Economics
Objective, impact and payback period
Chief Information Officer
Vladimir
Petrov
CIO × AI × ROI
Current — CIO, Gazprombank Tech
I start with project economics. I take responsibility for architecture, the team and bringing the solution into production.
18+years in IT
up to 170people in teams
> RUB 1bnannual IT budgets
1M+devices in infrastructure
A living architecture of decisions
From hypothesis to outcome
Architecture
A system designed to sustain scale
Team
Accountability, roles and pace of execution
Outcome
A verifiable business metric
Gazprombank Tech
Chief Information Officer
IT landscape audit
Audited corporate information systems and IT spend: mapped functionality, support costs, integrations, criticality and system overlaps. Separated verified facts from assumptions and data gaps.
For each system, prepared a decision: retain, optimize, consolidate, replace or retire. Compared vendor operating models using TCO and migration risk, and identified which critical capabilities should be brought back in-house.
Inventory→Data and cost→Decision matrix→TCO and risk
Telepsychology · B2C/B2B online consultation platform
GRAN.RF
Context
The goal was to launch a commercial online consultation service from scratch: from matching clients with specialists and payments to secure audio and video sessions.
Mandate
CIO and product owner. Accountable for the IT function, MVP and post-MVP roadmap, vendors, infrastructure and information security.
Solution
Built the IT department and engineering capability; launched the MVP in six months and established the platform’s ongoing development.
Outcome
The MVP was delivered on schedule; platform SLA reached 98%.
6 monthsto MVP launch
98%platform SLA
B2C / B2Bplatform business model
CIOand product owner
R&D · UAS · full-cycle manufacturing · AI
Gaskar / View Lab
Context
A technology group developing computer vision products and unmanned aircraft systems. The group included a full-cycle plant — from electronics and component manufacturing to final drone assembly. Scope: 10 functions and approximately 170 people.
Mandate
Accountable for R&D, software development, quality, manufacturing engineering and the AI function. The objective was to connect research, engineering and serial production into one controlled lifecycle.
Solution
Defined stage-gate criteria using ETVX and applied rNPV and PoTS to project selection. Established an independent QA function. In parallel, built the AI function: commercial computer vision products and internal RAG tools.
Outcome
The share of prototypes reaching serial production increased from 30% to 70%. Late critical defects fell by 60%, while first-pass yield reached 99%.
Full cycleelectronics, components and drone assembly
≈170people in teams
30→70%of prototypes reached serial production
−60%late critical defects