Change, Integration and Delivery
External Consulting &
 Transformation Management
I structure initiatives, connect business and IT, and support change so that it takes root in teams and delivers real, long-term value.
I help businesses implement manageable digital and IT changes without compromising sustainability and operational stability.
GET IN TOUCH
CHANGE BECOMES MANAGEABLE
STRUCTURE OVER CHAOS
CLARITY IN COMPLEX SYSTEMS
what I do
I work with companies that need to bring order to their digital and IT initiatives and undergo change without losing control and stability.
My focus is not on individual tools or methodologies, but on how decisions are made, implemented, and begin to work in the operational environment.

I get involved at the stage when there are too many initiatives, goals are vague, and business and IT speak different languages.
I structure projects and programs, establish clear lines of management, responsibility, and decision-making, and help teams navigate change without disruption or resistance.

As a result, companies get not just “implementation” but a sustainable operating model:
solutions that are used, processes that are supported, and changes that retain value after the project is completed.
Overall EXPERIENCE in project management
Project and program work in various roles and contexts—from local initiatives and operational projects to large-scale digital transformations and integrations.
Experience includes the entire cycle: from formulating goals and structuring solutions to implementation, change adoption, and sustainable operation.
Since 2009
~8 years
SMB / NGO
Hands-on project implementation, working with a wide range of stakeholders, limited resources, and high uncertainty, from idea to sustainable results.
~6 years
Enterprise/TELECOM
Transformations, post-M&A, and integrations.
Working with SLA-critical systems, large IT landscapes, post-M&A integrations, and complex change programs in telecom and enterprise environments.
~2 years
Change & Adoption
Supporting change and the adoption of new operating models using change approaches (including ADKAR), working with teams, resistance, and managed transition to operation.
~6 years
Bizdev / Operations
Less manual control, faster decision-making, reduced dependence on specific individuals.
Increased predictability and manageability.
SMB / LOCAL
STARTUP / IT
ENTERPRISE
Services
I work with large organizations as an external program manager, transformation manager, or consultant.
I manage complex changes, integrations, and digital initiatives, establishing governance, accountability, and decision-making frameworks without compromising operational stability.
I join projects and product teams when growth, scaling, or complexity begin to disrupt delivery and focus.
I help build project and program management, align business and technical solutions, and stabilize processes without unnecessary bureaucracy.
I help owners and managers bring order to digital and operational initiatives when the business has grown faster than management.
I structure processes, implement systems as part of change, build manageability, and eliminate dependence on manual control and constant rushes.
SMB / LOCAL
WHEN BUSINESS GROWS FASTER
MANAGEMENT

I help founders and executives move from fragmented, manual management to a clear and manageable operating model. I typically step in when growth starts to break existing processes and digital tools fail to deliver the expected impact.
My role is to replace informal agreements and chaotic workflows with a structured operating model, embed CRM, analytics and operational processes as part of organizational change, establish management transparency through KPIs and funnels, and support founders in key decisions — reducing dependency on manual control.
  • transition from informal agreements and chaotic processes to a structured and manageable operating model
  • CRM, analytics and operational processes implemented as part of change, not as isolated tools
  • KPI frameworks, funnels and management transparency to support data-driven decision-making
  • ongoing support for founders in key management decisions, reducing dependency on manual control
RESULT:
WORKING APPROACH:
The business becomes predictable, processes become clear,
and decisions are no longer dependent on a single person.
Product discovery and value focus
Customer Journey Mapping (CJM) and key user scenarios
Metrics implementation: KPI, SLA, ROI
MVP, A/B testing and hypothesis validation
Process design built around the product, not tools
PRODUCT & VALUE
When it’s unclear what is actually being sold — and why it should work
Focus:
Product-level analysis of the business and its offerings, with a focus on real customer value and growth opportunities.

What I do:
product analysis and Customer Journey Mapping (CJM)
hypothesis formulation and MVP definition
demand validation and usage scenarios testing

Outcome:
a clear and coherent value proposition
decisions based on data, not assumptions
sustainable growth without constant rework
PROCESSES & MANAGEABILITY
When the business runs, but relies on manual control
Focus:
Bringing structure to processes, roles and the operating model.

What I do:
process and responsibility structuring
implementation of metrics, KPIs and management analytics
CRM setup and operational control loops

Outcome:
a transparent and manageable operating model
less chaos and manual intervention
predictability instead of constant firefighting
CHANGE & SCALABLE
When decisions must be implemented — and sustained
Focus:
Change enablement and growth without losing operational stability.

