Vassil Latsanich, MTS Vice President for Marketing and Strategy, intends to leave the company. A top manager who did not receive a promotion in February, when the contract of the current president of MTS Andrey Dubovskov was renewed, can move to the Veon structure that controls the Russian VimpelCom. MTS is now determined with the successor of Vasil Latsanich, whose departure experts consider a loss for the operator.
Vassil Latsanich, vice president of MTS for marketing and strategy, recently told a narrow circle of top managers that he intends to leave the company, a source close to MTS told Kommersant. MTS representative Elena Kokhanovskaya confirmed: now the company is determined with a successor. “We know Vasil's plans. We understand his career aspirations. We wish him success in his new position, ”she said. Mr. Latsanich himself declined to comment.
Vasil Latsanich is a veteran of MTS. In 2001–2011, he worked his way up from the head of the marketing department of MTS Ukraine to the general director of this company. In 2011, he was appointed vice president of marketing for the MTS group, and in July 2016 he became responsible for its strategy. The possible departure of a top manager is associated with career growth. “He was the second person, but he dreamed of being the first,” the source told Kommersant. In February 2017, the contract of MTS President Andrei Dubovskov was extended for another three years, and Vasil Latsanich hoped to take this post, a source close to MTS told Kommersant.
One of Kommersant's interlocutors claims that Mr. Latsanich may move to VimpelCom (Beeline brand), the Russian subsidiary of Veon. He recalled that over the past few years, two top managers have already left MTS: Mikhail Gerchuk, General Director of the Eurasia Region of Veon Group, and Alexander Popovsky, Executive Vice President for Corporate Strategy and Business Development at VimpelCom. One of the headhunters in the market also said that Vasil Latsanich had been invited to head VimpelCom in the spring. The top manager has global ambitions, he would like to work in a company outside the CIS - in companies such as Facebook, Google and Veon, said the source of Kommersant, close to MTS.
In September 2016, Vimpelcom's CEO Mikhail Slobodin left Vimpelcom, and the company announced the temporary appointment of CEO Schell Johnsen to this post. According to the PR-director of VimpelCom, Andrey Bykasov, at a recent meeting with employees, Schell Johnsen said that he would continue to be the general director of the company for a long time. As one of the interlocutors close to the company explained to Kommersant, there is no talk of Vasil Latsanich heading the Russian office of the company. Another source does not exclude that Mr. Latsanich is negotiating with Veon.
For MTS, the departure of the most experienced top manager is a noticeable loss, says Konstantin Ankilov, general director of TMT Consulting. Including thanks to Vasil Latsanich, MTS managed to maintain its leadership in the capital market, successfully develop the direction of mobile data transmission and reduce the gap with MegaFon in this direction, the analyst notes. At the same time, the transfer of Vasil Latsanich to VimpelCom could be interesting for the company, which has not been able to finally decide on the general director for a long time, the expert added.
From the point of view of marketing, MTS adequately reacted to the intensification of competition, a sharp deterioration in the economic situation, etc., says Timur Nigmatullin, an analyst at Finam Investment Company. According to him, the aggressive development of mono-brand retail, which helped to level the pressure on business after the change of Svyaznoy and Euroset shareholders, as well as the development of converged products with MGTS to retain market share were successful decisions. “At the same time, the erroneous decision was the introduction of an unlimited tariff line, which carried the risk of excessive network congestion,” Timur Nigmatullin believes. He assumes that the departure of Vasil Latsanich will not bring significant changes in the general and marketing strategy of MTS.
Vladislav Novy, Yulia Tishina
You can find an explanation of the reasons and the corresponding discussion on the page Wikipedia: Removed / November 10, 2018. |
Vasil Igorevich Latsanich (July 19 (1972-07-19 ) ) - Russian and Ukrainian manager, worked in executive positions in the field of telecommunications, IT technologies and digital services.
Since January 10, 2018 - General Director of PJSC VimpelCom.
