We are using cookies for the best possible experience.
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 railway 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 railway 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 February 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 February 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
Telecommunications and the Internet have finally become a standard market commodity. The creation of new value lies in non-tariff revenue, new and ecosystem products, and the realization of synergies throughout the customer's lifecycle. The changed economic reality and accelerated import substitution are also new opportunities for digital operators.
Operations
Classical approaches to maintaining profitability have exhausted themselves. Infocom industry players need to launch next-generation efficiency improvement programs based on artificial intelligence and digital solutions.
Innovations
Companies in the infocom sector are becoming the center of clients' communication with the world and with each other through ecosystems of digital services, finding new ways of monetization and penetrating more deeply into the life cycle of a digital client - individuals, families, businesses, and government agencies.
Investments
Designing and manufacturing a component base for telecoms, developing AI to improve business efficiency and create customized content, and cloud technologies are of primary interest from the point of view of investing in the telecom industry.
Telecommunications and the Internet have finally become a standard market commodity. The creation of new value lies in non-tariff revenue, new and ecosystem products, and the realization of synergies throughout the customer's lifecycle. The changed economic reality and accelerated import substitution are also new opportunities for digital operators.
Operations
Classical approaches to maintaining profitability have exhausted themselves. Infocom industry players need to launch next-generation efficiency improvement programs based on artificial intelligence and digital solutions.
Innovations
Companies in the infocom sector are becoming the center of clients' communication with the world and with each other through ecosystems of digital services, finding new ways of monetization and penetrating more deeply into the life cycle of a digital client - individuals, families, businesses, and government agencies.
Investments
Designing and manufacturing a component base for telecoms, developing AI to improve business efficiency and create customized content, and cloud technologies are of primary interest from the point of view of investing 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
Arthur Consulting Team
-
Alexander Ovanesov -
Boris Poretskiy -
Vladimir Borutskiy -
Igor Kustarin -
Pavel Vlasov -
Nikolay Nazarov -
Maxim Chudinov -
Tatiana Sorokina
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 the rebranding of Arthur Consulting's Russian office, 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 - Director
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 - 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.
Prior to the rebranding of Arthur Consulting's Russian office, 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.
Prior to the rebranding of Arthur Consulting's Russian office, Pavel was a Principal in Arthur D. Little Russia and Strategy Partners Group.
Tatiana Sorokina - Director
Education
- Lomonosov Moscow State University, Public administration
- University of Helsinki, Management
Professional experience
In her over 10 years of experience in strategy consulting, Tatiana Sorokina has advised clients on strategic and operational issues leading projects in FMCG, transportation, energy, telecommunications, as well as the public sector and development institutions. She headed projects with elements of advanced analysis and modeling for clients in the transport and energy infrastructure sectors.
Her main focus areas are strategies, including market entry strategies, revenue management and pricing, digitalization strategies, and advanced analytics and modeling solutions.
Prior to becoming a consultant, she conducted research and led educational projects in management in public and commercial sectors.
Industry expertise: consumer goods and retail, utilities, transportation, public sector.
Vladimir Borutskiy - Partner
Education
- BS, Economics, Oldenburg University
- MS, Economics and Business, Pompeu Fabra University
Professional Experience
In management consulting since 1997, specialized in post M&A integration projects, innovation strategy, major project management, operational efficiency improvement.
Industry focus - urban and regional development, fuel and energy complex.
In 2009, he was elected a Partner in the Energy and Chemicals practice of Roland Berger in Moscow. In 2011, he joined BCG as a Partner in the Energy practice group. He has 6 years of experience at BCG, primarily working on projects for companies in the Russian oil and gas industry. He also served as the Global Strategy Leader for BCG in Russia and was a member of the Moscow office's Human Capital Development Committee. From 2017-2020, he served as an independent member of the Board of Directors at Zenit Bank.
- BS, Economics, Oldenburg University
- MS, Economics and Business, Pompeu Fabra University
Professional Experience
In management consulting since 1997, specialized in post M&A integration projects, innovation strategy, major project management, operational efficiency improvement.
Industry focus - urban and regional development, fuel and energy complex.
In 2009, he was elected a Partner in the Energy and Chemicals practice of Roland Berger in Moscow. In 2011, he joined BCG as a Partner in the Energy practice group. He has 6 years of experience at BCG, primarily working on projects for companies in the Russian oil and gas industry. He also served as the Global Strategy Leader for BCG in Russia and was a member of the Moscow office's Human Capital Development Committee. From 2017-2020, he served as an independent member of the Board of Directors at Zenit Bank.
Major projects in the oil and gas sector:
- Developing an innovation strategy for a large Russian vertically integrated oil and gas company
- Improving the management of large capex projects for a large Russian vertically integrated oil and gas company
- Supporting integration of downstream business after the largest M&A deals in the Russian oil industry
- Developing a refining strategy for Russia's largest vertically integrated oil company, including identifying opportunities for improving operational efficiency
Power Engineering:
- Developing the strategy of Kazakhstan's largest generating company
- Improvement of investment and maintenance processes for Russia's largest generating company
- Integration of a large Russian WGC into a major European energy company
Public administration:
- The search for new directions of economic growth for the Novgorod region
- An international comparative analysis of approaches to innovative development in state-owned companies and conclusions for Russian companies
- Development of the Concept and Road Map for Tourism and Recreation SEZs in Russia
Igor Kustarin - Partner
Education
- Plekhanov Russian University of Economics, International Economic Relations
Professional experience
15 years of experience in international consulting at Boston Consulting Group in Moscow, Roland Berger Strategy Consultants in Munich and Moscow, Mach49 in Silicon Valley.
Igor led projects on strategy development, integration and restructuring of one of the largest Russian airlines, creation of a new business in the field of unmanned aircraft systems.
As Director of Innovation and Business Development at Norilsk Nickel, Igor led the internal development team in the field of artificial intelligence and formed a pipeline of 50+ AI projects (including 10+ implemented ones)
Formed the global investment pipeline of Norilsk Nickel.
Igor led projects to develop strategies, support M&A, implement organizational changes, and increase shareholder value in basic industries, engineering, telecommunications, and the public sector.
Maxim Chudinov - Director
Education
Higher School of Economics, Business Informatics, Master's Degree
Professional experience
In consulting since 2008, 2 years in a senior position in one of the transport operators.
Over 15+ years of working in various consulting companies, Maxim has implemented more than 40 projects as a project manager/project director.
Key areas of expertise: corporate and industry strategies, strategic marketing, change management.
Industry expertise: petrochemicals, logistics, defense industry and mechanical engineering, public sector, oil and gas.
Higher School of Economics, Business Informatics, Master's Degree
Professional experience
In consulting since 2008, 2 years in a senior position in one of the transport operators.
Over 15+ years of working in various consulting companies, Maxim has implemented more than 40 projects as a project manager/project director.
Key areas of expertise: corporate and industry strategies, strategic marketing, change management.
Industry expertise: petrochemicals, logistics, defense industry and mechanical engineering, public sector, oil and gas.
Are you facing a daunting task or an ambitious challenge?
We would be happy to help you!
Career at Arthur Consulting
We work in small teams with a distinctive role for each team member. This approach allows our consultants to make a significant individual contribution to the outcome of a project
Consulting