Pavel Golukhin —
Development of strategies and programs to improve operational efficiency for companies in the energy, manufacturing, logistics, and mining sectors. Establishment of project offices and implementation of best practices in project management. Development of digitalization programs and implementation of industrial IT solutions.
20+
years of experience in project management
10+ billion ₽
total project budget
15+
developed and successfully implemented development programs
Clients and Partners
Successful development and implementation of company strategies, operational efficiency improvement programs, and functional strategies. Organization and enhancement of project work to achieve better results.
Implementing large-scale projects requires a combination of analytical thinking, leadership skills, and the ability to manage change. My experience allows me to confidently lead projects of any complexity. I pay special attention to every stage—from concept formation to achieving specific, measurable, and scalable results.
Every solution undergoes a viability check and alignment with business objectives. My goal is not just to successfully complete a project, but also to ensure maximum return on invested resources. I thoroughly analyze risks and opportunities to propose the best solutions for achieving goals, as well as build and develop successful teams for effective project execution.
Project Management
I create an effective project management system using best practices with a high degree of customization to best achieve target goals
01.
Digitalization and Technology Implementation
I develop programs for the use and implementation of industrial IT products, such as IoT, blockchain, and AI, taking into account industry best practices.
04.
Project Office Establishment
I effectively organize project offices within a company and integrate them into the existing organizational structure, including training company employees in project management skills and standards.
03.
Development and Updating of Business Strategies
I develop and update long-term company development strategies, taking into account the specifics of the company’s activities and the industry.
05.
Operational Efficiency Improvement
I develop and implement programs to enhance a company’s operational efficiency and functional strategies using a wide range of tools, analytical approaches, and statistical models based on company data, incorporating best practices.
02.
Areas and Competencies
Effective Tools and Approaches for Project Management
Completed Projects
Development and Implementation of a Project Portfolio Management System for the NEOM Energy System
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Establishment of a Project Office and Implementation of an Operational Efficiency Improvement Program and Digital Tools
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Development of a KPI System to Evaluate the Performance of a Holding’s Energy Subsidiary
Development and Implementation of a Project Portfolio Management System for the NEOM Energy System
Problem
The NEOM energy system included numerous large-scale projects: the construction of solar and wind power generation facilities, pumped-storage power stations, high-voltage power transmission lines, and digital infrastructure to ensure the system’s operation and interaction with consumers. Managing such a project portfolio worth over $ 10 billion was challenging due to the lack of a unified system for coordinating the execution of projects by various project offices. This led to risks of delays, inefficient resource allocation, and limited transparency in monitoring and decision-making by top management.
Solution
A project portfolio management system was developed and implemented, covering:
- Organization of the portfolio structure and interaction mechanisms with 20+ stakeholders (CEOs and their deputies) and contractors from the USA, Europe, and China.
- Development of a digital tool, a "data lake," for collecting and managing project information in real time from 10 project offices (100+ employees) without significantly increasing their workload.
- Launch of a pilot integrated project monitoring system, which included: control of construction progress, monitoring of financial indicators, and control of project and portfolio risks as a whole.
Resources and Timeline
Project team: 10 specialists.
Implementation timeline: 12 months (pilot version), including development, testing, and deployment.
Implementation timeline: 12 months (pilot version), including development, testing, and deployment.
Result
An integrated management system was created, ensuring:
This system became the foundation for the successful implementation of the first phase of the NEOM energy system projects.
- Increased transparency of processes at all levels.
- A 30% reduction in the time required for strategic decision-making.
- Efficient resource allocation, minimizing budget overruns.
- Enhanced trust from stakeholders and contractors.
This system became the foundation for the successful implementation of the first phase of the NEOM energy system projects.
Result
Project team: 6 specialists.
Implementation timeline: 6 months.
Implementation timeline: 6 months.
Resources and Timeline
- Organized work to execute the operational efficiency improvement program and achieve the program’s KPIs.
- Recruited project office staff with the necessary competencies. Developed project work standards, taking into account the specifics of the industry and the division.
- Conducted training for all division employees (40+ people) and organized control and monitoring of project execution with regular tracking of program goals.
- Developed additional programs and tools, both by the office staff themselves and in collaboration with division employees.
Solution
The repair and service division of the company previously focused solely on current operational activities. To enhance the function’s efficiency and reduce costs, a project office was established. The office’s first task was to ensure the implementation of an operational efficiency improvement program using the existing workforce without significantly increasing staff numbers. Additionally, the project office was intended to become a center of competence and function development.
Problem
- Successful execution of the operational efficiency improvement program with an economic impact on EBITDA of 1 billion rubles.
- Effective completion of projects by division employees, both under the guidance of the project office and independently.
- Development and implementation by the project office of tools for asset evaluation (pre-M&A, financial and technical analysis).
- Organization and management of a project to create a digital twin with an initial economic impact on EBITDA of 80 million rubles.
Establishment of a Project Office and Implementation of an Operational Efficiency Improvement Program and Digital Tools
Development of a KPI System for an Energy Subsidiary of a Major Gas Production Company (20+ Assets)
Problem
The energy holding, a subsidiary of Gazprom PJSC, faced the absence of a system for evaluating the performance of its enterprises. This made it difficult to assess operations, reduced process transparency, and complicated decision-making by management. The lack of a unified approach to evaluation led to increased costs and inefficient use of resources.
Solution
- Analysis of the current situation: an audit of processes at all management levels was conducted. An integrated system for implementing KPIs at multiple levels was developed.
- Development of a performance indicator system: a structure was created, including financial, production, and environmental KPIs tailored for each asset.
