ABOUT · KYRYLO KALUGIN · HE/HIM · LinkedIn

Technical Program Manager in Complex Software Delivery, Cloud & Data Platforms

25 years in software development, 14 years in enterprise IT, including 7y in programme-level leadership

Governed 28 concurrent projects and drove the recovery of 17 of 18 RED initiatives to GREEN; led a 108-FTE programme across seven projects. Technically fluent across software architecture, APIs, data flows, CI/CD, cloud and production operations, with current hands-on Java/Spring and TypeScript/JavaScript engineering.

Largest engineering organisation: 108 FTE
Peak project portfolio: 28 projects
Single programme projects recovered: 17 of 18
Current production engineering: 20–30 h/wk

Programme Management Applied AI Experience Contact CV

Professional perspectives

Leadership grounded in engineering and delivery

Technical Programme Management

I lead complex software programmes where architecture, dependencies, operational constraints and business trade-offs must become accountable, executable work.

28 concurrent projects across 22 stakeholder groups at LSEG
17 of 18 RED-status initiatives recovered to GREEN
108-FTE programme across seven projects at Deutsche Bank
Production incidents reduced from approximately weekly to two over the following six months
Cloud/platform migration, programme recovery and production stabilisation
Decision intelligence that reduced recurring manual reporting by approximately 80%

Explore Technical Programme Management

Fluency in AI-Native Software Development

Engineering leadership in an AI-accelerated SDLC

AI can make implementation dramatically faster. It does not remove the need for engineering judgment — it makes clear requirements, architecture, delivery boundaries, and quality gates more important.

My experience spans the full software-delivery chain: business analysis, hands-on development, engineering quality, programme and financial governance, and product and stakeholder collaboration. That breadth helps me turn explicit intent and constraints into a specification and plan, delegate bounded implementation work, require machine-verifiable feedback, and apply human review and release gates. In AI-assisted delivery, faster implementation creates value only when the design, validation, controlled release and production feedback loop remain equally clear and owned.

My Core Principles

Make ownership explicit

Establish decision rights, RACI, dependencies, and escalation paths early. This pattern was central to client-embedded work and to recovering 17 of 18 RED projects at LSEG.

Treat technical trade-offs as business decisions

Balance speed, technical debt, supportability, cost, and reliability. At LSEG, selected services moved to AWS Lambda without immediate rewrites, protected by added tests while rewrite work remained explicit debt.

Include production in the definition of delivery

Treat SLA ownership, observability, incidents, L3 support, capacity, and operational handover as part of the engineering outcome—not work after delivery.

Reuse what works

Turn successful practices into shared capability through cross-team lessons, Communities of Practice, and delivery-intelligence tooling reused by peer programs.

Selected evidence

Featured case studies

EPAM SYSTEMS — LSEG

LSEG — migration, recovery and production stabilisation

Context: A legacy market-data product needed to migrate to the LSEG Data Platform on AWS while delivery dependencies, platform gaps and operational constraints spanned multiple owners.

Responsibility: Led software delivery and programme governance from roadmap and dependency planning through go-live, KTLO and production stabilisation; the scope expanded into a distressed portfolio of 28 concurrent projects across 22 stakeholder groups.

Action: Clarified ownership, made dependencies explicit, drove blocker removal, strengthened escalation and delivery cadence, and used concise evidence for architecture/business trade-offs and go/no-go decisions.

Outcome: Recovered 17 of 18 RED-status initiatives to GREEN; production incidents fell from approximately weekly before migration completion to two over the following six months.

View Technical Programme Management evidence

LUXOFT — DEUTSCHE BANK DEVELOPMENT CENTER

Deutsche Bank — programme governance at scale

Context: An engagement expanded from individual delivery teams into a 108-FTE technology organisation across seven projects.

Responsibility: Owned programme planning, forecasting, resource utilisation, financial governance, risks, dependencies, customer expectations and executive reporting, with 26 first-line HR reports distinct from wider programme scope.

Action: Established project-health and financial-governance mechanisms using Jira/API data, code-quality signals, IBM Cognos and custom reporting, while improving requirements, backlog readiness and collaboration practices.

Outcome: Contributed to approximately 60% fewer change requests and 50% shorter development and testing cycles, with stronger forecasting, utilisation, invoicing reconciliation and executive visibility.

View experience

Current engineering

Product engineering and live systems

NWH — Narysy Warehouse Platform

Business-critical distribution, ERP/integration, analytics, and automation platform supporting Narysy's internal operations and integrations with 50+ retail partners.

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RaceMetrica

Independent real-time athlete timing, tracking, and event-analytics platform designed for outdoor races where connectivity is unreliable and timing data must recover after devices reconnect.

View project

Beyond work

Leadership beyond work

The same habits that support effective engineering leadership—learning, mentoring, disciplined practice, and sustainable performance—also shape my work outside formal roles.

Leadership beyond formal roles

Community practice and mentoring extend the same emphasis on reusable learning and deliberate development.

Co-designed a wider Luxoft Communities of Practice framework and presented it to senior company management.
Mentored six Project Managers toward Senior PM and Program Manager-level responsibility.
Presented technical sessions on NGINX reverse-proxy architecture, Java web-platform performance, and WordPress at scale at OSCE-sponsored community events.
Founded and led an EPAM employee running community and helped colleagues prepare for competitive events.

Education and credentials

Formal computer-science education with current cloud and Generative AI fundamentals; expired credentials are identified explicitly.

MSc, Computer Science / Software Engineering — National Aviation University, Kyiv · 2004.
BSc, Computer Science / Software Engineering — National Aviation University, Kyiv · 2002.
Active: Microsoft Azure Fundamentals, Databricks Generative AI Fundamentals, and World Triathlon Community Coach.
PMI-CPMAI preparation is in progress; PMP and AWS Solutions Architect – Associate expired in 2025.

Languages

International work across technical, business, and operational stakeholders.

English — fluent/full professional proficiency; IELTS 8.0 (2021), Cambridge CAE (2001).
Ukrainian — native; Russian — fluent; German — elementary; Turkish — limited working proficiency.

Coaching and competitive sport

Supporting biography and coaching evidence, not a substitute for engineering evidence.

Certified World Triathlon Community Coach using structured goals, individual plans, feedback, safety, and progressive development.
Third place in the 2025 Turkish National Triathlon Cup; licensed competitive triathlete and Ironman 70.3 finisher.