Project manager( Dukascopy )

Описание

DELIVERY MANAGER | Digital Banking · Bank Integrations Dmitrii Gribko Sochi, Russia | Telegram: @igdmtr |WhatsApp | gdemetriuss@gmail.co m SUMMARY Delivery Manager with 12+ years in software: 4+ years owning end -to-end delivery in a product company building digital banking and payment platforms (30+ implementation projects, 6 products taken from kickoff to production), on top of 8 years hands -on as a QA Engineer. I don't just track delivery health ; I shape how work gets done. I set ownership and escalation paths across Product, Engineering, QA and Support, challenge unrealistic commitments with capacity and technical data, and stay with a release until it's live a nd stable in production. My QA background means I run defect triage and bug flow myself and discuss feasibility, capacity and technical constraints wi th engineers directly, not through a translator. I lead through influence rather than formal authority: th e estimation practice I introduced in one team was adopted by 1 0 teams’ company -wide PROFESSIONAL EXPERIENCE iSimpleLab, (Russia) - Digital banking software company providing online solutions for financial institutions. Senior Delivery Manager Jun. 2025 – Present Delivery Project Manager June. 2022 – May 2025 Senior QA Engineer Apr. 2014 – May 2022 End -to-end delivery ownership and predictability : • Owned end -to-end delivery of 6 full -cycle programs integrating the Faster Payments System (SBP) into external banks' infrastr ucture: scope, plan, capacity, budget, release, go -live • Ran two delivery teams in parallel under a hybrid model – milestone -level planning outside, iterative sprint delivery inside – and kept both streams predictab le against committed dates. • Improved forecast accuracy by replacing single -expert estimates with peer -based estimation and structured review, lifting Cost Performance Index by 15%. • Coordinated priorities with Product and feasibility, capacity and timelines with Engineering, translating business intent into commitments teams could actually hold. Leading delivery people and dev teams : • Functionally led 2 development teams: daily sprint progress, capacity conversations, blocker removal, technical -constraint trad e-offs with engineers. • Mentored project managers and analysts joining the delivery function; built the documentation and knowledge base that cut onboarding dependence on senior specialists. • Protected sustainable workload: rebalanced scope and sequencing in stead of pushing overtime, and made overcommitment visible early with capacity data. • Facilitated Scrum ceremonies and drove retrospective actions to closure - the estimation change that spread to 1 0 teams started as a single retro action item. Escalation, d ependencies and release readiness : • Cut client escalations 2x by making every external and cross -vendor dependency visible and agreeing explicit collaboration rules across parties. • Tracked cross -team dependencies and release readiness continuously; escalated blockers within hours, not days, with a clear owner and decision needed. • Established ownership and decision -making paths across business owners, client IT, QA, Support and third -party vendors on multi -stakeholder rollouts. • Managed delivery impact during pr oduction incidents and hotfixes: contained scope, kept the client informed with facts, and ensured defects never sat between teams without an owner. • Ran systematic risk management on every project: risk registers with named owners and mitigation plans, rev iewed at each status cycle. Bug management, quality and technical debt : • Own bug management flow end to end: intake, triage, severity and priority calls, routing between dev, QA and Support, and closure verification. • 8 years as a QA engineer on banking systems and integrations (REST API, SQL, test design, acceptance testing) - I read logs and API traces myself and reproduce issues before they become escalations. • Kept technical debt and documentation gaps visible in planning discussions with engineering instead of letting them surface as incidents later. Delivery process, Jira and metrics : • Built a unified Jira backlog with live status tracking, halving reporting prep time and improving task transparency by 50%. • Reduced task cycle time by 30% through bottleneck analy sis, documentation improvements and cross -team communication changes, cutting analyst involvement by 50%. • Maintain Jira hygiene and stakeholder -facing delivery reporting: sprint and release status, EVM/CPI, risk and dependency views. HIGHER EDUCATION Russian Presidential Academy of National Economy and Public Administration (Russia) 2018 -2020 Master’s Degree in International Project Management ( MBA, English -language program with Kingston University London ) Tver State Technical University (Russia) 2010 -2015 Specialist’s Degree in Automation of Technological Processes and Production (Engineering) ADDITIONAL EDUCATION: Product LIVE, (Russia, 2020) - Product Manager Training Program (“Product Manager Simulator”) PeopleCert (2019) - PRINCE2 Foundation Certificate in Project Management SKILLS Languages: English ( B2, working language of my MBA program ), Russian (Native). Delivery management: end-to-end delivery ownership; predictability and forecasting; release calendar and release readiness; cross - team dependency management; escalation management; incident and hotfix coordination; bug management and defect triage; capacity and workload manageme nt; risk management; stakeholder management; delivery reporting. Ways of working: Scrum, Kanban, hybrid and Waterfall, PRINCE2; ceremony facilitation; retrospectives to closure; WBS and planning; EVM / CPI; delivery process design and rollout. People: dire ct and functional leadership of delivery teams; mentoring PMs and specialists; onboarding and knowledge management; influence without formal authority. Domain: product tech company, fintech, digital banking, payment systems and integrations. Comfortable in regulated, high - availability environments. Tools and technical: Jira, Confluence, REST API, SQL; 8 years of hands -on QA on production banking systems.