From RFP and SOW to release, and the support that keeps clients for years.
Run financial governance.
Monthly budget reports and invoices, so an overrun shows up before it lands.
Build the PMO system.
Processes and AI workflows in an ISO 27001 environment, with a human at every gate.
Bridge business and engineering.
US founders and VPs on one side, engineers in Europe on the other. I keep them in sync.
6+Yrs IT Delivery
Up to 10Parallel Activities
Up to 15Team
20+Projects Delivered
Ten lines of work converge on one point.10 of 10 landed.
Watch them still land.
Core skills · WBS
Initiate
Plan
Execute
Monitor
Close
1Delivery
1.1Stakeholder Management, Initiate to Close
1.2Agile Delivery, Plan to Monitor
1.3PMO Governance, Plan to Close
1.4Risk and Budget Control, Plan to Monitor
1.5Account Management, Execute to Close
1.6RFPs and Proposals, Initiate
1.7Vendor Management, Plan to Execute
Tools
Jira
JSMJira Service Management
Confluence
PjMS Project
ADAzure DevOps
XlExcel
Figma
SlSlack
TTeams
GitHub
GitLab
GGoogle Workspace
Claude Code
GPTChatGPT and Codex
Gemini
Plan · Critical path
Role history. What shipped.
Almost seven years in IT delivery at Sigma Software, a company of 2,000+ people. Before IT, I co-founded an event production agency.
Project Manager
Sigma Software · New York · Jul 2022 - Sep 2026
“I would work with Anton again.”
Dmytro Kapustianskyi, VP, Experience Design
Ran up to 10 parallel activities for US and European clients: builds, support, RFPs and sales.
Owned pre-sales, PERT estimates, SOWs and month-end invoicing.
Took over a senior manager's scope and led 15 developers across two teams.
Program Delivery · Pre-sales and SOWs · Agile (PSM I) · PMO Governance · Budget and Invoicing · People Management · AI Agents
Pre-sales and Estimates. Own pre-sales, PERT estimates and SOWs. Draft proposals with approach, assumptions, risks and timeline, then take them through VP, EVP and legal.
Agile Delivery. Run Agile delivery (Scrum, Kanban or Scrumban, chosen to fit each project) for cross-functional teams of engineers, UX designers and QA. Work with product owners to rank the backlog by business value and turn requirements into user stories with acceptance criteria.
PMO and Governance. Keep plans, risks, issues and dependencies to PMO standards in an ISO 9001 and 27001 certified company: a live RAID register, weekly executive status, and technical and security assessments reviewed by architects and InfoSec.
Client and Stakeholder Management. Main contact for client founders, VPs and product owners in the US, working from New York with the engineering team in Europe, across three time zones.
Budget and Invoicing. Close the month from logged hours to invoice, track burn on every project, and warn the client early when a budget starts to slip.
People and Resources. Took over a senior manager's scope and led 15 front-end and full-stack developers across two teams. Ran 20+ hiring interviews, monthly one-on-ones and daily resource planning across departments.
Jira and Tooling. Run Jira, Jira Service Management and Confluence. Led the people side of a one-day Jira Server to Cloud migration and rebuilt intake for a 12-person design team serving 40+ internal stakeholders.
AI Agents. Ran the project management track on one of the company's few fully AI-native projects, built with Claude Code. Built my own agents for meetings, discovery, proposals and month-end close, on approved tools, with my approval at every step.
Junior Project Manager
Sigma Software · Kyiv · Nov 2019 - Jul 2022
Ran every Scrum ceremony for a cross-functional team of 12 and tracked velocity and earned value.
Swedes for Ukraine: took over a platform where Swedish families offered homes to Ukrainian refugees. 1,500 found housing. Sigma credits me in the published case.
Scrum · Earned Value · TFS and Jira
Software Projects. Ran several software projects from planning to release.
Scrum. Ran every ceremony for a cross-functional Scrum team of 12, and changed their order and format when the team asked for it in retros.
