How can women entrepreneurs launch successful startups. What skills are needed to become a CEO. Why is leadership experience crucial for aspiring executives. How does education contribute to CEO success. What role does networking play in reaching the C-suite.
The Path to Becoming a CEO: Essential Steps and Skills
The chief executive officer (CEO) sits at the pinnacle of the corporate hierarchy, wielding significant influence over a company’s direction and strategy. This prestigious role comes with immense power, responsibility, and often substantial financial rewards. For aspiring executives, the journey to becoming a CEO involves several crucial steps and the development of key skills.
Core Responsibilities of a CEO
A CEO’s duties vary depending on the company’s size and structure, but generally include:
- Making high-level strategic decisions
- Managing overall resources and operations
- Acting as a liaison between the company and board of directors
- Setting the company’s vision and direction
- Overseeing financial performance
In smaller companies, CEOs may be more hands-on with day-to-day operations, while leaders of larger corporations typically focus on broader strategies and delegate operational tasks to other executives.
Educational Foundation: The First Step Towards Executive Leadership
Is a college degree necessary to become a CEO? In most cases, yes. While there are exceptions, particularly for entrepreneurs who start their own companies, the vast majority of CEOs hold at least a bachelor’s degree. This educational foundation is crucial for developing the skills and knowledge needed to lead a company effectively.
Popular Degree Choices for Aspiring CEOs
What are the most common educational paths for future CEOs? While a variety of majors can lead to executive roles, many aspiring CEOs choose business-related degrees such as:
- Business Administration
- Finance
- Economics
- Management
- Organizational Leadership
These programs provide a solid grounding in business fundamentals, including operations, finance, marketing, and strategic planning. Additionally, degrees in organizational leadership often incorporate psychology courses, helping students develop crucial interpersonal and leadership skills.
Climbing the Corporate Ladder: Building Essential Experience
How long does it take to become a CEO? The journey to the top executive position typically requires years of professional experience and a steady climb up the corporate ladder. Most CEOs start in entry-level positions and gradually work their way up through various management roles.
Typical Career Progression
- Entry-level position in management or supervision
- Mid-level management role
- General manager or director position
- Executive role (e.g., VP or C-suite position)
- CEO
This progression allows aspiring CEOs to gain invaluable experience in leadership, decision-making, and strategic planning across different areas of the business. It also provides opportunities to develop a deep understanding of the company’s operations, culture, and industry.
Advanced Education: Accelerating the Path to CEO
Can additional education fast-track the journey to becoming a CEO? While not always necessary, pursuing a Master’s in Business Administration (MBA) or other advanced degrees can potentially accelerate career progression and increase opportunities for executive roles.
Benefits of an MBA for Aspiring CEOs
- In-depth knowledge of business principles and practices
- Enhanced leadership and management skills
- Expanded professional network
- Exposure to diverse business environments and challenges
- Increased credibility and marketability for executive positions
Many top CEOs hold MBA degrees from prestigious business schools, which can provide a competitive edge in the job market and valuable connections in the business world.
Essential Skills for Success as a CEO
What qualities set successful CEOs apart? While technical knowledge and industry expertise are important, the most effective chief executives possess a unique blend of skills that enable them to lead and inspire others.
Key Competencies for CEOs
- Strategic thinking and vision
- Strong leadership and communication skills
- Decision-making ability under pressure
- Financial acumen
- Adaptability and innovation
- Emotional intelligence
- Crisis management
- Ethical judgment
Developing these skills requires a combination of education, experience, and continuous learning. Successful CEOs often engage in ongoing professional development, seeking out mentors, attending leadership workshops, and staying informed about industry trends and best practices.
The Rise of Women CEOs: Challenges and Opportunities
How has the landscape changed for women in executive leadership? While progress has been made, women remain underrepresented in CEO positions, particularly in large corporations. However, initiatives like CEO-U are working to change this by providing support and resources for women entrepreneurs and aspiring executives.