- Integration of a digital platform: a unified system for collecting, analyzing, and visualizing data across all assets was implemented.
Resources and Timeline
Project team: 10 specialists (analysts, project managers, IT experts).
Implementation timeline: 8 months, including pilot testing on 3 assets and subsequent large-scale rollout.
Implementation timeline: 8 months, including pilot testing on 3 assets and subsequent large-scale rollout.
Result
- Transparency and control: a unified KPI system ensured the standardization of indicators and their real-time accessibility for management.
- Cost reduction: by identifying inefficient processes, operational costs were reduced by 15%.
- Improved communication: the standardization of reporting accelerated data exchange between departments and increased decision-making speed.
Areas of Collaboration
Establishment and Development of a Project Office
Setting up a project office from scratch and improving its operations. Implementing best practices (PMP, Agile, PRINCE-2) while considering the unique characteristics of the company and industry. The most important aspect is not the ability to follow standard approaches, but rather creating a tailored approach to project execution.
Strategic Project Management System
Building a turnkey project management system—from developing the structure and implementing tools to monitoring and optimizing results. Ensuring efficient use of resources and achieving goals within set deadlines. Clear interaction between all project participants is guaranteed to minimize risks and accelerate implementation.
Optimization of Operational Activities and Development of Functional Strategies
Audit of current processes, development, and implementation of solutions to increase productivity, reduce costs, and improve key performance indicators (KPIs). The result is the creation of a sustainable system capable of adapting to changes and supporting long-term growth. Solutions are developed with the specifics of the business in mind and are focused on achieving maximum economic impact.
Invite to collaborate or join the company’s team
Are you looking for a reliable partner to implement ambitious projects?
I specialize in developing and updating strategies, organizing and optimizing project work, as well as improving operational efficiency using modern digital tools.
My main goal is to create effective and practical solutions that deliver real value to the business and ensure long-term results.
Send a request, and we will discuss how I can help your company reach new heights.
I specialize in developing and updating strategies, organizing and optimizing project work, as well as improving operational efficiency using modern digital tools.
My main goal is to create effective and practical solutions that deliver real value to the business and ensure long-term results.
Send a request, and we will discuss how I can help your company reach new heights.
Master of Business Administration
Cornell University,
Johnson Business School, NY, USA
Johnson Business School, NY, USA
Master of Information and Data Science
University of California,
Berkeley, CA, USA
Berkeley, CA, USA
Higher Engineering and Economic Education
Moscow Power Engineering Institute
Resume
ENOWA (NEOM), Kingdom of Saudi Arabia
03.2023 – 07.2024
Project Portfolio Manager, Energy Strategy and Project Implementation Division
AIM-Holding, Moscow, Russia
09.2021 – 03.2022
Head of the Procurement Strategy Department
First Freight Company, Moscow, Russia
08.2020 – 08.2021
Head of the Development and Operational Efficiency Improvement Department, Rolling Stock Operations Division
PricewaterhouseCoopers Advisory, Moscow, Russia
10.2017 – 08.2020
Manager, Strategic and Operational Consulting, TUCE Practice (Telecom, Utilities, Energy, Education)
Cognitive TPG, New York, USA
05.2016 - 08.2016
MBA Intern, Corporate Development, Internal Strategic Consulting
EnergoSnabStroy LLC, Moscow, Russia
11.2013 – 07.2015
Commercial Director (Sales Office of an Electrical Equipment Manufacturer)
LEP StroyEnergo LLC, Moscow, Russia
04.2012 – 11.2013
Deputy General Director (Sales Office of an Electrical Equipment Manufacturer)
FGC UES PJSC, Moscow, Russia
12.2010 – 04.2012
Central Power Grids — Deputy Head of the Contract Work Department
04.2004 – 06.2010
Electrosetservis — Head of the Procurement and Supply Department
The beginning of a career in strategic and operational consulting. Development of initial projects for optimizing business processes for large companies.
Start in Consulting
Creation of a development and operational efficiency improvement department in Russia’s largest logistics company.
Establishment of a Project Office
Launching a procurement strategy department from scratch, including the development of category strategies for key resources.
Launch of a Procurement Strategy Department
Management of a $ 10 billion project portfolio for the NEOM energy system, including digital tools and big data analysis.
NEOM Projects
Management of a large-scale project to consolidate energy infrastructure assets, covering 200+ facilities.
Asset Consolidation Project
Creation of a digital twin of an asset using big data and predictive analytics tools.
Digital Twin
Implementation of strategies for the use of digital tools in energy, logistics, mining, and manufacturing.
Digital Projects
2010
2013
2016
2018
2020
2022
2024
Gallery
Values and Personal Achievements
My lifestyle is a combination of discipline, a drive for development, and a search for new challenges. Weightlifting and Thai boxing have toughened my character, teaching me to work at the limits of my capabilities and overcome obstacles. Long-distance running helps me find balance, maintain focus on goals, and appreciate the process of moving forward.
Beyond sports, I am inspired by exploring stock markets—a world of strategy, analysis, and opportunities where I find parallels with project management and business. Family, personal achievements, and the pursuit of harmony in all areas of life are what shape my values and motivate me to keep moving forward.
Beyond sports, I am inspired by exploring stock markets—a world of strategy, analysis, and opportunities where I find parallels with project management and business. Family, personal achievements, and the pursuit of harmony in all areas of life are what shape my values and motivate me to keep moving forward.
Expert in project management, strategic and operational development of manufacturing companies, and the use of IT tools and big data analytics.
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