Delivery Metrics. Tracked velocity, earned value and burn-up and burn-down charts on TFS dashboards, so the team could see its own progress.
Swedes for Ukraine. We added a volunteers section and an admin view of all requests. I onboarded the client's administrator, ran the demos and worked closely with her.
CR-001Change request: from live TV to IT.Status: approved.
Co-Founder and Project Manager
Way Creation · Kyiv · Jan 2016 - Nov 2019
Executive producer of Miss Ukraine 2017 and 2018, a live national TV final with up to 10 star performers.
In 2017 a giant kinetic hand carried the stars across the stage. One live date that could not move.
Live TV Production · Investors and Budgets · Vendors · Artists and Producers
The Agency. Co-founded an event production agency with a TV choreographer. He led the creative. I ran production: budgets, venues, contracts, contractors, artists and ticket sales.
Miss Ukraine 2017 and 2018. Executive producer of the national TV pageant final two years in a row, with up to 10 star performers per show. Investors funded it, and we built the show from scratch: concept, stage, light, sound, screens and their content, costumes and ballet.
The Kinetic Hand. In 2017 a giant kinetic hand carried the stars across the stage and lifted contestants in its palm. I hired the technical director and crew, and kept teams of up to 20 and a long list of contractors on one show date that could not move.
Stars and Producers. Agreed every concept, schedule and rehearsal with the stars' producers. The investors told us they had not expected it to go this smoothly with the stars, and the client brought us back for 2018.
Beyond the Pageant. Dance theatre shows with star guests and a multimedia show for a government client in Kazakhstan. A video-led campaign rescued ticket sales for one show: it sold out within a two-week sale.
to a live healthcare marketplace, against the estimate for a custom build · Team result
In production in about 9 weeks, against a 5-month estimate for a custom build. Then a release every two weeks. Team result, published case, 2026. My part: nothing new entered an open release.
managers to run a design request queue for 40+ stakeholders, unchanged four years later
Management overhead cut 50%. One manager now runs a design queue that needed two. Rebuilt in Jira Service Management, unchanged four years later. My result, 2022.
the budget cap on an AdTech website rebuild, with full scope
An AdTech website, redesigned and rebuilt 20% under its budget cap. Full scope. When the first concepts kept missing, I added a second designer. The buffers in the estimate went unused. My result, 2025.
a client who left after a budget overrun came back to me and stayed three years, with ~$200K of new work in a single year
A client had left after a budget overrun. When I took over the account, they came back and stayed three years. In one of those years they bought about $200K of additional design and development work. My result.
“...a pace that would normally require a much larger organization.”
to a live healthcare marketplace, against the estimate for a custom build
“...a pace that would normally require a much larger organization.”
Lucas Langen, Co-Founder & CEO, DripDrip Pharma
Scroll into the arrow.The call is inside.
Deliver · Decision log
Four projects. Four hard calls.
From my work at Sigma Software. Client names are left out.
Shipping a healthcare marketplace in nine weeks with an AI-native team
Healthcare · B2B marketplace · Claude Code
A European healthcare company needed a B2B marketplace where licensed doctors order medical products. Everyone on the project worked with Claude Code agents, on our side and on the client's.
The hard part. The team built fast, but new ideas arrived faster than anyone could review them.
The call.Nothing new enters an open release.
If it truly cannot wait, something of the same size comes out.
Result. In production in about 9 weeks, against a 5-month estimate. About 500 doctors registered in the first weekend. Team result.
What I'd do differently. Measure where work waits from week one.
Release 1
Try it. Drag the new request into Release 1.
What made it hard. With an agent in every role, the team built fast, but every ticket still waited for the client's own sign-off. New ideas arrived faster than anyone could review them, and each one wanted into the current release.
Who did what
Me
Release plan · Scope rule · Roadmap for investors · Release rules · Reporting
Our team
Design and build with Claude Code · Testing and code review
The client
Product decisions · Requirements · Sign-off on new features
What I did
Set one rule: nothing new enters an open release. A new request goes to the next one by default. If it truly cannot wait, something of the same size comes out.
