Eugene Kharitonov - Managing Director, BME Group

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Network Power<100 people

Roles

💰66%

Investor & VC

✨55%

Business Owner

🔥44%

Startup Founder

Geos

🇺🇸44%

United States

🇬🇧22%

United Kingdom

🇷🇺22%

Russia

Work Background

BME GroupManaging Director

May. 2016A private consulting company with substantial practical experience in business growth, organizational, and operational transformation in energy, manufacturing, and financial services sectors • Secured a 5-year partnership agreement with Visa Consulting services EMEA for commercial and operational consulting projects. Led Customer Experience projects on behalf of Visa Consulting Services in multiple banks to improve the card issue rate by more than 15 percent • Partnered with Boston Consulting Group to lead back-office transformation and to establish a new operational model for a mortgage bank, reducing operational headcount by 30 percent • Led teams to improve revenue and productivity by up to 30 percent within 3 years in a federal initiative for 20 industrial companies in machinery, chemical, food, and construction. Spearheaded strategic sessions with CEO-1/-2 staff to develop a digital transformation projects portfolio in energy companies in hydro and nuclear energy, banking, and IT sectors

Rosatom GlobalHead of Program Management Office

Jul. 2015 - Apr. 2016A state company with more than 400 enterprises in the nuclear industry, that was ranked second in the world in uranium reserves and fourth in the world in production of atomic energy • Built a framework to improve productivity and transform ten pilot subsidiary companies with an overall headcount of more than 10,000 full-time employees. Led a team of five workstream leaders in project management, motivation, training, Hoshin Kanri, and PR • Mentored CEO-1 level (heads of divisions) to improve productivity in divisions. Led operational projects Committee and prepared agenda for the CEO project portfolio reviews. Build an audit system to track transformation progress. Achieved productivity of more than $100M

SberbankProject Director

Mar. 2012 - Jul. 2015As of 2014, the largest bank in Russia and Eastern Europe and the third largest in Europe, ranked 60th in the world and first in central and Eastern Europe in The Banker's Top 1000 World Banks ranking • Built a framework to organize small teams (Lean labs) to improve processes in four bank divisions (retail, corporate, operations, infrastructure). Developed an assessment procedure, selected and trained employees for the Lean lab role and trained the Lean lab’s team members. • Led the Design Thinking transformation and facilitated workshops w/CEO-1/-2 teams to improve customer satisfaction and product portfolio growth with a total impact of more than $20M (revenue growth and cost reduction)

3MHead Of Project Management Office

Jul. 2011 - Mar. 2012Originally, Minnesota Mining and Manufacturing Company, a multinational conglomerate which produces over 60,000 products. $32.2 billion in total sales in 2020, ranked 96 in Fortune 500 list; more than 90,000 employees operating in more than 70 countries. • Led a team of 5 project managers responsible for deploying SAP global initiative in Russia. • Established methodology and templates for the project management office in the company to improve productivity. Led Hoshin Kanri breakthrough in back-office functions to achieve strategic goals. Achieved 20% reduction in lead time of contract process and reduced logistics costs by $1M

GE CapitalLean Leader, Productivity Leader

Mar. 2008 - Jul. 2011In 2014, GE Capital, a subsidiary of General Electric, had 35,000 employees worldwide, operating in more than 40 countries, with total assets of US$499 billion. It was rated AA+ with a stable outlook by S&P in 2012. • Lead Lean/Six Sigma strategy deployment in various Value Streams and teams. Facilitated over 20 kaizen events. Trained, mentored, and certified more than 50 Kaizen facilitators in Lean/Six Sigma • Implemented metrics and systems to drive continuous improvement. Coached senior managers to challenge the status quo. Build and led an Innovation lab framework to implement disruptive ideas • Managed a large-scale cost reduction project, achieving 20% reduction in operating expenses. • Participated in GE Corporate Audit Staff program for high potential employees to study M&A processes and audits of merged companies in London, UK

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