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We help clients face key challenges and solve complex problems
We help clients face key challenges and solve complex problems
in the context of the strategic, operational and innovative agenda of management and shareholders through the use of global best practices and a reasonable balance of traditional and innovative approaches
Arthur Consulting highlights:
< 1 month
to develop a basic strategic decision
~ 3% EBITDA
potential effect based on the results of operational diagnostics
> 90%
of projects in the portfolio are based on innovation and digital solutions
Case studies of industry and functional practices
Strategy
Avoiding the usage of personal transport and increasing the popularity of public transport are unavoidable and necessary goals for any successful city. They are not achievable without active demand management (e.g., restrictions for private transport) in addition to the implementation of the SDG agenda and autonomous mobility development
Operations
The density of public transport traffic, the scale of congestion, and potential impact on other road users determine the rationale for a dedicated lane for public transport
Innovations
The commercial and social success of integrated mobility platforms (MaaS) occurs when a critical mass of users switches to a subscription model of public transport usage, choosing not to use their personal vehicles
Investments
The highest level of investment activity, in addition to traditional areas, is expected in the following areas: sharing vehicles of all types (cars, bicycles, scooters), development of unmanned systems in almost all transportation segments, as well as the development and production of electric vehicles and construction of charging infrastructure
Avoiding the usage of personal transport and increasing the popularity of public transport are unavoidable and necessary goals for any successful city. They are not achievable without active demand management (e.g., restrictions for private transport) in addition to the implementation of the SDG agenda and autonomous mobility development
Operations
The density of public transport traffic, the scale of congestion, and potential impact on other road users determine the rationale for a dedicated lane for public transport
Innovations
The commercial and social success of integrated mobility platforms (MaaS) occurs when a critical mass of users switches to a subscription model of public transport usage, choosing not to use their personal vehicles
Investments
The highest level of investment activity, in addition to traditional areas, is expected in the following areas: sharing vehicles of all types (cars, bicycles, scooters), development of unmanned systems in almost all transportation segments, as well as the development and production of electric vehicles and construction of charging infrastructure
Strategy
Making investment decisions on the development of the railway network should consider the complexity of the graph and correspondence matrix and requires simulation modelling to assess the complex effect on different areas of the network and the investment program as a whole
Operations
Efficiency of passenger railway transportation can be increased by using the flexible and customized tariff menu, creating night trains, developing the potential of ailway tourism, upgrading the level of services and comfort of rolling stock
Innovations
The transition to fleet and infrastructure management on the basis of digital twins technology requires a gradual but targeted switch to procurement implying the use of a digital passport and the possibility of rapid integration into the united digital system
Investments
Solutions for multimodal transportation of goods and passengers, integrating rail transport with other modes of transport, technological solutions based on IoT and unmanned technologies are of interest to investors
Making investment decisions on the development of the railway network should consider the complexity of the graph and correspondence matrix and requires simulation modelling to assess the complex effect on different areas of the network and the investment program as a whole
Operations
Efficiency of passenger railway transportation can be increased by using the flexible and customized tariff menu, creating night trains, developing the potential of ailway tourism, upgrading the level of services and comfort of rolling stock
Innovations
The transition to fleet and infrastructure management on the basis of digital twins technology requires a gradual but targeted switch to procurement implying the use of a digital passport and the possibility of rapid integration into the united digital system
Investments
Solutions for multimodal transportation of goods and passengers, integrating rail transport with other modes of transport, technological solutions based on IoT and unmanned technologies are of interest to investors
Strategy
After 2022, no one needs to be convinced that logistics is a critical subsystem, that should be more flexible and be able to work in conditions of high uncertainty
Operations
The main efficiency improvement potential is always at the multimodality junctions: in ports, transhipping points, customs, etc. Eliminating bottlenecks in these areas will provide a huge effect on shipping productivity
Innovations
The main difficulty of creating a digital logistics platform is that it should be aligned with the fleet of its own physical assets in the initial phase. For the target state, the platform should be supported with equidistance for all its participants
Investments
Software solutions aimed at route optimization, automation of document flow, increased transparency of the transactional environment, increased efficiency of vehicle use, and the creation of marketplaces that seamlessly connect shippers, logisticians, and carriers are of primary interest
After 2022, no one needs to be convinced that logistics is a critical subsystem, that should be more flexible and be able to work in conditions of high uncertainty
Operations
The main efficiency improvement potential is always at the multimodality junctions: in ports, transhipping points, customs, etc. Eliminating bottlenecks in these areas will provide a huge effect on shipping productivity
Innovations
The main difficulty of creating a digital logistics platform is that it should be aligned with the fleet of its own physical assets in the initial phase. For the target state, the platform should be supported with equidistance for all its participants
Investments
Software solutions aimed at route optimization, automation of document flow, increased transparency of the transactional environment, increased efficiency of vehicle use, and the creation of marketplaces that seamlessly connect shippers, logisticians, and carriers are of primary interest
Strategy
Shift from mass production to small-scale and customized production with its specific requirements requires a radical review of the company’s operational business model, creation of the product managers institute, and building new innovative functions
Operations
Even in cutting-edge companies, there are great opportunities to create additional value and improve margins and sustainability of the entire business by building optimal interactions between various functions (sliding integrated business planning) that can be still quite isolated
Innovations
Innovation in industry relies on fundamental and applied science. The effective path to solve strategic and operational challenges begins in university campuses, laboratories, and research centers. Collaboration with these institutions is always on our company’s agenda
Investments