Unique Challenges Faced by Women CEOs
- Gender bias and stereotypes
- Limited access to mentorship and networking opportunities
- Work-life balance concerns
- Underrepresentation in certain industries
- Pressure to outperform male counterparts
Despite these challenges, many women have successfully broken through the glass ceiling to lead major companies. Their achievements serve as inspiration for future generations of female executives and entrepreneurs.
CEO-U: Empowering Women to Lead and Succeed
What is CEO-U, and how does it support women entrepreneurs? CEO-U is a specialized gathering designed to provide women with the tools, knowledge, and connections needed to start or scale their businesses. This initiative recognizes the unique challenges faced by women in the business world and aims to level the playing field.
Key Features of CEO-U
- Networking opportunities with successful women entrepreneurs
- Workshops on business strategy and leadership
- Mentorship programs
- Access to funding resources and investors
- Skill-building sessions in areas such as negotiation and public speaking
By participating in CEO-U, women gain valuable insights, connections, and confidence to pursue their entrepreneurial dreams and climb the corporate ladder.
Strategies for Aspiring Women CEOs
How can women overcome barriers and achieve success in executive roles? While the path to becoming a CEO can be challenging, there are several strategies that women can employ to increase their chances of reaching the top.
Tips for Women Aiming for the C-Suite
- Seek out mentors and sponsors within your industry
- Build a strong professional network
- Take on challenging assignments and high-visibility projects
- Develop expertise in financial management and strategy
- Cultivate strong communication and negotiation skills
- Stay current with industry trends and technologies
- Consider pursuing advanced education, such as an MBA
- Advocate for yourself and your accomplishments
By focusing on these areas, women can position themselves as strong candidates for executive roles and overcome potential biases in the workplace.
The Future of Women in Executive Leadership
What does the future hold for women CEOs? While progress has been slow, there are encouraging signs that more women are breaking into top executive positions. Initiatives like CEO-U, along with changing societal attitudes and corporate diversity efforts, are helping to create more opportunities for women in leadership roles.
Trends Shaping the Future of Women in Business
- Increased focus on diversity and inclusion in corporate boards
- Growing support for women-owned businesses
- Rise of female role models and mentors in various industries
- Expanding networks and support systems for women entrepreneurs
- Greater awareness of the benefits of diverse leadership teams
As these trends continue, it’s likely that we’ll see more women ascending to CEO positions across various industries, bringing fresh perspectives and innovative leadership styles to the business world.
Balancing Act: Work-Life Integration for Women CEOs
How do successful women CEOs manage the demands of their professional and personal lives? Achieving work-life balance is a common challenge for executives of all genders, but it can be particularly complex for women who may also be juggling family responsibilities.
Strategies for Work-Life Integration
- Prioritizing and delegating tasks effectively
- Setting clear boundaries between work and personal time
- Leveraging technology for flexible work arrangements
- Building a strong support system at home and work
- Practicing self-care and stress management techniques
Many successful women CEOs emphasize the importance of work-life integration rather than strict balance, finding ways to blend their professional and personal lives in a way that feels authentic and sustainable.
The Role of Mentorship in CEO Development
Why is mentorship crucial for aspiring CEOs, particularly women? Having a mentor can provide invaluable guidance, support, and insights that can accelerate career growth and help navigate the challenges of executive leadership.
Benefits of Mentorship for Future CEOs
- Access to industry insights and insider knowledge
- Personalized advice on career development
- Expanded professional network
- Increased visibility within the organization or industry
- Support in overcoming challenges and setbacks
For women aspiring to CEO positions, finding female mentors who have successfully navigated the path to executive leadership can be particularly inspiring and informative.
Innovation and Entrepreneurship: Alternative Paths to CEO
Can entrepreneurship provide a faster route to becoming a CEO? For some individuals, particularly those with innovative ideas and a high tolerance for risk, starting their own company can be a direct path to the CEO role.
Advantages of the Entrepreneurial Route
- Direct control over the company’s vision and strategy
- Opportunity to build a business culture from the ground up
- Potential for faster career progression
- Greater autonomy in decision-making
- Ability to disrupt traditional industry norms
However, the entrepreneurial path also comes with significant challenges, including financial risks, long hours, and the need to wear many hats, especially in the early stages of a startup.