Biography
From 1996 to 1999 he worked in the Ukrainian offices of Coca-Cola - Coca-Cola Amatil Ukraine Ltd and Coca-Cola Beverages Ukraine. He started his career as a trade development manager, and finished his work as a director of the Ivano-Frankivsk branch and a sales channel development manager in Kiev.
Then, from the late 90s to 2001, he was responsible for the development of the company's global brands and products in the regional markets in Coca-Cola Bottlers Siberia (Novosibirsk) and Coca-Cola Krasnoyarsk Bottlers (Krasnoyarsk), large Russian bottlers of Coca-Cola products in Siberia.
Since 2001 he started working at MTS Ukraine. First, he was the head of the marketing department of Ukrainian Mobile System CJSC, which soon became a subsidiary of MTS OJSC.
Taking the position of Marketing Director of MTS Ukraine in 2005. As a result of the launch of the first virtual operator (JEANS) and a service based on the CDMA-450 network, as well as a rebranding in 2007, the company strengthened its position in the cellular communications market.
From September 2011 to June 2017, he was Vice President for Marketing at Mobile TeleSystems PJSC and was a member of the MTS Management Board. Responsible for the company's commercial and strategic initiatives, as well as customer experience transformation and digital development.
From late June 2017 to January 2018, he served as Vice President at Wind Tre (a joint venture between CK Hutchison and Veon). In November 2017, V. Latsanich was elected General Director by the Board of Directors of VimpelCom PJSC for a period of 3 years, took office on January 10, 2018, replacing Schell Johnsen, who took over as Head of VEON Ltd.'s largest markets.
Education
In 1995 he graduated from the Higher State Music Institute named after V.I. NV Lysenko in Lvov (Ukraine) with a degree in opera and symphonic conducting with qualification “conductor of musical theater, conductor of symphony orchestra”. He received additional education in marketing at educational institutions in Moscow, Brussels, Prague and Vienna. He holds an MBA from London Business School.
Ratings and awards
In 2012, the MTS brand and BBDO Branding entered the top 100 of the world's brightest corporate identity renewal projects (Rebrand 100® Global Awards). In 2012, 2014, 2017 MTS was the winner of the Effie Russia Awards. In 2016, he became a laureate of the CMO of the Year award according to the international publication European Communications' (UK, London). Experts assessed according to five criteria: the nominee's contribution to increasing the brand value, improving the customer experience, the dynamics of the subscriber base, the development of new products and services, as well as the dynamics of financial indicators.
"Biography"
Vasil Latsanich was born in 1972.
Education
Graduated from the Higher State Institute. Lysenko in 1995 (Ukraine, Lviv).
Activities
"News"
WiFi will die very soon
The new CEO of VimpelCom Vasil Latsanich told what he expects from the state and why he is no longer interested in counting cellular subscribers
For 16 years at MTS, Vasil Latsanich rose to the rank of vice president for strategy and marketing - in the unofficial ranking of mobile operators, this is actually the second person of the company. On January 10, he took over as CEO of VimpelCom.
Latsanich came to the interview with a Rolex watch on his left hand and an Apple Watch on his right. Indeed, on the one hand, he is in charge of the operator's current business: relations with investors, partners and the state, financial indicators.
While you were sleeping: the actors of the himataki, the smart bracelet, the maniac from the Ministry of Emergency Situations and the canned food that kill
April 17, AmurMedia. Russia has found actors portraying victims of a chemical attack in Syria. An employee of the University of Alabama has created a smart bracelet that will call the police if the owner is attacked. On the account of the Ural maniac from the Ministry of Emergencies, there were three murders and eight rapes. Tin cans were classified as sources of nanoparticles hazardous to the human body. Read about this and not only in a brief overview of news from the world, Russia and the Far East from IA AmurMedia.
