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TARAS PUDAILO
Location: Kyiv, Ukraine
Phone: [открыть контакты](см. выше в блоке «контактная информация»)
E-Mail: [открыть контакты](см. выше в блоке «контактная информация»)
Linkedin, Telegram

Head of PMO
Project & IT leader with 10+ years of experience in delivery governance, digital transformation, and infrastructure management. Built
a PMO from scratch at DONE Group, developed a framework based on PMBOK/ISO, led a portfolio of 26 projects ($10K–$350K), and
managed a team of 9 PMs. Implemented Creatio CRM project tools, prioritization models, and capacity planning systems. As Deputy
CIO, oversee infrastructure, cloud, IT budget, procurement, cybersecurity, and change management. Act as CIO when required.
Focused on building transparent, scalable systems where strategy and execution align.
SKILLS
Project management: Agile (Scrum, Kanban), Waterfall, Hybrid
SDLC ownership: initiation → delivery → closure, MVP & release planning
ERP/CRM implementations (BAS ERP, Creatio), system integrations, Azure migration
Scope, budget, risk, and resource planning; KPI tracking
Stakeholder engagement: C-level, process owners, distributed teams
Business analysis: requirements gathering, user flows, SOPs, SLA setup
Tools: Jira, Confluence, MS Project, ClickUp, Miro, Trello, Excel
Team leadership: hiring, onboarding, mentoring, performance reviews
Change management & communication planning
Reporting: dashboards, progress tracking, executive summaries

WORK EXPERIENCE
Done (Recommendation Letter) Jul 2023 — Jul 2025
on-site - Kyiv, Ukraine
Head of PMO & Deputy CIO
PMO Leadership & Delivery Governance:
Designed and implemented a company-wide delivery framework based on PMBOK 7th Edition and ISO standards, tailored for
Strategic, IT, Operational, and Infrastructure projects.
Defined and integrated 27 SDLC practices across all project phases (Initiation → Closure), ensuring consistency and scalability.
Led full-cycle framework rollout via structured change management, onboarding, documentation, and tool enablement —
resulting in improved planning, transparency, and risk control.
Managed a portfolio of 26 internal/external projects (3–48 months, $10K–$350K) with systematic prioritization and resource
allocation via monthly strategy reviews.
Implemented control systems including deviation dashboards (25%+ alerting), centralized reporting, and a live portfolio review
cadence.
Built and led a PM team of 9 (5 Junior, 3 Mid, 1 Senior), introduced layered performance metrics and maturity models, and
conducted regular 1:1s, retrospectives, and risk reviews.
Developed a project prioritization system using Fibonacci scoring (8–233) and distinct business-value criteria for strategic vs
operational initiatives.
Independently implemented and configured the Creatio CRM project module (fulfilling roles of PM, PO, BA, QA), engaging
developers only for custom code — significantly accelerating delivery cycles.
Designed and deployed a resource planning module in Creatio, integrating project/operational loads and calendar availability —
enabling real-time capacity visibility and forecasting.
IT Strategy & Operational Leadership (Deputy CIO):
Oversee IT infrastructure continuity: networks, servers, SQL databases, backups, Azure cloud, and monitoring systems.
Lead daily operations across infrastructure, applications, and support teams; reassign responsibilities based on shifting priorities.
Own IT budget planning and procurement: manage tenders, negotiate contracts, approve IT purchases, and drive cost
optimization.
Enforce cybersecurity policies and ensure compliance with internal and external standards.
Liaise with business units to translate needs into prioritized IT initiatives that align with strategic goals.
Supervise change and release management: assess risk, plan deployments, and coordinate testing and rollouts.
Continuously optimize internal tools and workflows to reduce overhead and increase operational efficiency.
Act as second-in-command to the CIO — representing IT leadership in executive meetings and cross-functional strategy sessions.

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Done Dec 2021 – Jul 2023
on-site - Kyiv, Ukraine
IT Project Manager (Agile / Waterfall / Hybrid)
Led product, integration, client-facing, and infrastructure projects, including:
Core system implementation (Creatio BPMN, Vector)
Cloud migration to Microsoft Azure
Third-party system integrations
Average project scope: 3,500 hours, $200K budget, 9 FTEs
Selected delivery models based on deadlines, change likelihood, and team maturity, switching between Agile, Waterfall, or Hybrid
as needed
Managed a distributed team (Ukraine, Austria, Poland, Italy, Spain, Belgium, USA) with a 10-hour time zone spread
Directly led: 5 QA Engineers, 3 Business Analysts, 4 Developers, 1 Architect
Oversaw all daily operations and delivery activities without team leads
Acted as both Project Manager and Scrum Master across all projects
Facilitated sprint planning through:
Backlog grooming with Product Manager and tech leads
Sprint goal definition with cross-functional teams
Task assignment using capacity-based planning
Worked with internal and external Product Owners depending on the project context
Authored company-wide IT policies and SOPs covering:
Access management and approval workflows
Release/update protocols and post-deployment actions
Communication procedures, incident handling, and documentation governance
Initiated under direction of the Director of Digital Transformation
Reduced user-facing issues and support load through clear operational standards
Identified and reviewed human-related and operational risks biweekly to bimonthly
Collaborated with Head of PMO and Senior PMs for qualitative assessment
Prevented major cost overrun by postponing full-scale license purchase after detecting upcoming price changes, saving ~35%
through early market signal tracking
45% of projects delivered on time
Turned around delayed initiatives by:
Reallocating resources and adjusting priorities
Redefining MVP scope
Switching delivery models for improved flexibility and velocity
Hired 21 specialists, including PMs, BAs, and Product Managers
Orchestrated structured onboarding with:
Assigned mentors
Adaptation and work plans
Task ownership from early weeks