Additive technologies, IoT, robotics, digital twins and production automation, optimization of control systems using AI to automate industrial design processes and control production processes are of the greatest interest. In the current conjuncture, the acquisition of production assets by companies from unfriendly countries leaving the Russian Federation is of considerable interest
Shift from mass production to small-scale and customized production with its specific requirements requires a radical review of the company’s operational business model, creation of the product managers institute, and building new innovative functions
Operations
Even in cutting-edge companies, there are great opportunities to create additional value and improve margins and sustainability of the entire business by building optimal interactions between various functions (sliding integrated business planning) that can be still quite isolated
Innovations
Innovation in industry relies on fundamental and applied science. The effective path to solve strategic and operational challenges begins in university campuses, laboratories, and research centers. Collaboration with these institutions is always on our company’s agenda
Investments
Additive technologies, IoT, robotics, digital twins and production automation, optimization of control systems using AI to automate industrial design processes and control production processes are of the greatest interest. In the current conjuncture, the acquisition of production assets by companies from unfriendly countries leaving the Russian Federation is of considerable interest
Strategy
Shift from mass production to small-scale and customized production with its specific requirements requires a radical review of the company’s operational business model, creation of the product managers institute, and building new innovative functions
Operations
Even in cutting-edge companies, there are great opportunities to create additional value and improve margins and sustainability of the entire business by building optimal interactions between various functions (sliding integrated business planning) that can be still quite isolated
Innovations
Innovation in industry relies on fundamental and applied science. The effective path to solve strategic and operational challenges begins in university campuses, laboratories, and research centers. Collaboration with these institutions is always on our company’s agenda
Investments
Technologies related to 5G, design and manufacturing of telecom component base, development of AI to improve business efficiency and create custom content, cloud technologies are of primary interest in terms of investment in the telecom industry
Shift from mass production to small-scale and customized production with its specific requirements requires a radical review of the company’s operational business model, creation of the product managers institute, and building new innovative functions
Operations
Even in cutting-edge companies, there are great opportunities to create additional value and improve margins and sustainability of the entire business by building optimal interactions between various functions (sliding integrated business planning) that can be still quite isolated
Innovations
Innovation in industry relies on fundamental and applied science. The effective path to solve strategic and operational challenges begins in university campuses, laboratories, and research centers. Collaboration with these institutions is always on our company’s agenda
Investments
Technologies related to 5G, design and manufacturing of telecom component base, development of AI to improve business efficiency and create custom content, cloud technologies are of primary interest in terms of investment in the telecom industry
Strategy
The traditional business model of energy companies is beginning to expand by providing consumers with new products and personalized services, including energy management and customized solutions for smart home and smart city. Integration and communication between business and the end consumer is also significantly strength
Operations
Energy asset management based on predictive analytics, big data, artificial intelligence, and remote maintenance is becoming a high priority in conditions of supply chain external limitations. The role of the human factor in operational decision making continues to diminish
Innovations
Digital platforms are becoming a key tool for building long-term relationships with customers. Smart grids make it possible to distribute power effectively using consumption forecasts, and to accumulate data sets for further processing and analysis
Investments
Solutions related to the development of "smart grids," based on artificial intelligence, decentralization of systems and the subsequent accumulation of energy to reduce the cost of operation are among the most relevant topics for investment. The second main vector of investment activity is projects related to technologies to reduce the carbon footprint of power generation
The traditional business model of energy companies is beginning to expand by providing consumers with new products and personalized services, including energy management and customized solutions for smart home and smart city. Integration and communication between business and the end consumer is also significantly strength
Operations
Energy asset management based on predictive analytics, big data, artificial intelligence, and remote maintenance is becoming a high priority in conditions of supply chain external limitations. The role of the human factor in operational decision making continues to diminish
Innovations
Digital platforms are becoming a key tool for building long-term relationships with customers. Smart grids make it possible to distribute power effectively using consumption forecasts, and to accumulate data sets for further processing and analysis
Investments
Solutions related to the development of "smart grids," based on artificial intelligence, decentralization of systems and the subsequent accumulation of energy to reduce the cost of operation are among the most relevant topics for investment. The second main vector of investment activity is projects related to technologies to reduce the carbon footprint of power generation
Project background of our team in the Republic of Kazakhstan
Optimization of the logistics function at mining and metallurgical assets
Government of the Republic
Logistics master plan of the Republic of Kazakhstan
Almaty Akimat
Development of a portfolio of strategic initiatives for the development of the transport complex of Almaty
National Oil Company
Development of a cost reduction and operational efficiency improvement program
Government of the Republic
Development of a container transit strategy through the Republic of Kazakhstan
The largest developer
The company’s development strategy, formation of the Board of Directors and improvement of operational efficiency
Arthur Consulting Team in Kazakhstan
-
Alexander Ovanesov -
Pavel Vlasov
Board of experts
- Boris PoretskiyDigital shift, breakthrough technologies and business models
- Vladimir BorutskiyUrban and regional development, industrial innovation
- Elena MoiseevaCorporate governance and implementation of changes in context of ambiguity
- Nikolay NazarovInvestment strategies and corporate finance
Alexander Ovanesov - Managing Partner
Education:
— Moscow Institute of Electronics and Mathematics
— EMBA CEIBS/IESE/Wharton 2014−15
Professional Experience:
Alexander has been working in investment business and management consulting since 1994. He specializes in transportation, energy, construction, strategic choices under uncertainty, improvement of organizational structures and management systems, change management.