Wi-Fi will die very soon, and the "Yarovaya law" will cost a lot of money
The new CEO of VimpelCom Vasil Latsanich on the uniqueness of the telecommunications market, technologies and interaction with the state
5G will kill Wi-Fi in the very near future, Latsanich predicts. People already prefer LTE - it's faster and more convenient. Latsanich says: “Competition in this very popular sphere is important for the state. I do not know of any other market in which the unit cost of a product has been declining at such a rate over the past 20-30 years. How much was a minute 20 years ago, and how much is it now? How much is a megabyte worth now compared to 10 years ago? This needs to be supported. It needs to be cared for and cherished. "
Beeline: our retail will become huge
VimpelCom CEO Vasil Latsanich spoke about the integration of Euroset salons into the mono-brand Beeline network and further ways of developing the company's retail segment.
The top manager of VimpelCom said in an interview with Vedomosti that after the inclusion of Euroset stores in the Beeline network, the geography of the Beeline brand will expand by 350 cities.
- In the short term, we will complete the big stage of Euroset integration into our retail, and it will become huge. This is more than 3000 stores, - said Latsanich.
In addition, the store model itself will change. Latsanich believes that Beeline stores will move towards the service supermarket. The range will include smartphones, accessories, and financial and insurance services.
Head of VEON leaves office
Ursula Burns, head of the supervisory board, will temporarily hold the position of chief executive officer of the telecommunications holding.
The head of the VEON holding, which owns VimpelCom, Jean-Yves Charlier, has left his post, the company said. Charlier held the position for three years. The reasons for his departure are unknown, writes RBC.
Ursula Burns, head of the supervisory board, will temporarily serve as CEO. After the appointment of a new head, Burns will take over the supervisory board.
Latsanich Vasil IgorevichBiography
Graduated from the Higher State Institute. N. Lysenko in 1995 (Ukraine, Lvov), with the qualification "Conductor of a musical theater, conductor of a symphony orchestra".
He received additional education in the field of marketing at educational institutions in Moscow, Brussels, Prague, Vienna and London.
From 1996 to 2001, he held positions at Coca-Cola Ukraine Ltd, Coca-Cola Bottlers Siberia in Russia and Ukraine in the field of marketing and general management.
In 2001-2005, he was the head of the marketing department of MTS Ukraine.
In October 2005 he was appointed Marketing Director.
Since 2010, Vasyl Latsanich has been acting as co-chairman of the Telecom Committee at the American Chamber of Commerce in Ukraine.
2011: General director of MTS Ukraine
In March 2011 he was appointed General Director of MTS Ukraine.
In June 2012, as Vice President for Marketing of MTS OJSC, he joined the Board of Directors of MGTS.
In June 2017, it became known that the Vice President of the Mobile Telesystems (MTS) operator Vasil Latsanich left the company and moved to work in the Veon group (former Vimpelcom) operating in Russia under the Beeline trademark. This was reported by the Interfax agency, citing its sources. It is alleged that Latsanich may head VimpelCom, the Russian subsidiary of Veon. Vasil Latsanich, Vice President for Strategy and Marketing at MTS, will head VimpelCom (Beeline brand) from January 1, 2018. According to TASS, citing sources familiar with the situation, the contract has already been signed. Prior to assuming this position, Latsanich will work as vice president of the VEON holding, which includes VimpelCom, and will be involved in the development of the Italian division of the company.
In November 2017, VimpelCom (Beeline trademark, part of the Veon group) announced the appointment of a new CEO. It was the Ukrainian Vasil Latsanich.
2018: General director of VimpelCom
On January 10, 2018, he took up the duties of the CEO of VimpelCom. The contract with him was concluded until December 31, 2020.
As of April 23, 2018, Vasil Igorevich Latsanich works as the CEO of VimpelCom.