What I do:
phased change implementation
working with teams on decision adoption
advisory support for founders and leadership

Outcome:
changes that actually stick
reduced dependency on a single decision-maker
organizational readiness for scaling
When it’s unclear what is actually being sold — and why it should work
PRODUCT & VALUE
Focus:
Product-level analysis of the business and its offerings, with a focus on real customer value and growth opportunities.

What I do:
product analysis and Customer Journey Mapping (CJM)
hypothesis formulation and MVP definition
demand validation and usage scenarios testing

Outcome:
a clear and coherent value proposition
decisions based on data, not assumptions
sustainable growth without constant rework
When the business runs — but relies on manual control
PROCESSES & MANAGEABILITY
Focus:
Bringing structure to processes, roles and the operating model.

What I do:
process and responsibility structuring
implementation of metrics, KPIs and management analytics
CRM setup and operational control loops

Outcome:
a transparent and manageable operating model
less chaos and manual intervention
predictability instead of constant firefighting
When decisions must be implemented — and sustained
CHANGE & SCALABLE
Focus:
Change enablement and growth without losing operational stability.

What I do:
phased change implementation
working with teams on decision adoption
advisory support for founders and leadership

Outcome:
changes that actually stick
reduced dependency on a single decision-maker
organizational readiness for scaling
STARTUP / IT
WHEN SCALING
REQUIRES A SYSTEM
I work with startups and IT teams during active growth phases —
when the number of initiatives, teams and dependencies starts to exceed the current management model.
I typically step in when speed is still critical, but without systems and processes it stops being sustainable.

My role is to build a practical project and knowledge management system
that supports product growth, reduces operational friction
and enables scaling without constant manual control.
RESULT:
WORKING APPROACH:
Projects become predictable, priorities become clear,
and growth becomes manageable.
PMO and project management system setup
delivery process standardization
knowledge base creation
project management tooling configuration
preparing processes and structure for scaling
DELIVERY & DEPENDENCY MANAGEMENT
When speed exists — but predictability doesn’t
Focus:
Stabilizing delivery and building a manageable execution process
for projects and product initiatives.

What I do:
analysis of current delivery flow and bottlenecks
prioritization, planning and dependency alignment
expectation alignment between business and development

Outcome:
predictable timelines and scope
fewer disruptions and “firefighting”
teams focused on value, not on fixing chaos
PMO & DECISION GOVERNANCE
When there are more projects than a shared picture
Focus:
Building a project management system that supports growth
instead of slowing it down.

What I do:
designing a PMO model aligned with scale and maturity
standardizing processes, roles and core artifacts
setting up decision-making and escalation paths

Outcome:
a unified governance layer for initiatives
transparency of priorities and statuses
manageability without excessive bureaucracy
SCALING READINESS & KNOWLEDGE RETENTION
Когда рост начинает ломать команду и контекст
Focus:
Preserving knowledge, context and manageability
while scaling teams and products.

What I do:
building a shared knowledge base and single source of truth
structuring agreements, architecture and decision context
preparing teams and processes for growth and change

Outcome:
knowledge stays in the company, not in individual heads
faster onboarding and scaling
sustainable growth without loss of control
When speed exists — but predictability doesn’t
DELIVERY & DEPENDENCY MANAGEMENT
Focus:
Stabilizing delivery and building a manageable execution process
for projects and product initiatives.

What I do:
analysis of current delivery flow and bottlenecks
prioritization, planning and dependency alignment
expectation alignment between business and development

Outcome:
predictable timelines and scope
fewer disruptions and “firefighting”
teams focused on value, not on fixing chaos
When there are more projects than a shared picture
PMO & DECISION GOVERNANCE
Focus:
Building a project management system that supports growth
instead of slowing it down.

What I do:
designing a PMO model aligned with scale and maturity
standardizing processes, roles and core artifacts
setting up decision-making and escalation paths

Outcome:
a unified governance layer for initiatives
transparency of priorities and statuses
manageability without excessive bureaucracy
When growth starts breaking teams and context
SCALING READINESS & KNOWLEDGE RETENTION
Focus:
Preserving knowledge, context and manageability
while scaling teams and products.

