IT staff – 250 people. Full development cycle. Own data centers. Federal information system (Insurance AIS). We operate under RF regulation (Federal Laws, data center and IS requirements).
Subordinate structure: Full development cycle after transfer of functional/business requirements and architectural design, infrastructure support and development, internal application services support and development, artificial intelligence development and growth department.
Responsibilities
Problem to be solved by the CTO
The internal development process from task assignment to handover for support is non-transparent. There is no objective assessment of team workload and efficiency. Deadlines are missed.
Minimize: involvement of new external integrators/consultants. Only internal competency development.
Main tasks (Block 1 – Audit and Diagnostics)
- Assessment of the actual team size (how many people are actually needed for tasks, with justification).
- Analysis of personnel workload adequacy (who is overloaded, who is underloaded).
- Evaluation of the effectiveness of the current structure and each employee / team.
- Identification of "bottlenecks" hindering radical acceleration of development.
Block 2 – Processes and Reliability
- Build an end-to-end business process for development cycle management:
task assignment → development → testing → handover to client / technical support
with SLA compliance at each stage.
- Implement management practices that guarantee deadlines (without "crutches" and emergencies). Ensure transparent team workload.
- Build a high availability (HA) architecture, performance management, industrial operation.
— SRE practices
— DRP / failover
— minimization of RTO / RPO
- Propose a system refactoring plan to improve operational reliability (without stopping the federal system).
Block 3 – People and Competencies
- Build a full cycle of internal competencies for the system and modules (including the growth of young specialists).
- Implement horizontal personnel development (transitions between teams, growth within grades).
- Shift the dialogue with teams to a "common language" (unified metrics, readiness criteria, acceptance).
Requirements
Experience:
- Developing management in companies with 150+ IT staff (development + infrastructure). Must be based on KPIs and metrics, not "feelings".
- Experience in organizing legacy systems without stopping the federal system.
- Management of ≥5 parallel development streams simultaneously.
- Practical experience with SRE, RTO/RPO, failover, DRP.
- Understanding of Russian regulations (requirements for IS, data centers, Federal Laws).
Conditions
- Official employment according to the Labor Code of the Russian Federation.
- Transparent motivation system, work in a stable, developing IT company. Annual bonuses.
- Corporate training (internal and external), corporate discounts from partners (Yandex Praktikum, fitness)
- Extended VHI program (with dentistry)
- Hybrid work format, sports events.
- The company provides equipment (laptop and monitors).
- Comfortable, equipped office and relatively convenient location in the center of Moscow.