2020: Departure from the post of the CEO of VimpelCom
On February 14, 2020, VimpelCom (Beeline brand) announced that at the end of June 2020, Vasil Latsanich would leave the post of CEO of the company. More details. The interim CEO of the company was appointed
The third largest subscriber base in Russia, VimpelCom (Beeline brand), has been headed by a new head since January 2018 - Vasil Latsanich. Previously, he held key positions in another telecom company, MTS. Will the new head copy the management style of competitors, will the issue of selling the operator's infrastructure be resolved, what about the Euroset stores that the operator has inherited and what is the role of the state in the telecom industry - these questions were answered by the new VimpelCom CEO Vasil Latsanich.
In recent years, only the lazy has not noted that extremely negative trends are taking place with the once second-largest operator in Russia in terms of subscriber base. Shareholder intrigues, significant debt burden and the need for austerity, and therefore underinvestment and network quality failures, high staff turnover and partial reduction, lack of own retail and willingness to give everything to outsourcing - all this is the newest history of VimpelCom. The new leader will have hard times, but this is precisely what our today's hero sees as his goal. Moreover, he has extensive experience in telecom.
Vasil Latsanich has been the head of PJSC VimpelCom since January 10, 2018. He has extensive experience in the field of telecommunications, IT technologies and digital services. He has been working in the telecom industry since 2001, mainly in management positions in the MTS group of companies, where in recent years he served as Vice President for Strategy and Marketing, working at the Moscow headquarters of MTS. In this role, Vasil Latsanich was responsible for the company's commercial and strategic initiatives, as well as customer experience transformation and digital development.
Previously, Vasyl Latsanich held a number of marketing and sales development positions in the Ukrainian and Russian divisions of Coca-Cola, responsible for the development of the company's global brands and products in regional markets.
Vasil graduated from the Lysenko Higher State Institute in Lvov. He holds an MBA from London Business School.
- You have worked for MTS for about 16 years. Did you think that someday you will become the head of "Beeline"?
Of course, I never thought about it. And I never imagined it. Beeline was always interesting for me, but it was always far away.
You have been working at VimpelCom for three months. Are there any fundamental differences in how companies approach business? How different is the corporate culture?
Naturally, there are differences, but they are less than I expected. These are still very similar organizations, in which the same technology platform, the same market opportunities and, interestingly, overlapping people, including leaders, are common. Of course, the corporate culture is different in some nuances. We see different positions of operators and their different behavior, as well as different goals.
I would like to note that Beeline is a young and lively organization. This manifests itself in behavior. By the way, the biggest difference between operators from each other is associated with bending. To some extent, we have already become branded companies. As a marketer, I understand this very well. And the team and corporate culture support and develop this brand. The Beeline brand provides, in my opinion, more opportunities, it is more flexible than the MTS brand. In this sense, both approaches to the market and the market presence of a particular brand are also determined by its history and its specifics.
- What are the key tasks for you at the moment?
This year we are doing something impossible, as I believe, according to the definition of external people. We are doubling our retail. And let me remind you that we built the previous part of the retail, that is, half of it, in more than 20 years. But now we open the same number of stores in 9 months. This is a super task. It will be, I really hope, the best not only among operators, but also among all networks selling portable equipment. After that, we will also actively reform it and bring it online. Our ultimate goal is to really become more Internet dependent precisely in terms of outputting the maximum number of our actions with the consumer: buying, selling, servicing - all this is online.
- And how do you plan to develop online sales?
A bright future is a future without practically any shops. Last year, the online store in Beeline retail, which was much smaller than what is now, both in terms of volume and turnover, occupied 1-3% of the points. Now it is already reaching 10%, and the retail itself has grown during this time. That is, we are not only able to grow retail, but also to shift some of this growth towards the online store. And I must admit that Beeline woke up quite late in this direction, but it is gaining momentum very well. I believe that the percentage of online trade will continue to grow within this retail, and in the bright future we will reduce the number of stores. But in time I will not say now when it will be. This will depend on the market and competition. And then we will move part of the trading operations towards the online store, and in our own stores we will develop the model of the showroom, where you can come and learn something new. The trading experience will be more important than the trade itself.
- What do you mean by “showroom” model?