When the client wanted another language added mid-release, I answered with a plan instead of a no: the client buys the plugin and its AI credits, we machine-translate the user side, their team reviews it in their own language and adds their content, then we test every layout. I put it in a RACI with the risks and the one dependency: the date holds only if their team reviews on time. The client saw the real size of the task, and their team joined quickly with their own Slack channel and calls.
In a retro the client admitted that signing off every ticket, even small UI fixes, was slowing everyone down. I proposed a split: the client's QA closes bug fixes, and the client approves only new features. We applied it on the spot to the tickets waiting for review, and it stuck.
Held AI-written code to the same bar as any other: developer testing, an AI QA check, code review, gated check-ins and unit tests before every release. Releases go out in the morning, never on a Friday, and only after a check of the client's calendar.
Built the reporting agent: minutes, ticket updates and risks from every call, approved by me.
Getting designers and developers to stop blaming each other
Design and build · Process · Jira
Designers felt their intent got lost in the build. Developers felt they came in too late. Each side was sure the problem was the other.
The call. Conversation over documents: developers now review the design before the client sees it.
Result. Rework after handoff fell by about a fifth, by logged hours. My result, 2025.
What I'd do differently. Agree the metric with the leads before the change.
Our department designed and built client websites.
Who did what
Me
The survey · The process change · Measuring the result
Our design lead
A handoff checklist in Figma, presented to both teams
Designers and developers
The new review step
What I did
Asked five leads the same seven questions. Designers rated our process 7.3 out of 10, developers 3.5. The lowest single score was 1.
Chose conversation over documents: developers join earlier and review the design before the client sees it, walking through it with the designer by voice.
Our design lead wrote the handoff checklist and presented it herself, which is why both teams kept using it.
Compared logged hours on fixes after handoff across similar projects for the same client, two before the change and two after.
Trade-off. More meetings early, paid in developer hours.
Rescuing a 3D website that failed its speed test at acceptance
Web · 3D and animation · Next.js
At acceptance, the client asked for the green zone in Google PageSpeed, a target that did not exist when we started.
The call. I did not argue. Performance was never agreed before the build, and that gap was ours.
Result. 90+ in PageSpeed in two weeks. Now performance, security and accessibility targets are agreed before any build starts.
2025. A rebrand website heavy with 3D illustration and animation. We started with the design only and then won the build.
What made it hard. The site was finished and in acceptance, so meeting the new target meant changing the framework under a working site.
Who did what
Me
Recovery plan · Talks with the client · Agreeing the fix with the developers
Our developers
The move from Create React App to Next.js, then nine more optimization steps
The client
The new performance target · Acceptance
What I did
Did not argue the new requirement. Performance was never agreed before development, and that gap was ours.
Agreed with the developers on a fix in ten steps, starting with the move to Next.js.
Gave the client a two-week recovery plan and sent a status update every two days.
Changed the process: performance, security and accessibility thresholds are now agreed before the build.
The company later published the ten steps as a technical article.
Getting six country offices to speak with one voice
Multi-site program · Six countries · SEO vendor
A client liked our redesign and gave us more: a site for each of its offices in six countries, plus SEO with our partner agency. One client turned into six.
The call. One voice: each office names one person who decides, and the head office is always in copy.
Result. We made the Monday trade show. One project grew into six, and the program still runs.
The week of the trade show I lost my own voice, so I ran the whole push in writing.
What I'd do differently. Write the one-voice rule into the first contract.
What made it hard. One client turned into six. Every office needed its own proposal, contract and work order, its own legal review, invoices and monthly report. Joint calls turned into bargaining over every hour. Deadlines were aggressive: three sites in several languages by Monday, for a trade show. And we owed the SEO agency for work done before some offices had paid us.
