When I look back, it still feels extraordinary how a boy who started in Krasnodar ended up working as a Vice President for one of the largest publicly traded companies, studying governance and leadership at places like the Institute of Directors, IMD, and Harvard.
But this story is not about me alone. It is about teamwork, resilience, and the belief that with the right people, the hardest challenges can be turned into growth.
The Early Days
My professional journey began at Gubkin University, where I trained as a drilling engineer. Later, during my PhD research, I explored polymer clay-free drilling fluids for directional and horizontal wells. It was highly technical work, but more importantly, it taught me discipline and how science could solve real operational and customers problems and challenges.
Like many young professionals, I started at the bottom. In 1993, I joined M-I SWACO as a fluids and technical support engineer. The early years were about learning fast and proving myself in the field. Long hours, demanding environments, and constant pressure taught me not only technical expertise but also the importance of listening to colleagues and respecting the wisdom of experienced operators.
Growing with the Team
By 1999, I had taken on my first major leadership role as General Manager at M-I SWACO. We were entering a phase of expansion, and my task was to scale operations. It was not glamorous—it was about building systems, earning client trust, and developing people.
Over the next decade, I moved into the role of Regional Vice President. Together, our teams grew the company’s market share to over 45% in the region. We focused relentlessly on innovation, safety, and people development. Looking back, those years laid the foundation for my leadership philosophy: a business can only grow sustainably if its people grow with it.
A New Challenge
In 2013, I joined Schlumberger as Regional Vice President of the newly formed Drilling Group. It was a massive responsibility—leading over 3,600 employees and managing a turnover of $1.6 billion.
The scale was daunting, but the real challenge was cultural and operational integration. Different teams had to be united under a single vision. We worked tirelessly to streamline processes, raise safety standards, and build a culture of accountability and innovation.
Success here was never about one person. It was about thousands of people pulling in the same direction, with trust and clarity. The results spoke for themselves: stronger client relationships, safer operations, and more resilient business processes.
The Leap into Entrepreneurship
By 2014, I felt ready for a new challenge. Together with partners, I co-founded AKROS. Unlike working in a global corporation, building a company from scratch required different muscles. Governance, compliance, strategy—these were not abstract concepts anymore, but daily decisions.
As Chairman of the Board, I focused on building a corporate culture that prioritized ethics, safety, and mentorship. We wanted AKROS to not just compete but to set standards in its sector. Under our leadership, the company achieved steady revenue growth and recognition in the market.
But the real achievement was the culture we built—one where people felt ownership, responsibility, and pride in what they did.
Learning to Lead with Governance
Throughout my career, I realized that technical knowledge and operational efficiency were not enough. Long-term success required governance—clear frameworks for decision-making, accountability, and ethical standards.
To strengthen my skills, I invested in education. I completed programs at the Institute of Directors (Chartered Director Course), IMD Business School, and the Harvard Business School GMP Leadership Development Program. Each experience gave me new insights into how organizations can balance growth with responsibility.
These studies shaped my later career, where governance became central to my work. Whether at AKROS, in philanthropy, or in advisory roles, I learned that governance is not about bureaucracy—it is about creating structures where people can thrive and businesses can endure.
Beyond Business: Governance, Education, and Purpose
In 2023, after nearly three decades in the industry, I turned my focus to work with a broader social and governance purpose. Through VK Ventures, I now advise on corporate and family governance, helping organizations and families build sustainable growth structures and long-term legacy.
I also lead initiatives like Lomonosov23, empowering talented youth through education. Supporting the explorations of Fiódor Konyukhov reminded me of the power of human resilience and vision.
This phase of my life is less about quarterly results and more about impact—how governance, mentorship, and education can shape societies for the better.
What the Journey Taught Me
From Krasnodar to Harvard, from the industry to the boardroom, one lesson stands out: success is never an individual story. It is always the outcome of teamwork, trust, and shared values.
Whether leading thousands at Schlumberger, building a company like AKROS, or guiding governance initiatives today, I have learned that leadership means creating space for others to succeed.
And if there is one message I carry forward, it is this: hard work matters, but the real strength lies in the team around you.