This is what you can see in Apple Stores, for example. I often cite this example to my colleagues. There are very few products on sale in Apple stores, but there are always a lot of people who just, roughly speaking, point a finger at these products. It is very similar to a car showroom, where you come to get acquainted with a car product. And, as a rule, you do not immediately leave the store on it.
I believe that we will follow the path that our colleagues have paved. We just joined it later. This is a service supermarket. For example, the rapid development of the last two years is accessories. They are more in demand than phones. During the life of the phone, several cases change, several pairs of headphones, and all this must be taken somewhere. Both covers and headphones are tactile. You want to see them, try them on, try them on, and not just buy them by clicking on the Internet. This is the showroom - come, see, try on. Either buy there, or order yourself online. From the point of view of services - unequivocally: financial, insurance. Not only phone insurance, but in principle all types of insurance. This is a business that insurance cannot solve on its own, because insurance does not have such retail networks as we do. For the rest, for example, for a supermarket, they are not interesting, because there is a lot of fuss, and during this time in the supermarket huge flows must pass. And we, in my opinion, are perfectly tuned, and how retail can be more convenient for this than banking retail.
- Do I understand correctly that it is possible that “coffee to go” may appear in your salons, as is the case at gas stations, for example?
The store itself is really more than just a store that sells phones. This is very boring. Stores where you can change the tariff? This is all the more boring. Today's store format is evolving, and the experiments that we have done recently are just our attempts to find other new formats. I have already said that our task is not to build another retail store, but to make it better. Our offices must be the best. How will they be better? Will we sell phones better? No. They are all the same. Will we have better sellers? I certainly hope so, but you cannot count on it. Will we have better locations? All locations are the same. Then how can you become better? Due to the format. Due to the modernity of service and new methods of working with clients. This is what we will do first. And among this there are really other and new services, including those that competitors have. It can be coffee, it can be multimedia and much more. We will experiment and do not yet know the recipe for what the retail will be like, what the stores will be. We will search.
When will you start the offline retail optimization stage and will close some stores? Apparently, there is nothing for Beeline to have such a large network, taking into account what you just said.
The development phase will move into the reconstruction phase. It is obvious. A decrease in the number of salons is inevitable. Some of them will move to the format of showrooms with a large and good range of goods, services and further interaction with customers through delivery to small points that will be scattered across the country. But these will not be those big stores with large stocks, a large number of staff attached to these stores. We hope that this way the optimization will be more efficient. First, we need to make a good offline network. By the end of the summer, I think we will complete the stage for the division and landing of the salons of the Euroset part. After that, our steps will begin on experiments, development, and reformation. Probably, this should take at least a year. We need to comprehend everything. And in the end we will come to the point of becoming an operator without retail, or at least without the retail that we are all used to.
Do you think that the retail market, after the latest deals, is following the path of operator retail? In this case, can we expect the appearance of such products as in the countries of Europe and America, when the subscriber is sold a contract with a smartphone and subsidized devices?
In fact, this has already happened. There are no independent players in this market. As for your question about subsidies, it all depends on the paying capacity of the population. And we have it not too high. In Europe and the USA, subscribers pay much more. But in fact, they actually pay not for communication services, but for the installment plan of the device they bought. They pay for new iPhones, Samsung, etc. At the same time, the share of communication costs is extremely insignificant.
What do you intend to do with the main business of the company? Recently, Beeline has lost second place in terms of the number of subscribers to MegaFon, and Tele2 is actively gaining a subscriber base.
The question with the subscriber base is entertaining mathematics, but for me it is not interesting. Ask your colleagues in the market if they are worried about this or not? I’m sure they don’t worry, and they are doing the right thing. The number of subscribers at one time was the most important indicator of the operator's development at the stage of penetration growth, the first sale of a SIM card, then the second sale of a SIM card to a second device, then before the sale of a second SIM card to a two-SIM device - all this was very important. This is what we fought with each other for, and now the fight is over. There is no point in chasing SIM cards. If someone's bases are moving, then this is not reflected in income - this is how MTS does. Our colleagues had a great last year, and at the end of the year they showed good financial results, moving down 2% in the base. These 2% of the base are not important, because it could be SIM cards that few people used. Beeline also has such SIM cards, as does every operator.