The Global Perspective: Women CEOs Around the World
How does the representation of women CEOs vary across different countries and cultures? While the underrepresentation of women in top executive positions is a global issue, some countries and regions have made more progress than others in promoting gender diversity in leadership.
Factors Influencing Women’s Advancement to CEO Roles Globally
- Cultural attitudes towards women in leadership
- Government policies supporting gender equality
- Corporate diversity initiatives
- Access to education and professional development
- Availability of childcare and family support systems
Studying successful women CEOs from diverse cultural backgrounds can provide valuable insights into overcoming barriers and achieving success in various business environments.
The Impact of Technology on CEO Roles
How is technology changing the landscape for CEOs, and what new skills are required? In today’s rapidly evolving business environment, CEOs must be tech-savvy and adaptable to stay competitive.
Emerging Technologies Shaping CEO Responsibilities
- Artificial Intelligence and Machine Learning
- Big Data and Analytics
- Cybersecurity
- Internet of Things (IoT)
- Blockchain
Successful CEOs in the digital age must understand these technologies’ potential impact on their industries and be prepared to lead their organizations through digital transformations.
Ethical Leadership: A Critical Skill for Modern CEOs
Why is ethical leadership increasingly important for CEOs? In an era of heightened corporate scrutiny and social responsibility, CEOs must navigate complex ethical dilemmas while maintaining the trust of stakeholders.
Key Aspects of Ethical Leadership for CEOs
- Transparency in decision-making
- Commitment to corporate social responsibility
- Fostering an ethical organizational culture
- Balancing profit with social and environmental concerns
- Leading by example in ethical behavior
CEOs who prioritize ethical leadership can build stronger, more resilient organizations that are better equipped to navigate challenges and maintain long-term success.
Continuous Learning: Staying Relevant as a CEO
How do successful CEOs stay ahead in a rapidly changing business landscape? The most effective leaders recognize that learning is a lifelong process and consistently seek out opportunities to expand their knowledge and skills.
Strategies for Ongoing Professional Development
- Attending industry conferences and seminars
- Participating in executive education programs
- Reading widely across various disciplines
- Engaging with diverse perspectives and stakeholders
- Experimenting with new technologies and business models
By embracing a growth mindset and committing to continuous learning, CEOs can maintain their competitive edge and lead their organizations through periods of change and uncertainty.
The journey to becoming a CEO is challenging but rewarding, requiring a combination of education, experience, skills, and personal qualities. For women entrepreneurs and aspiring executives, initiatives like CEO-U provide valuable support and resources to help navigate this path. As the business world continues to evolve, the opportunities for diverse leadership at the highest levels are expanding, promising a future where talent and ability, rather than gender, determine who sits in the CEO’s chair.
How to Become a CEO: Definition Steps and Skills
Other than the board of directors, the chief executive officer, or CEO, is at the top of the corporate ladder. The CEO primarily calls the shots for the company, and his or her decisions can have a substantial impact on its direction. The position is one of great power and even greater responsibility, and it usually offers significant financial rewards. Because of this, anyone researching how to become a CEO will learn that it requires a journey of many steps before being considered for the role.
What Does a CEO Do?
A CEO is a company’s highest-ranking executive, and his or her duties reflect this hierarchy. A CEO has to make many of a company’s biggest decisions while simultaneously managing its overall resources and operations. The scope of responsibility for this role depends on the size and structure of the company. A CEO of a small company may be involved in some of the mid- to low-level decisions so as to fill the gaps when the team is understaffed or to oversee a pet project.
A CEO of a larger company may solely focus on high-level strategies involving corporate growth while delegating tasks related to day-to-day business operations to other managers.
In some cases, a CEO is also the main liaison between a company’s operations and its board of directors. Sometimes, the CEO has a position on the board and may even be the chairman. Even in these cases, however, it should be noted that the board of directors oversees the company as a whole and has the power to overrule CEO decisions.