Alexander led more than 100 projects in various areas, for instance: a transport and logistics master plan of the Republic of Kazakhstan, a simulation model for the development of infrastructure of a large transport holding, the development of transport complexes in Moscow and Almaty, a strategy for the energy sector of the Russian Federation, a concept of development of the ZIL territory, co-author of the report "The Future of Aviation 2030", etc.
Alexander was a member of the Expert Council for Transport Development under the Mayor of Moscow in 2014.
Before Arthur Consulting, Alexander was a Managing Partner at Arthur D. Little Russia and Strategy Partners Group
Boris Poretskiy - Partner
Education:
— Mechanical Institute in St. Petersburg
— MM at Kellogg Graduate School of Management
Professional Experience:
Boris Poretsky came to international management consulting in 1997. He worked in Western and Eastern Europe, Latin America, Russia and former USSR countries.
Boris specializes in corporate strategy, digital transformation and innovative development in a variety of industries: info-communications, transportation, automotive, oil and gas.
Communications and technology: Boris developed global fintech and digital product solutions for telecom operators, created digital ecosystem strategies, and led transformational programs for telecommunication industry leaders.
Transport and logistics: he developed strategies and implemented operational excellence programs for freight and passenger carriers and operators in rail, air and road transport.
Automotive industry: Boris has consulted one of the leading Russian car manufacturers for several years. He advised on strategic alliances, new model development, development management, general strategy and strategies of separate business lines (automotive components, trade networks, logistics).
Oil and gas industry: Boris Poretsky worked on international development strategies, fuel retail and organizational development.
Prior to Arthur Consulting, Boris Poretsky was a Partner at Strategy Partners, E&Y, A.T. Kearney, and a Senior Partner at Roland Berger.
— Mechanical Institute in St. Petersburg
— MM at Kellogg Graduate School of Management
Professional Experience:
Boris Poretsky came to international management consulting in 1997. He worked in Western and Eastern Europe, Latin America, Russia and former USSR countries.
Boris specializes in corporate strategy, digital transformation and innovative development in a variety of industries: info-communications, transportation, automotive, oil and gas.
Communications and technology: Boris developed global fintech and digital product solutions for telecom operators, created digital ecosystem strategies, and led transformational programs for telecommunication industry leaders.
Transport and logistics: he developed strategies and implemented operational excellence programs for freight and passenger carriers and operators in rail, air and road transport.
Automotive industry: Boris has consulted one of the leading Russian car manufacturers for several years. He advised on strategic alliances, new model development, development management, general strategy and strategies of separate business lines (automotive components, trade networks, logistics).
Oil and gas industry: Boris Poretsky worked on international development strategies, fuel retail and organizational development.
Prior to Arthur Consulting, Boris Poretsky was a Partner at Strategy Partners, E&Y, A.T. Kearney, and a Senior Partner at Roland Berger.
Nikolay Nazarov - Principal
Education:
— MBA, Duke University, 2001−2003
Professional Experience:
Nikolay has been working in investment business and consulting since 2004. His specialization is transport, fintech, FMCG, energy, telecom operators, IT, venture capital companies, M&A deals, IPO, block trades, debt restructurings, special situations, ESG strategies, and fundraising.
Examples of large projects: international private placement of shares of a large logistics operator, M&A transactions with energy assets in Russia, acquisition of a controlling stake in one of the largest financial companies in Russia, complex structured transactions (LBO, debt restructuring) in FMCG and production of construction materials, attraction of financing for venture companies in Russia, development of a sustainable development concept for a major holding company in Russia.
