Serj Fedik

I ran the company, and when it grew into dozens of departments and several business lines, I focused on operations: tuning processes where general management is no longer enough. A separate story is cosmetics production. The founder bought a reactor for cooking the product, and finding the site and organizing the space and the work were on me: I found the premises, we bought the rest of the equipment, built a team, found a chemist-technologist, developed the formulas and tested them with our stylists in our own salons. Today it is our own full-cycle production in Moscow, about 3,000 m². The company grew from five people to ~300 and reached over 1 billion rubles in revenue across several business lines.

I moved to Moscow to open a salon and run it, and was there at the very start of SEKTA (formerly Hair Sekta). I ran the salon from the renovation stage: overseeing the works, fitting it out, hiring and training the team, coordinating and managing it. I built the salon’s processes end to end. That is where my path inside one company began: salon manager, then company manager.

I started as a stylist: an all-round hairdresser diploma, from assistant to stylist at Hair Sekta. Then a rented studio and working for myself. After that I opened an SMM agency and ran social media for restaurants and beauty businesses. More than 50 people completed my Instagram* course “Insta Ispoved” (“Insta Confession”).

* Instagram is owned by Meta Platforms Inc., which has been designated an extremist organization and banned in Russia.

Device-based cosmetology, with training on the equipment in Spain, then hair: Italian extensions, keratin, collagen, hair botox and repair. A representative office of a few people. The first place where I saw a process whole, from idea to shelf. Six months in, the product started working for me: leads came in on their own and the sales plan closed quickly. The evenings this freed up went into training as a hairdresser.

From staff accountant to deputy chief accountant. I know the transport business from the inside: I kept the books on work with clients, carriers and our own fleet, and each of them runs by its own rules.

In my third year at university I took their course “Advertising That Sells” and stayed on to work there as a regional representative and training organizer. Negotiations, contracts, groups of entrepreneurs. And then I sat in the audience and listened to people who had already achieved results.

Applied informatics in management. My thesis was about a dairy plant: how to plan capacity by season so that the plant makes more ice cream in summer and more fermented milk products in winter. In effect, more than ten years ago I laid down the logic of what I do today