: sales plans at 110–140%, 200+ positions in a year, turnover −27%, cost per hire −25%, best in class in the manufacturer's assessment.
- 2021 — 2022
HR Director of a car dealership chain (project)
Mission and values, org structure, 30 job profiles, a team of 30, customer service standards.
- 2018 — 2021
HR business partner of an automotive holding
120 people: HR strategy, development of top managers, 40 positions filled, personnel records restored, two dealerships opened.
- 2011 — 2019
Founder and head of a recruitment agency
Executive search and headhunting: 300+ positions filled for top managers, technical leaders and specialists; salary market research.
- 2010 — 2011
Head of a recruitment agency
About 50 contracts with regular clients.
Education and certificates
- Two university degrees, one of them in psychology
- More than 25 training programs, all Mike Pritula modules (2024)
- SHL certificate: talent assessment and management
- International certificates in HR marketing and HR analytics
- Labor law, personnel records, 1C:ZUP
- Experience with international audits: IATF, ISO, ESG
Industries I have worked in
- Manufacturing
- Retail
- FMCG distribution
- Automotive
- Call centers
- Holdings
- IT
- Cosmetics
«I believe in a simple sequence: first understand what the business needs, then build the system for it. Not the other way round.»
- Step 1
I understand the business
How the company makes money, where it's growing, where the constraints are and which metrics need to change. The first conversation is 30–40 minutes, free.
- Step 2
I find the organizational gap
Structure, people, payroll, accountability, competencies, processes, management. I look at the numbers and talk to key people.
- Step 3
I design the target model
What the organization and the HR system should look like for the business's tasks.
- Step 4
I calculate the economics
What the change will give the business and what it will cost. Decisions are made on numbers, not on feelings.
- Step 5
I implement
I don't leave the company with a 70-slide presentation. I help turn decisions into real processes, roles, documents and management practices.
- Step 6
I measure the result
Payroll, productivity, turnover, cost per hire, time to fill, manager effectiveness and the project's other metrics.
Let's discuss your task
Leave your contact details and I will get in touch within a day. I'll ask a couple of questions about the company and tell you where I would start. The first conversation is free of obligation.