Prior to Arthur Consulting, Nikolay worked at Russian Railways, Otkritie Bank, Sberbank, Troika Dialog, and had a private practice in M&A transactions and consulting.
— MBA, Duke University, 2001−2003
Professional Experience:
Nikolay has been working in investment business and consulting since 2004. His specialization is transport, fintech, FMCG, energy, telecom operators, IT, venture capital companies, M&A deals, IPO, block trades, debt restructurings, special situations, ESG strategies, and fundraising.
Examples of large projects: international private placement of shares of a large logistics operator, M&A transactions with energy assets in Russia, acquisition of a controlling stake in one of the largest financial companies in Russia, complex structured transactions (LBO, debt restructuring) in FMCG and production of construction materials, attraction of financing for venture companies in Russia, development of a sustainable development concept for a major holding company in Russia.
Prior to Arthur Consulting, Nikolay worked at Russian Railways, Otkritie Bank, Sberbank, Troika Dialog, and had a private practice in M&A transactions and consulting.
Pavel Vlasov - Managing Director
Education:
— Moscow Institute of Electronic Technology (NRU MIET)
— Higher School of Economics (HSE)
Professional Experience:
Pavel has been working in management consulting since 2009. He completed more than 40 projects on the intersection of strategy and operational efficiency in the industrial sector.
Pavel specializes in energy, metallurgy, mining, petrochemistry, and transport industries.
Energy: He developed and implemented comprehensive programs for the transformation and improvement of operational efficiency for the largest generating and heating companies in Russia, including the Russian assets of international energy concerns.
Metallurgy and mining: Pavel worked with the largest enterprises of ferrous and nonferrous metallurgy, producers of nickel, copper and diamonds in Russia and CIS. He developed and implemented integrated business planning solutions, digital solutions, optimized supply chains of raw materials and finished products, and improved the efficiency of service and repair functions.
Petrochemistry: He developed product strategies, comprehensive programs to increase labor productivity, and functional strategies for the largest producers of plastics and rubbers in Russia.
Transportation: Pavel developed and implemented an operational excellence program and functional procurement strategy for airlines in Russia.
Before Arthur Consulting, Pavel was a Principal in Arthur D. Little Russia and Strategy Partners Group.
— Moscow Institute of Electronic Technology (NRU MIET)
— Higher School of Economics (HSE)
Professional Experience:
Pavel has been working in management consulting since 2009. He completed more than 40 projects on the intersection of strategy and operational efficiency in the industrial sector.
Pavel specializes in energy, metallurgy, mining, petrochemistry, and transport industries.
Energy: He developed and implemented comprehensive programs for the transformation and improvement of operational efficiency for the largest generating and heating companies in Russia, including the Russian assets of international energy concerns.
Metallurgy and mining: Pavel worked with the largest enterprises of ferrous and nonferrous metallurgy, producers of nickel, copper and diamonds in Russia and CIS. He developed and implemented integrated business planning solutions, digital solutions, optimized supply chains of raw materials and finished products, and improved the efficiency of service and repair functions.
Petrochemistry: He developed product strategies, comprehensive programs to increase labor productivity, and functional strategies for the largest producers of plastics and rubbers in Russia.
Transportation: Pavel developed and implemented an operational excellence program and functional procurement strategy for airlines in Russia.
Before Arthur Consulting, Pavel was a Principal in Arthur D. Little Russia and Strategy Partners Group.
Elena Moiseeva - Principal
Education:
— BS, Applied Mathematics, Perm State University
— MS, Economics, Higher School of Economics
Professional experience:
Elena has been working in management consulting since 2002. She specializes in operational, organizational and digital transformation, strategic development. Her industrial expertise focuses on telecom and IT, oil and gas, development institutions.
Among the largest projects: restructuring of service assets, strategic headcount planning, operational integration of companies after M&A, programs to increase productivity and reduce costs, quality management in a service company, assessment of the management system maturity, defining strategic development directions and market entry strategies, innovative and technological development.
Before joining Arthur Consulting, Elena worked in strategic and operational consulting for a Big-4 company.
— BS, Applied Mathematics, Perm State University
— MS, Economics, Higher School of Economics
Professional experience:
Elena has been working in management consulting since 2002. She specializes in operational, organizational and digital transformation, strategic development. Her industrial expertise focuses on telecom and IT, oil and gas, development institutions.
Among the largest projects: restructuring of service assets, strategic headcount planning, operational integration of companies after M&A, programs to increase productivity and reduce costs, quality management in a service company, assessment of the management system maturity, defining strategic development directions and market entry strategies, innovative and technological development.
Before joining Arthur Consulting, Elena worked in strategic and operational consulting for a Big-4 company.
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