Back in 1991, Oleksiy Skrypnyk created a company that reflected his passion for moral values in business and ongoing excellence. Over the years, his managerial genius transformed ELEKS into one of the leading software engineering companies in Eastern Europe. Oleksiy’s versatile personality is a key to his success as a passionate and effective speaker, a respected teacher, trainer and expert in power engineering. In 2014, Oleksiy has been elected MP, left the position of CEO and took on the role of external adviser on strategic business matters. Report Is it possible to escape from CEO position?

1. How to escape
from CEO
True story about revolution, volunteers, Parliament
and moving of management of IT Company to the
new one

2. ● 33 years in IT
● 15 years as Dev
● 15 years as PM
● 14 years as CEO
● 1,5 year as MP
About me

3. About eleks

4. M A Y D A N

5. R E V O L U T I O N

6. CAN’T
Stay Outside
Work at the
Same Level

7. THINKING ABOUT
New Young
Management
Yachting in
Next 15
Years

8. Oleh Duhin Andrey Hankevich
Ruslan
Zakharchenko Chief Global Strategist, CTO
3 years at ELEKS,
35 years US IT experience
Chief Operating Officer
15 years at ELEKS,
PM’s background
Chief Executive Officer
14 years at ELEKS,
was elected CEO at 2014
NEW MANAGEMENT

9. Challenge - Election
● Have no clue what to do
● New environment
● “Kidalovo” as a style of life
● No win-win, yes pay –pay

10. Agreement for 2015 with new
management
● Don’t interfere for one
year
● Advices, not orders
● Strict KPI to achieve
● Deadline - January 15,
2016
● Active board participation

11. BOD
● Active board with new C involvement
● Analysis of each month after financial control
● Strategy, control, advice and help
● Company structure transformation through the
BOD

12. Challenges
● Possibility for one big fault disregarding of its size
● Lesson told or taught? Of course – lived
● MBA vs real life: big difference
● Values are provided not through talking about them but through
practicing
● Big attention to talented people – they are the first to be fired during
times of turbulence
● Sooner or later each private company that has more than 300 people
becomes a government
● Old management was wrong, new is right
● I like that I dislike

13. Post Mortem Analysis after 2015
● Not achieving Goals of 2015 :(
● Mistakes in EO management
● ½ hour interview with more than 60 people in the company
● Analysis of mistakes
● Forgetting about our main product – projects
● Multi level structure is too complicated – too high in the clouds
● People are key factor to success
● Values are not buzz words. Values are actions and verbs!
● Management was not result-oriented
● Absence of punishment – no lessons, no results
● Changes in management
● Up or out :(

14. Action List 2016
● New management team. Attention to all direction!
● Changes on the top
● Strong KPI for every manager
● Hard talks with all team-members
● Analysis of sales & delivery machines. Spotting gaps and eliminating
absence of responsibilities
● New sales organization
● Culture of projects
● Responsibilities and execution
● People are key factor to success
● Values are not buzz words – values are actions and verbs!

15. I trust ELEKS team
● My OWN mistakes
● If I’ll return – all done is gone
● New board with external members
● Accepting mistakes
● Going into the future
● Strategy for the next years

16. Thank you!