NDA Client Mar 2022 – Dec 2022
on-site - Cherkasy, Ukraine
IT Project Manager (Contract)
Led full-cycle implementation of BAS ERP 2.5 from scratch, covering sales, procurement, production, inventory, accounting, and
quality control modules
Integrated ERP with manufacturing equipment, enabling real-time data exchange and production tracking
Result: improved order traceability and reduced production defects through systematized quality control
Collaborated with process owners and senior managers to gather requirements and identify inefficiencies
Addressed critical bottlenecks, including:
Low digital readiness of key users (restructured staffing)
Complex equipment integration (engaged external experts)
Mapped business flows using Word and Miro, validated through user flows and live review sessions
Managed a cross-functional team of 7: 3 developers and 4 business analysts
Used Waterfall methodology with a defined project charter and communication plan outlining channels, responsibilities, and
reporting cycles
Ensured smooth coordination between business stakeholders and technical team
Provided weekly verbal progress updates to executive sponsors
Focused KPIs: timeline adherence and budget control
Frequently engaged in persuasive communication to adjust priorities, resource allocation, or delivery strategy based on project
dynamics

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Group of Companies A4 Jun 2019 – Oct 2021
on-site - Kyiv, Ukraine
IT Project Manager
Managed a program consisting of 6 ERP systems, mobile applications, and integration solutions aimed at building a modular
digital platform to be packaged and sold as ready-to-use business products
Prioritized projects based on financial potential and strategic impact, with budget size used as a primary decision-making criterion
Oversaw a cross-functional in-house team (30+ FTEs) of developers, business analysts, and a system architect
Acted as the sole project manager, establishing rules for resource reallocation and leading daily status meetings to ensure
alignment across workstreams
Prevented resource conflicts and delivery delays through proactive coordination and process standardization
Collaborated directly with company founders and business owners across multiple entities
Aligned expectations by documenting goals and success criteria in project charters and conducting post-release review sessions
Navigated shifting priorities through in-person 1:1 meetings to renegotiate budgets, scope, or timelines as needed
Managed individual project budgets averaging 9M UAH (~$300K), tracking expenditures via Excel
Used formal change request processes to handle scope changes
Developed risk matrices during charter creation and conducted quarterly reviews to reassess risk exposure
Reported on % of project completion and timeline status using Excel and a proprietary project management system
Influenced key management decisions, such as reassigning resources, by revealing unaccounted task dependencies through
project reports

Astarta-Kyiv May 2015 - Jun 2019
on-site - Kyiv, Ukraine
Head of Business Process Automation Department
Acted as Project Manager and key stakeholder in high-impact initiatives such as:
Unification of reference data across business units
Structuring and digitalization of fixed asset management
Transition to IFRS-compliant reporting standards
Collaborated with production, legal, and finance departments to align process transformations with regulatory and operational
needs
Delivered measurable business outcomes, including reduced equipment maintenance costs and enhanced asset transparency
Overcame resistance from end users and resolved data quality issues through targeted workshops and cleansing initiatives
Developed and implemented internal business regulations covering:
Departmental workflows
SLA-based request handling procedures
Roles and access control models
Standards were enforced both within the department and across the organization, improving consistency and accountability
Though not part of formal ISO or SOX frameworks, these standards laid the foundation for internal compliance discipline
Led a team of 7: 5 business analysts, 1 systems integrator, and 1 deputy manager
Established weekly task planning routines and coordinated cross-functional assignments
Delegated onboarding and mentoring responsibilities to the deputy manager, ensuring smooth adaptation of new team members
Defined and tracked both quantitative and qualitative KPIs, including:
Request response time
User satisfaction feedback
Number of post-implementation incidents
Conducted monthly performance reviews with the team to assess progress and identify improvement areas
Team members participated in company-wide bonus programs based on KPI achievement

Astarta-Kyiv Jan 2010 – May 2015
on-site - Kyiv, Ukraine
Leading specialist of business process automation department
СERTIFICATES
Certified Project Manager – IPMA Level D UPMA, Kyiv, Jun 2022 – Jul 2022
Project Manager Training – IPMA Level E Pro Business Center, Kyiv, Sep 2018 – Mar 2019

EDUCATION
Kyiv National Economic University Vadym Hetman, Master’s Degree in Finance, Sep 2012 – Jul 2013
Kyiv National Economic University Vadym Hetman, Bachelor’s Degree in Finance and Credit, Sep 2007 – Jun 2010

LANGUAGES
English - B2, Ukrainian - Native
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