Fifteen years in software, starting from the code up.
I started as a developer. Moved into project management, then into delivery leadership at several software agencies across the US, UK, and Europe. The delivery problems I work on now are mostly problems I've seen from the inside — as a PM, as a team lead, and as the person responsible for a portfolio of projects at once.
Developer roots. Delivery career built from there.
I started as a developer — PHP and Oracle at Acumium and Sony Creative Software — then spent the better part of a decade as a project manager at TUT.BY Media, Softeq, and ScienceSoft, working with US, UK, and European clients across web, mobile, embedded, and cloud projects. Presales was part of the job at most of those companies, which is where I started paying close attention to the gap between what gets sold and what actually gets delivered.
At ITRex Group I moved into delivery leadership properly — running a unit of five PMs inside the company's PMO. The work wasn't just managing their projects. It was building the delivery infrastructure they were missing: shared reporting formats, risk tracking standards, escalation processes, scope review checklists. Two years of turning a group of capable PMs into something that could operate consistently without a senior person patching the gaps week to week.
At Paysera I ran the Employee Engagement and Performance department across 8 development teams — which taught me a lot about what actually drives consistent PM behaviour at scale, separate from process design. Then Project Delivery Manager at Itexus, where I govern delivery for the company's biggest client accounts, manage the PM team directly, and own the presales flow end to end. The fractional engagements I run externally draw directly on what I'm doing there.
Experience
15+
years in software delivery
PM teams led
5–8
PMs managed directly across engagements
Regions
US · UK · Europe · GCC
Industries
Fintech, healthcare, e-commerce, SaaS, B2B, media, enterprise software, custom software agencies
The situations that come up most often.
Escalated client accounts mid-project
The client is calling the founder directly. The PM doesn't know how the situation deteriorated. The status reports all said green. Getting in, understanding what actually happened, and stabilizing the relationship before it breaks entirely.
Inconsistent PM reporting across a portfolio
Five PMs, five different formats, no shared language for risk or status. Leadership can't compare project health without calling each PM individually. Building the shared operating rhythm that makes the portfolio visible in one view.
Presales-to-delivery gaps
What sales committed to and what delivery could actually do diverge from day one. The fix usually lives in the handoff: what delivery needs to be involved in before the contract closes, not after.
Scope drift eating margin silently
Small unapproved additions getting agreed informally, none of them tracked, all of them showing up in the numbers at month end. Installing a scope review process that runs without adding PM overhead.
Founder still the delivery escalation manager
The company is 150 people. Delivery still collapses to the founder when something goes wrong. Building the operating layer that means that stops happening — without replacing the PM team, just giving it the infrastructure it needs.
PMO maturity gaps in a growing PM team
Some PMs own risk well. Others wait to be asked. The senior ones compensate for the junior ones. Building the shared standards and check-in rhythm that narrows the gap without turning it into a performance management exercise.
Embedded, not advisory. Specific hours, specific outputs.
I work inside your existing delivery setup — with your PMs, your tools, your reporting cadence. Not observing from outside and submitting a report. Eight to ten hours a week for the fractional engagement; more for embedded or interim arrangements.
The work has a concrete shape: weekly project health reviews, a maintained risk log, PM check-ins, and a monthly leadership summary. Not an open-ended retainer. Not a consulting project that ends in a slide deck.
Most of it is async — status reviews, risk log updates, written summaries, flag-and-respond on anything that surfaces between check-ins. One weekly call for what needs a live conversation. I'm available between sessions for anything urgent.
Embedded with your PM team, not an external reviewer
Belarus timezone (UTC+2) — overlaps well with Europe and US East Coast mornings
Async-first, but available for urgent calls between weekly reviews
All engagements start with a 2-week diagnostic before anything becomes standard
If the diagnostic doesn't justify continuing, I say so — no invoice for the rest of the month
A few things I've found to be true across most engagements.
Most delivery problems are structural, not personal.
The PM who keeps missing risks isn't bad at the job. They're usually working without a clear format for what a risk report should contain, without a shared language for severity, and without a reliable escalation route when something looks wrong. Fix the structure — the person usually follows.
The gap between sold and delivered is where most margin disappears.
It's almost always fixable. But it needs to be caught at handoff — before the contract closes, not when the budget runs out six weeks in. That means delivery being involved in presales conversations early enough to catch the estimates that won't survive contact with the project.
Dashboards don't fix delivery. Process does.
The problem is rarely that the data isn't visible. It's that nobody agreed on what the data should mean — or who acts on it when it turns bad. A tool without that agreement is just noise with a UI on top.
If the diagnostic doesn't find anything useful, that should be clear in week two.
Most engagements fail slowly — small misalignments accumulate over months until everybody quietly acknowledges it isn't working. The 2-week diagnostic exists to prevent that. If the picture is cleaner than expected, or the fit isn't there, say so early.
Selected outcomes and credentials.
Escalated project stabilized within three weeks — scope reset, client communication cadence rebuilt, founder stopped receiving direct client calls.
Portfolio of 12 PMs moved from 6 inconsistent report formats to one shared format. Weekly leadership summary dropped from an hour of manual synthesis to 10 minutes.
Presales-to-delivery handoff tightened across a software agency — delivery involvement moved earlier in the sales cycle, reducing post-contract scope surprises in the following quarter.
PMO built from near-scratch at ITRex Group — processes, checklists, delivery standards, and risk tracking for a unit of five PMs across multiple active client projects.
Fintech · Media · Enterprise software · Custom software agencies
US, UK, European, and GCC clients across engagements.
Started as a PHP/Java developer. That background still informs how I read status reports, interpret delivery estimates, and distinguish real risks from noise in PM updates.
20-minute call to find out if this is the right fit for your situation.
Tell me about your project load and PM setup. If there's a fit, we run the 2-week diagnostic. If there isn't, I'll say so on the call.