This initiative was part of a broader digital transformation program at Russian Post, aimed at modernizing service delivery and improving customer experience.
At the operational level, the business faced long queues, high customer dissatisfaction, and increasing pressure on staff. Expanding physical capacity was not feasible due to cost and space constraints.
The solution was to introduce a self-service postal kiosk — creating an additional service channel and reducing dependency on human operators. The challenge wasn’t simply improving an existing process, it required creating an entirely new service model.
The challenge was not only process inefficiency, but a structural limitation:
Improving the existing process was not sufficient. The business required a new service model capable of scaling throughput and improving customer experience. The challenge wasn’t optimization—it was redesigning how the service itself could be delivered.
The project involved a highly cross-functional environment:
Each group had different priorities, constraints, and success criteria.
I led the project end-to-end from concept through pilot launch:
Led international research to identify best practices in self-service postal solutions (US, UK, Australia) and define the strategic direction for the MVP.
Defined the MVP concept and delivery approach, including:
Partnered with finance to support the business case, validate the financial model, and assess scalability of the solution.
Designed a simplified and intuitive user flow to:
Led integration planning and alignment across multiple product teams and systems, ensuring feasibility and coordinated execution.
Managed end-to-end testing and pilot rollout, including:
A key challenge was the lack of precedent and previous failed attempts to launch similar solutions.
At a critical point, the team considered building a standalone system, increasing complexity and delaying delivery. The biggest challenge wasn’t technology—it was deciding what not to build.
I led a shift toward a more viable approach:
This enabled the team to reduce complexity and move forward with a deliverable solution.
Created a new customer service channel that reduced dependency on human operators and expanded operational capacity.
Redesigned the service model so growth came from self-service rather than additional staffing.
Demonstrated that self-service could become a scalable direction for postal operations.
Connected digital systems with real-world customer interactions, improving both customer experience and operational performance.
Established the foundation for future rollout across additional locations.
Customer-facing simplicity often requires deep system integration, coordinated execution, and alignment across operations and technology.
Successful transformation depends on aligning systems, processes, and stakeholders — not just delivering features or implementing tools.
Successful execution isn’t driven by tighter control. It’s enabled by systems that create clarity, support good decisions, and make effective collaboration the natural way of working.
I would accelerate MVP delivery by narrowing scope earlier and validating key assumptions faster in real operational conditions.
If you’re launching a new product or creating a solution where the path forward isn’t obvious, I’d be happy to help turn complexity into measurable results.