Генеральный директор / СЕО (IT, B2B SaaS)

Описание

KIRIL LIBERMAN
Chief Executive Officer | Growth & Transformation Leader
Scaled $0 to $16M ARR | 240+ Employees | B2B, SaaS, AI & Global Delivery Models
+48 516 015 960 · k.liberman.1987@gmail.com · linkedin.com/in/kiril -liberman · Warsaw, Poland

PROFESSIONAL SUMMARY

Chief Executive Officer | Growth & P&L Transformation
I scale technology businesses by aligning aggressive GTM strategies with high -efficiency capital allocation.
My track record includes taking a bootstrapped venture from $0 to $16M ARR and architecting a strategic
turnaround that delivered a 25% net profit margin.
What I deliver to the Board:
● Revenue: Proven 200% YoY growth in competitive global markets.
● Profit: Full P&L ownership; shifting to 25% net profit models.
● Scale: Building global infrastructures with 240+ employees.
● Efficiency: 70% reduction in overhead via hybrid delivery models.
I don't just manage companies; I drive the economic engine that ensures market dominance and superior returns
for stakeholders across SaaS, B2B, AI/ML, and Global Outsource/Outstaff ecosystems.
PROFESSIONAL EXPERIENCE

Chief Executive Officer | OUTFORZ DATA October 2018 – March 202 6
Global

Executive Snapshot
● Scale: $16M+ ARR | 240+ Global Staff | 30+ Tier -1 Clients
● Growth: 200% YoY Revenue | 0% to 25% Profit Margin Pivot
● Expertise: P&L Ownership, Hyper -growth Scaling, Business Transformation
Strategic & Financial Leadership
● Revenue Scale: Scaled business from zero to $16M+ ARR with a consistent 200% YoY growth rate.
● Profitability: Engineered a 0% to 25% margin pivot through capital allocation and operational leverage.
● Client Portfolio: Managed 30+ Tier -1 accounts, driving a 27% increase in LTV and 21% annual sales
growth.
● Fiscal Governance: Built a 100% transparent P&L and data -driven scaling framework for global expansion.
Organizational Transformation
● Global Leadership: Led 240+ employees across multiple regions with an 85% talent retention rate.
● Turnaround Management: Overhauled underperforming units, implementing a high -accountability culture.
● Market Entry: Managed global rebranding to align corporate identity with international Tier -1 standards.
Structural Efficiency
● Cost Engineering: Slashed IT and infrastructure costs by 70% via strategic vendor management.
● Operational Lean: Generated 60% efficiency gain by consolidating redundant administrative functions.
● Quality Standards: Boosted core delivery metrics by 23% via standardized process optimization.

Senior Director – Project Management | Instinctools December 2016 – October 2018
Stuttgart, Baden -Württemberg, Germany

Executive Snapshot
● Scale: Directed a PMO of 23 Project Managers | 37+ Global Projects
● Profitability: Boosted Portfolio Margin from 17% to 37% | IT Outsourcing & Managed Services
● Scope: Led delivery across AI, Blockchain, Healthcare, and Automotive domains
Portfolio Strategy & Profitability
● Margin Expansion: Increased net profitability from 17% to 37% via resource optimization.
● Service Evolution: Transitioned to Managed Services, driving +25% LTV and 90% retention.
● Revenue Growth: Accelerated cash flow by driving Agile/Lean across 37+ concurrent projects.
Operational Leadership & Governance
● PMO Leadership: Led 23 PMs, establishing global performance and delivery standards.
● Standardization: Institutionalized engineering scorecards to stabilize quality across tech domains.
● Stakeholder Management: Owned senior client relations and budget for the global portfolio.
● Strategic Advisory: Partnered with C -level to launch innovation and best -practice forums.

Senior Delivery Manager | EPAM Systems August 2015 – December 2016
Belarus

Executive Snapshot
● Scale: Directed 27 concurrent projects within the Global IoT stream
● Team: Led a specialized unit of 42+ Engineers
● Impact: Delivered 15% direct revenue growth through program optimization
Program Leadership & Revenue Growth
● Revenue Impact: Led transformation programs driving a 15% direct revenue increase.
● Portfolio Oversight: Managed 27 projects, ensuring control over scope, resources, and deadlines.
● Scalable Operations: Built distributed teams and established a high -performance TOM.
Governance & People
● Fiscal Accountability: Owned budgets, staffing, and stakeholder reporting for large -scale SDLC programs.
● Risk Management: Engineered frameworks to mitigate timeline and technical risks across the portfolio.
● Mentorship: Developed leadership capabilities by mentoring Delivery Managers and Team Leads.
● Core Solutions: Directed delivery for mission -critical corporate platforms (VTS & TIME).

Delivery Manager | EPAM Systems May 2014 – August 2015
Hungary

Executive Snapshot
● Clients: Tier -1 Automotive (BMW, VW, Ford, IVECO) via ThyssenKrupp
● Team: Led a specialized unit of 42+ Software Engineers
● Domain: Embedded ECU Software | AUTOSAR | SPICE & Functional Safety
Complex Delivery & Compliance
● Compliance: Directed ECU software development under strict SPICE and Functional Safety standards.
● Unit Leadership: Managed a 42 -person unit, overseeing performance and scaling via Tech Leads.
● Strategic Liaison: Primary interface for ThyssenKrupp on architecture and interface requirements.

Operations & Quality
● Precision Planning: Used PERT and high -level roadmapping for on -time releases within budget.
● Risk Governance: Mitigated technical bottlenecks and resource risks for production -ready software.
● Traceability: Maintained rigorous documentation for full end -to-end SDLC accountability.

Project Manager | SharpLight Technologies January 2012 – February 2014
Israel

Executive Snapshot
● Industry: Medical Aesthetic & Cosmetic Systems (Non -invasive tech)
● Team: Led a team of 8 Embedded Software Engineers
● Scope: End -to-end execution of complex hardware -software projects
Complex Delivery & Compliance
● Project Ownership: Directed full -cycle delivery and high -quality releases of medical systems.
● Team Leadership: Managed unit performance, professional coaching, and talent retention.
● Strategic Liaison: Maintained stakeholder alignment on architecture and requirements.
Operations & Quality
● Precision Planning: Used PERT for task estimation and delivery road mapping.
● Risk Governance: Mitigated technical and resource risks to ensure on -time delivery.
● Traceability: Enforced rigorous documentation and decision logs for process transparency.

QA Engineer / Lead | SharpLight Technologies January 2010 – January 2012
Israel

Executive Snapshot
● Role: QA / QA Lead
● Team: Managed 5 QA Engineers
● Focus: End -to-end quality for medical systems
Complex Delivery & Compliance
● Leadership: Built and led the QA department, managing resource allocation and delegation.
● Strategy: Developed test strategies and requirements analysis for hardware -software integration.
Operations & Quality
● Quality Control: Directed estimation and testing cycles to ensure zero -defect production releases.
● Governance: Established QA workflows aligned with medical industry safety standards.
EDUCATION

Bachelor of Science – Electrical and Electronics Engineering
Afeka Tel Aviv Academic College of Engineering