Who did what
Me
One-voice rule · Proposals, contracts and work orders for every office · Invoices and monthly reports · Vendor management · Admin training
Our team
Six multilingual sites from one set of blocks
The SEO agency
SEO for the head office, then for every office
The client
The head office as sponsor · One decision-maker per office
What I did
Proposed one voice: all communication goes through the head office, each office names one person who decides, and the head office is always in copy. Every new proposal now says in its assumptions that one person decides on the client side.
Ran each office as its own account: a separate proposal, contract and work order, each through its own lawyers, and every month its own invoice and report.
Made the Monday trade show through reuse: we unified the components and built every site from one set of blocks. The team put in overtime. I had lost my voice that week, so I ran the whole push in writing: what we were doing, how we would solve each issue and how we would make the date.
Taught the offices to help themselves: they assemble pages from the blocks in the admin, and I recorded one admin workshop on video, so they stopped asking us for every small change.
Ran the SEO agency across all offices in parallel. When some offices paid late, I kept the agency informed until it was settled, then moved them to work with the client directly. Our margin stayed the same.
Deliver · RACI
Agents build fast. I decide what ships.
I built my own harness on the AI-native flow. Every agent reads the same rules, then the work moves from intent to spec, plan, build and review. A shared wiki with git is their memory. I write the intent and I own the gate: nothing ships without my yes.
Agents get the R. I keep the A.
Only I decide: sending, publishing, product calls, accepting work, deleting.
AI at five of six stages. Approved tools only. My sign-off on each.
Company research · Call brief and checklist · Meeting minutes
Jira updates · Weekly status · RAID review · Earned value export · Two-week spend and risk report
PMO checklists · Month-end close and invoices
At work
On my own
Products I run
~30% admin time back
1 h → 15 min call prep
−40% time per proposal
2 h → 30 min month-end close
By my own estimates. If a report takes me an hour every week, it becomes a skill.
Approved · Anton
Tri-research: Codex, Gemini and Claude research the same question separately, then I see where they agree
Ask me about any of them, and I will walk you through it.
This site, as a project
I did not know Claude could work in Blender. Now there is a 3D room of my real things behind this page. Agents built it, I made every creative call.
Oct 26 kickoff
20+ design and review rounds
3 models drawing the same brief blind
10 rough sketches after the reset
Stages
Moodboards. Eight directions, from Bullet Time Management to New York, 1931.
Blind rounds. Codex, Gemini and Claude drew the same brief, and I picked without knowing whose was whose.
Reset.Felix Rieseberg's article showed me we had started from the perfect picture. Ten rough sketches instead.
Words. A 2,200-word first draft, cut to what a hiring manager needs in three minutes.
The room. My real objects in Blender, one stage at a time: box, furniture, objects, materials, light, the window.
Fresh eyes. A model with no context read the site as a hiring manager. Its notes became the next sprint.
What I dropped
The Matrix as a theme, it looked cheap. A newspaper layout. A 3D city from open data: it looked computer-made, a real photo won. A section about my life outside work: too personal for the landing, so it went into the room.
What went wrong
A detailed brief made a model copy my favorite sketch. A brief that was only a list of limits killed the ideas. A night build nobody checked live was broken in the morning. Each one became a rule.
What I learned
We are not ambitious enough with these models. Start rough, not from the perfect picture. And every plan goes to a fresh reviewer before anyone builds it.
Built with
Claude Code: architect and reviewer
GPTCodex: code
Gemini Argon: research
Blender: the room
three.js
Vite
Jira and Scrum
A client who comes back. A team that wants to stay.
The best time to be a project manager is now.
AI gives me time back. I spend it on the part only a person can do: asking instead of ordering, working through a disagreement, leading by example.
The new PMBOK Guide puts value first. My version is simpler: the client comes back. Repeat work buys time, and time lets you ask for feedback every cycle and act on it.
Since I was a kid, what I do best is getting people pointed at one goal, in a room where they actually want to stay.
Management was always a creative job. Now I get to do more of it.
Lead and follow. I learned both on the dance floor, long before project management. Ballroom champion of Ukraine, 2010*