- What is going on in the tower business of VimpelCom? Is the decision to sell poles and masts still valid?
We do not exclude the sale of the tower business. The whole question here is in price. So far, no one has offered us the price that we consider rational for ourselves. But we are open to negotiations.
- How do you feel about blocking Telegram? How does this affect the industry, the company, and you personally?
I used Telegram, like other instant messengers popular on the market. Now, accordingly, I will not use it. I don't see a personal tragedy in this. Thank God there are other messengers.
- But what about the numerous Telegram channels?
I think that the channels migrate to other messengers and applications, they will not disappear. The question is that it was conveniently implemented and became a habit. Now the habits have to change.
As for the impact on the company, this is a short-term traffic loss within a few percent. For us, this is not super painful, because, as you perfectly understand, most of the traffic within the packages is not assigned to specific applications and resources, they are the same. In addition, Telegram traffic occupied a very small share of our subscribers. However, we will notice this. I will assume that people, like me, will switch to other messengers. After that, the traffic will be restored. Of course, this is the policy of the country, the policy of the legislator, we are fulfilling these requirements. This path has been chosen. As for the impact on the industry, what will happen to messengers in general? If Telegram is unable or unwilling to meet the requirements of the regulator, how will other messengers behave, because similar requirements will most likely be presented to them sooner or later. If they also do not satisfy, then they may have the same path as Telegram. Then new messengers will appear. Among them there are those that will meet the requirements of the legislation.
- By the way, what will happen to the messenger that was launched as part of the Veon project?
The messenger works. There is no demand for him yet that would make his work impossible. This is a good opportunity for us. Until recently, we looked at messengers with skepticism, because we understood that it is extremely difficult to win a share in such a highly competitive market, but in the new conditions our Veon may have a second wind. Now the platform continues to develop on two applications - on Veon and on "My Beeline". We see both of these parallel developments as interesting and with high potential.
- Do you see how Telegram traffic was redistributed in the first days after the start of blocking?
It's ironic, but we saw that Telegram traffic increased. It is possible that people were simply saying goodbye en masse. We've also seen a rather strange increase in traffic on Skype lately. Moreover, we cannot understand if it is video, audio or messenger. We have not seen any significant deviations in other popular messengers Viber and Whatsapp.
In one of your interviews, you said that you expect clear and understandable rules of the game from the state. What exactly do you mean by this?
We see a great need for active action by the state. But not only in the prohibitive sphere, but also in the regulatory and permissive part. For example, PJSC VimpelCom acquired a large number of different frequencies, purchased licenses, and regularly pays for their use throughout the country. However, some of these licenses cannot be used, because there are some restrictions that apply to us. When we bought these frequencies, it was said that they would either be cleared and provided to us, or that current consumers would be moved. Nevertheless, it turns out that for many years there are some affected frequencies that cannot be used by operators. These are also limitations on maximum power when the base station is operating, but not more than 2 W; full blocking when the base station is built, but cannot be enabled. There are parts that we cannot build at all. This concerns both us and other operators. This is, in my opinion, the most egregious violation of contractual obligations between business and the state and the failure of the state to fulfill its regulatory and licensing functions.
One more example. We are interested in developing services based on fifth generation networks. In this regard, we applied for frequencies for testing 5G, because we do not yet understand what they will be. We want to experiment, we want to try all possible and even impossible ways of transferring data. But we are not given frequencies. And they do not give them under various reasons, mainly under the guise of being contaminated, someone uses them. We are told that you can interfere with someone.
