Vegatrace

PRODUCT LEADERSHIP PRACTICE — HEAD OF PRODUCT / CPO
From signal to shipped.
PrincipalAleksandr Kurinov
Track record12+ years in product
LanguagesRU · EN (C2) · ES (B1)
StatusTaking on new work
Profile — 01

I build product organizations around systems that can't afford to fail.

12+ years across industrial automation, IoT/SCADA and enterprise device management — as the engineer who built the system, the founder who sold it, and now the Head of Product who owns the roadmap, the go-to-market and the P&L. Shipped in Russia, the US and Latin America.

Email me → Telegram — preferred Download CV (PDF)

Impact readout

FIG. 1 — 02
12Y 8M
Track record
Across engineering, founder and product-leadership roles.
₽100B+
TAM sized
For Aurora Center's core segment, 2026.
300K+
Licenses mapped
Across the current target-account shortlist.
1M
Planned procurement
From a single lead greenfield account.
7
Mini-teams
Shipping the 2025–2026 roadmap in parallel.
3
Markets shipped in
Russia, United States, Argentina.

Two ways to work together

FIG. 2 — 03
A
Mode A · your team
Embedded Head of Product

I take the Head of Product seat and run product with the people you already have. Your team, your stack, your roadmap — I bring the process, the prioritisation and the accountability for outcomes.

TeamYours — I work inside it
I bringProduct process, prioritisation, metrics, roadmap ownership
Fits whenEngineers are shipping, but no one owns product direction
FormatFull-time, part-time or interim cover
You keepA documented operating system your team runs without me
Discuss Mode A →
B
Mode B · my team
Product function, delivered

I bring a team and take the product end to end. Composition is agreed per project — from a product manager plus analyst, up to a full product group covering discovery, delivery and go-to-market.

TeamMine, sized to the brief
I bringThe whole product function — discovery through launch and support
Fits whenYou need a product run or built, without hiring the function first
FormatProject-based or ongoing engagement
ScopeAgreed individually — scales up or down as the product does
Discuss Mode B →

Both modes draw on the same set of processes — the difference is who executes them. Search the full list below.

Process index

TABLE 1 — 04
Showing 32 of 32
PRC-01
Product process from zero
Building the discovery → delivery → release loop for a team that doesn't have one yet.
PRC-02
Discovery process
Continuous customer discovery: interview cadence, insight repository, and how findings actually reach the backlog.
PRC-03
Roadmap: build it and get it approved
From strategy to a roadmap stakeholders actually sign off on — and then hold to.
PRC-04
Backlog management
Intake from sales and support, grooming, and a definition of ready and done the team respects.
PRC-05
Release process
A release cadence that holds when several teams ship into one product in parallel.
PRC-06
Team topology for product
Splitting one large team into streams with clear ownership boundaries and no orphaned areas.
PRC-07
AI in the product workflow
Generative AI for release notes, docs, product updates and the routine writing that eats a PM's week.
PRI-01
Prioritisation system
A scoring model tuned to your business and constraints — not a template copied off a blog post.
PRI-02
Quarterly and release planning
Capacity against commitments, with the trade-offs made explicit before anyone promises a date.
PRI-03
Goals and OKRs for product
Cascading company strategy into goals a product team can actually act on this quarter.
PRI-04
The say-no framework
How escalations and "must-have" requests get decided, recorded, and defended afterwards.
MET-01
Metrics hierarchy
A North Star with a driver tree beneath it, down to metrics each team can genuinely move.
MET-02
Product analytics setup
The event model and what to instrument first — before spending on tools you can't yet feed.
MET-03
Unit economics
CAC, CLV, ROI and payback modelled per segment, so growth decisions rest on arithmetic.
MET-04
Activation and retention analysis
Where users drop off, and which fix is worth doing first.
MET-05
Pricing and licensing model
Packaging, tiers and enterprise licensing schemes that survive a procurement department.
MET-06
Product P&L and budgeting
Owning the numbers your product line is actually judged on.
MKT-01
Market sizing
TAM, SAM and SOM built on assumptions you can defend in a board meeting.
MKT-02
Segmentation and ICP
Finding the segment where demand is real, reachable, and worth the build.
MKT-03
Competitive analysis and battle cards
What competitors actually do, translated into a form the sales team can use in a live call.
MKT-04
Value proposition and USP
The one reason a buyer picks you, stated in their words rather than your feature list.
MKT-05
Positioning and messaging
Category, claims and proof points that hold up when a sceptical buyer pushes back.
MKT-06
Entering a new segment or market
B2G to B2B, or a new country — without rebuilding the product twice. Done both.
GTM-01
Customer journey map
The real path to purchase, with the commercial and legal risks along it surfaced early.
GTM-02
Sales enablement
Training the commercial team and building the materials they will actually open.
GTM-03
Target accounts and sales plan
A shortlist with real purchase potential behind it, and a multi-year plan to work through it.
GTM-04
Pilot and PoC process
Turning pilots into signed contracts instead of trials that quietly run forever.
GTM-05
Delivery and deployment process
For enterprise and on-prem products, where getting installed is half the battle.
ORG-01
Hiring and onboarding PMs
Scorecards, interview loops, and a first-90-days plan that produces an owner rather than a ticket-mover.
ORG-02
Coaching product managers
Growing the PMs already on your team into people who can hold the direction themselves.
ORG-03
Product review rituals
How decisions get made, written down, and revisited when the facts change.
ORG-04
Interim product leadership
Holding the Head of Product seat while you search for the permanent hire — and briefing them when they arrive.