What I do:
building a shared knowledge base and single source of truth
structuring agreements, architecture and decision context
preparing teams and processes for growth and change

Outcome:
knowledge stays in the company, not in individual heads
faster onboarding and scalingsustainable growth without loss of control
ENTERPISE
WHEN COMPLEXITY
BECOMES SYSTEMIC
I work with large organizations during complex transformations —
when change goes beyond individual projects and starts affecting systems, processes, teams and accountability boundaries.
I typically step in where the cost of error is high, and traditional governance stops working due to scale, interdependencies and organizational inertia.

My role is to establish a transparent transformation governance layer,
align business and IT decision-making,
and ensure that changes are not only delivered, but accepted and sustainable after the program ends.
RESULT:
WORKING APPROACH:
Transformation becomes manageable, changes stay aligned,
and operational stability is preserved across the entire program horizon.
digital and IT transformation management
post-M&A integration: systems, processes and teams
governance, PMO and change framework design
alignment between business, IT and operations
influence without formal authority
Engineering / Technical Project & Program Management
When stability, architecture and operations are critical
Focus:
Engineering and technical programs in environments where the cost of failure is high and changes cannot be implemented without considering operational impact.

Operating context:
SLA-critical systems and services
complex technical landscapes and dependencies
infrastructure and platform initiatives

Role:
I structure technical initiatives, manage dependencies and risks,
and ensure implementation without degrading operational stability.

Outcome:
predictable delivery of technical changes
preserved operational resilience
controlled and sustainable operations post-implementation
IT Integration / Post-M&A Project & Program Management
When systems, teams and processes must be unified
Focus:
Program-level management of post-merger integrations, including IT, processes and organizational change.

Operating context:
post-M&A IT landscape integration
consolidation of systems, data and processes
execution under high uncertainty

Role:
I manage integration programs, align target architectures
and coordinate parallel workstreams without loss of control or SLA breaches.

Outcome:
coordinated integration without operational disruption
a unified and manageable operating model
organizational readiness for further development
Change-Driven / Digital Transformation Program Management
When technology reshapes the operating model — not just tools
Focus:
Digital and IT transformation programs where adoption and behavioral change are as critical as delivery.

Operating context:
digital and organizational transformations
implementation of new processes, systems and operating models
working with resistance and readiness across teams

Role:
I design and manage change around transformation programs,
bridge business and IT, and ensure a controlled transition into stable operations.

Outcome:
changes that are actually adopted
stable operations after program completion
long-term business value, not one-off delivery
When stability, architecture and operations are critical
Engineering / Technical Project & Program Management
Focus:
Engineering and technical programs in environments where the cost of failure is high and changes cannot be implemented without considering operational impact.

Operating context:
SLA-critical systems and services
complex technical landscapes and dependencies
infrastructure and platform initiatives

Role:
I structure technical initiatives, manage dependencies and risks,
and ensure implementation without degrading operational stability.

Outcome:
predictable delivery of technical changes
preserved operational resilience
controlled and sustainable operations post-implementation
When systems, teams and processes must be unified
IT Integration / Post-M&A Project & Program Management
Focus:
Program-level management of post-merger integrations, including IT, processes and organizational change.

Operating context:
post-M&A IT landscape integration
consolidation of systems, data and processes
execution under high uncertainty

Role:
I manage integration programs, align target architectures
and coordinate parallel workstreams without loss of control or SLA breaches.

Outcome:
coordinated integration without operational disruption
a unified and manageable operating model
organizational readiness for further development
When technology reshapes the operating model — not just tools
Change-Driven / Digital Transformation Program Management
Focus:
Digital and IT transformation programs where adoption and behavioral change are as critical as delivery.

Operating context:
digital and organizational transformations
implementation of new processes, systems and operating models
working with resistance and readiness across teams

Role:
I design and manage change around transformation programs,
bridge business and IT, and ensure a controlled transition into stable operations.

Outcome:
changes that are actually adopted
stable operations after program completion
long-term business value, not one-off delivery
FAQ
LET’S DISCUSS THE CHALLENGE
DISCUSS THE CHALLENGE
I work remotely and in a hybrid format.
I am open to project work, part-time and full-time involvement.
Consulting and diagnostics
External project and program management
Transformation and integration management
Product & Digital development
Advisory for owners and executives
FULL CV
Полное Резюме
Sergei Pestretsov
Projects and Programs Manager
I manage projects and programs where changes affect systems, processes, and teams.
My role is to structure initiatives, build clear decision-making frameworks, and help business and IT move in the same direction.