Well, and there are also a number of issues, such as Big Data, working with consumer information, which we have in large quantities. Some of our colleagues in the Internet business are already using them, but we do not have such an opportunity. And the reason is very simple. If we do something, just like they did, they will come to us and say that you are using the licenses incorrectly. Nobody comes to them, because no one gave them a license, they just take and use the data as they see fit. They cannot even be closed, because no one allowed them to work. These are exactly the things where business cannot do without the state on its own.
Continuing the theme of the role of the state. From July 1, the norms of the Yarovaya package come into force in terms of storing subscriber traffic. Tell me, will you have time to fulfill the accepted requirements by the deadline - October 1? It's real?
Technically, we'll do our best. But on my own behalf, I want to note a paradoxical situation when a law was adopted a long time ago, there is no specification text for this law. This is an absurd situation. For me, it is as if a law was passed stating that the colonization of Mars should be undertaken from July 1, 2018, but the text of the specification for the launch vehicle is not available for mid-April. To build technological means in order to fulfill this law in the form in which we can now read it, this actually means building a multiple data storage system inside the operator. At the same time, we do not fully understand whether it will be only mobile traffic, mobile and fixed, and then there will be television. And it doesn't matter that all of this is licensed and preserved. We are a large IPTV operator and television runs on Internet channels. Should this be written down too? If so, then these are completely different calculations. It's good that we have large data centers in our company. Therefore, we will be able to implement step by step the requirements of the legislation in terms of technology, geography and volume. But I dare to assume that none of the currently living operators will be able to fulfill by July 1 the letter of the law in the form in which it is now. I hope that there will be a normal agreement between the business and the stakeholders that there will be a phased implementation with control, with the normal development of the technological site.
- How much will the implementation of data storage cost?
I am not ready to answer your question. We are evaluating our costs, preparing a technical assignment. But I am confident that all the major operators of the mobile and fixed market will be able to find the funds and comply with the law. But this will happen within a reasonable time frame. I have big doubts that small operators, including mobile and fixed ones, will be able to do this. There are hundreds of them in the country, and they must do the same thing that big operators do. At the same time, most of their traffic comes from torrents, video, the same IPTV and other services. All this must be stored somewhere, processed, given access. Technically and economically it is poorly solvable. I would like to focus on this and hope that the law will be the same for everyone, and not just for those who can physically fulfill it.
- Do you have an understanding of what 5G is for from a practical point of view?
So far, 5G is an interesting dream that migrates from one product to another over time. I remember when 5G was first introduced in Barcelona, \u200b\u200beveryone showed self-driving cars. Much less is said about them now. The latest case is industrialization in factories, much more efficient communication than the usual Wi-Fi. This is the coverage of hotspots of traffic consumption inside metropolitan areas, cities and buildings, partially reducing the load on 4G networks. We want to try and test all these options for implementing 5G, give us the frequencies.
- At the end of our interview, I would like to ask how you came to telecom? How did it all start?
It all started, to be honest, for me with half-creative work - with a radio station. After working at the radio station for several years, I was imbued with this very interesting new business. And after that the first serious work began. This is Coca-Cola. I had a chance to immediately work with marketing. I wanted to move on. I just wanted not to miss something very interesting. In my opinion, it was mobile communications that were interesting that I didn’t want to miss. And when the opportunity arose, I fell in love with her. Mobile communication is something that is constantly changing, constantly changing, constantly challenging itself and somehow trying to cope with this challenge. That is why I am still here.
- What, in your opinion, is the role of a manager in a company like VimpelCom?
A leader or CEO is a person who has tremendous opportunities in the company and who gives these opportunities to other people. This is the CEO in my understanding. The role of the leader is to figure out what exactly motivates each of your people, subordinates, colleagues and help them so that this motivation works in the direction that the business needs. And in this, in my opinion, these subtleties of leadership, and rough forms of leadership: sticks, carrots, motivations, punishment are old. I want to see Beeline loved. Favorite employees, favorite visitors of stores, favorite subscribers and non-subscribers, too, "Beeline". So that "Beeline" was for many people something that they want to strive for, what they want to be, what they want to associate with and what they feel good about.
