Greg
Bocharov
Head of the product vertical at the Moscow Exchange. MOEX turnover of 1 quadrillion rubles or $16.7 trillion
Passed the 500 Global acceleration program. The team was declared the winner of the batch
Two Ironman 70.3 finisher
Approved for O1 visa to the U.S. for outstanding talent
Raised investments from the largest bank in Russia and Eastern Europe
CEO and co-founder Segmentable.io, ex-Chief Product Officer at Moscow Stock Exchange, triathlete
Made 3 publications in international journals
Traveled from  Vladivostok to Moscow by trains and local rails. 3 months, 30 cities, over 9 000 miles
Twice went through vipassana - the practice of 10 days of silence and meditation
Went through two Ironman halves in Austria and Estonia. 1.9 km swimming, 90 km cycling, 21 km running
GENERAL INFORMATION
Let's get to know each other better
About me
Core competence is creation and development GTM for digital projects

Built startup Insize from the ground up with a valuation of $ 2M following 500 Startups Accelerator in Russia

Managed the entire product team at Russian Stock Exchange. Managed and hired teams of more than 30 people: marketing experts, salespeople, middle and upper managers, technical staff
Чем я занимаюсь?
Мои опыт в бизнесе
Компания «InSize»
Создал производство промышленных весов, которые помимо веса измеряют еще и габариты и передают всю
информацию в систему управления складом.

Эти данные используются для оптимизации хранения и логистики интернет-магазинов, ритейлеров, транспортных и курьерских служб
Проект «Undo»
За 5 дней запустили сервис по подготовке претензий на возврат денег за отмененные авиабилеты и туры в условиях пандемии COVID-19.

За 1 месяц работы без инвестиций вышли на показатели эквивалентной выручки в 1,5 млн ₽ в месяц или 40 продаж в сутки
Галерея
Медиа с моих выступлений и статьи в СМИ
Implemented the GTM, JTBD methodology, Customer Development, OKR, HADI, Unit-Economics, Customer flow

I consider my strongest skills to be the ability to create functional self-sustaining systems and to adapt existing systems to changing environment
Greg Bocharov
What skills I do not have
Coding
Design
Scaling channels: Paid, Display and ATL channels
Hiring DevOps and QA
Other skills and tools
Customer Development
Lean Canvas
Customer Journey Map
MSSP
Competitor Research
JTBD interview
Investment memorandum
I have in-depth experience in preparing a full set of materials necessary for obtaining investments: pitch deck, invest memo, financial model, market reaserch, market size
Building a team for a specific task
Recruitment, assessment and onboarding of specialists: Bizdev, PM, PO, Project, Designer, CJE, B2B & B2C Sales, PDL, CTO, Analytics
Channel scaling
High experience:
Paid perfomance, Agents, Affiliate, Partners

One-time experience:
50+ engagement channels

Unit-economics and product-market fit
Building the Discovery Process using CustDev and Kano functional analysis. Devise manageable process of finding potential areas of growth and implementing initiatives within the specified deadlines and highest quality
Strategic planning
I will create forecasting process for the period of up to 1 year within 15% probability, while continuously adjusting the forecasts based on performance to achieve the desired accuracy and execution
Data-driven methodology
I will decipher the process of money creation in the company. I will set up a monitoring system that will allow you to react to the changing environment and will be the basis for data-driven business decisions
Travel
Transaction
Logistics
HaaS
My works
Industries and business models where I have experience
InSize was closed because of COVID-19 lockdown and closed borders
Undo was temporary solution for COVID-19 lockdown situation
Travel
Transaction
Logistics
HaaS
InSize was closed because of COVID-19 lockdown and closed borders
Undo was temporary solution for COVID-19 lockdown situation
Медиа с моих выступлений и статьи в СМИ
Moscow stock exchange
Chief product officer, Finuslugi.ru
Обязанности:
общее управление вертикалью «Сбережения». Достижение требуемых плановых показателей по прибыли

В управлении:
30 человек в прямом подчинении + 20 в смежном

Бюджет в управлении:
NDA
Контекст:
Московская биржа, одна из крупнейших бирж в мире с оборотом 1 квадрилион рублей. Помимо биржевой деятельности управляет финансовым маркетплейсом Финуслуги, который продвигает прорывной способ предоставления финансовых инструментов населению онлайн. Российский финансовый рынок считается одним из наиболее развитых в мире
Что получилось:
1. Вырастили конверсию в продукте в 10 раз. Улучшили EU Rate. Значение метрик под NDA
2. Настроили процесс Discovery, что позволило сформировать достаточное число идей для выполнения плана продаж
3. Повысили скорость внедрения идей на 43%
4. Внедрили аналитику позволяющую быстро реагировать на изменение всех жизненно важных показателей
5. Внедрили механизмы планирования результатов, которые дают точность попадания 20%

Что не получилось:
1. Не смогли побороть высокий PBP
2. Не смотря на увеличение скорости имплементации идей, она осталась недостаточно для того чтобы конкурировать со финтех-стартапами
Responsibilities:
Execution of the "Deposits" vertical. Delivering of expected profitability targets

Management:
30 people direct reports + 20 in cross functional teams

Budget under management:
cannot disclose under NDA
Context:
Moscow Exchange is one of the largest exchanges in the world with a total volume of $16,6 trillion in transactions. Besides providing MOEX financial services it operates marketplace that offers financial instruments to the retail consumers online. The Russian financial market is considered one of the most sophisticated in the world

What we got well
1. Increased the conversion rate of the product 10X and improved EU Rate.
2. Set up the Discovery process, which generated sufficient number of hypotheses to reach the sales plan.
3. Increased the execution of hypotheses by 43%
4. Set up analytics to quickly respond to changes in critical metrics
5. Implemented planning mechanisms to achieve the results within ±20% accuracy

What we didn’t work out to the end
1. Couldn’t lower high PBP
2. Despite the increase in the speed of implementation, it remained insufficient to compete against fintech startups
References

Professionals about me
Gallery
Some of my articles in media
Contacts

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