Career path

FIG. 3 — 05
Engineer
PLC / SCADA developer
Energocentre · 2013–16
Founder
Founder / CEO
Valdem Automatization · 2016–19
Product
Senior Product Manager
Motorola Solutions, USA · 2019–22
Founder
CEO
Enmanos, Argentina · 2022–24
Product leader
Head of Product
Rostelecom · 2024–present

The throughline: engineering depth → founder-level accountability → enterprise product leadership. Each move added a layer without dropping the last one.

Experience log

06
v2024.06 → PRESENT
Head of Product — Rostelecom
Aurora Center: a fleet-management platform for PCs, laptops and mobile devices running Linux, Avrora and Android, built for medium and large business.
Owned
Roadmap & backlog, prioritisation, commercial-team enablement, marketing strategy, budget.
Shipped
  • Sized the core segment at ₽900M+ in demand, with a full 2026 TAM north of ₽100B.
  • Built a target-account shortlist worth 300K+ licenses in combined purchase potential; wrote the 2024–2027 sales plan.
  • Ran the competitive analysis (battle cards), defined the value proposition and USP, and mapped the CJM with marketing — surfacing commercial and legal risk in the delivery process.
  • Got the 2025–2026 roadmap approved, then shipped three releases in 2025 across seven parallel mini-teams.
  • Result: the company's first B2B motion after years of B2G-only — multiple enterprise contracts signed, including one greenfield account at 200K+ licenses with 1M planned.
  • Also introduced generative-AI tooling for release notes, product updates and ongoing competitive intelligence.
v2019.09 → 2022.01
Senior Product Manager — Motorola Solutions, USA
SmartICS: a no-code SCADA/IoT platform for industrial automation, telemetry, monitoring and BMS — built with Elcom+, targeting the US and the wider Americas. Cut project build time 3–4× and labor cost by 50%+.
Owned
Market & business planning (sizing, customer value curves, segmentation, USP), unit economics, and the metrics stack: Profit, CLV, CAC, MAU, Retention. User research and PR.
v2022.01 → 2024.04
Founder / CEO — Enmanos, Argentina
Own venture with Argentine partners: a P2P marketplace for exchanging fiat and crypto with home delivery. Live in Buenos Aires and Rio de Janeiro by early 2024, with organically growing transaction volume.
Earlier
2016–19
Founder / CEO — Valdem Automatization
Industrial automation systems & PLC integration. Delivered a gas-recovery unit for Gazprom, a water-disinfection station, and a car-wash network.
2013–16
Software Developer, PLC/SCADA — Energocentre
Built control algorithms and custom SCADA projects across industrial sites; on-site commissioning. Stack: SCL, FBD, LAD, Pascal, C++.

Credentials

TABLE 2 — 07
YearProgram
2025Investment Analyst
SF Academy
2024MBA Intensive — EDLEA-certified course
City Business School
2021Boot Camp, Branch #2
500Startups + Sber
2021Pre-accelerator
Starta Ventures
2020Product-company workflow simulator
GoPractice (Oleg Yakubenkov)
2018Higher Economic School — business development
Saint Petersburg University of Economics
2011Computer Technologies & Informatics
Saint Petersburg Electrotechnical University "LETI"
Qualified investor focused on IT-sector public markets, with an additional certification in investment analysis.
Alumnus of the Starta and Sber 500 accelerators; founder track record spans Russia, Argentina and the UAE.
Contact — 08

Open to Head of Product / CPO roles — full-time, part-time or project.

Remote-first, and open to hybrid or on-site. Tell me which fits — Mode A with your team, Mode B with mine — and we'll scope it.

Email me → Message on Telegram Download CV (PDF)