Typical Steps to Becoming a CEO
Step 1: Earn a Bachelor’s Degree
The typical first step toward a career as a CEO is to obtain a bachelor’s degree. Except for those who launch their own companies, the prospects for becoming a CEO without at least a bachelor’s degree are virtually nonexistent. The tasks essential to successfully running a company and overseeing its growth require the development and sharpening of certain skills and competencies that are fundamentally shaped at the collegiate level.
While it’s possible for students to start this path by getting a bachelor’s in law or liberal arts, most interested in becoming a CEO pursue a business-related degree, such as in business administration. The coursework for these degrees teach students about the fundamental areas of business, such as operations, management, economics, and finance. They can also cultivate an understanding of the ethical and legal environments that typically surround the workings of any business.
Those intent on a future career as a CEO may be interested in pursuing a more specific leadership degree, such as a bachelor’s in organizational leadership. Students can start developing the skills a business leader needs with this degree and prepare to guide others through the ins and outs of corporate change. The coursework combines business studies with psychology courses, a mix that encourages students to develop their interpersonal skills. This expertise can make it easier for an aspiring CEO to tap into the human side of business, which translates to stronger leadership skills.
Step 2: Build On-the-Job Experience
The position of CEO must be worked up to on a professional level. For those who have earned a bachelor’s degree, building the on-the-job experience that’s crucial for corporate ladder-climbing usually starts with an entry-level position.
Entry-level positions for college graduates are generally in lower-level management or supervisory roles. After experience is gained at this level, candidates can advance to general manager positions and gain additional experience before finally advancing to the executive realm.
This climb does not happen overnight. A CEO typically requires several years of professional experience. The competencies honed throughout this lengthy journey typically relate to management skills, best business practices, and leadership — essential qualities that help build a solid foundation for CEO success.
It may be possible for people to make this climb by changing companies, as some corporations may be inclined to hire qualified candidates outside of their organization.
However, many CEOs advance from within a company’s ranks, as that ensures the position is filled by someone familiar with the company environment and business structure.
Step 3: Earn a Master’s Degree (Optional)
While gaining on-the-job experience is a long process that requires several years of cultivation, the route to CEO consideration can potentially be shortened by earning a Master’s in Business Administration (MBA). Earning this advanced degree prepares students for business success by allowing them to take a deep dive into the workings of all the elements of any business, from accounting to human resources management. The advanced skills developed prepares students to understand corporate functionality from a top-level perspective, which can make it possible for them to make critical decisions as strong leaders.
For instance, those aspiring to reach the level of CEO may be interested in pursuing an MBA that focuses on running a business, such as an MBA in General Management.
This type of concentration immerses students in topics fundamental to business leadership, such as ethics, corporate strategies, project management, and organizational behavior.
Earning an advanced degree like an MBA does not sidestep the need to build years of on-the-job experience. However, the degree is linked to success. Roughly 40 percent of S&P CEOs hold an MBA in any given year, and 25 to 30 percent hold some sort of advanced degree. An MBA can make graduates more attractive candidates to fill executive positions such as CEO, as it can demonstrate a high level of corporate-related competency to a prospective employer.
The Skills a CEO Needs
Having a degree and years of managerial experience are only part of the equation for success as a CEO. A CEO must also possess the fundamental skill set that makes it possible to apply the knowledge he or she has acquired to a wide range of real-world corporate situations.
For instance, CEOs must have strong management skills, since they are routinely tasked with directing an organization’s operations to encourage corporate growth.
This skill goes hand-in-hand with keen leadership abilities, as CEOs must be able to facilitate this growth through the coordination of people, resources, and policies.
CEOs must have strong communication skills in order to effectively discuss and explain their vision to a wide range of individuals, from employees to board members. Furthermore, CEOs need to be able to communicate in a manner that is not only clear, but also persuasive.
Because CEOs are regularly required to make decisions that affect the company’s success, they must have strong decision-making and problem-solving skills. They must be able to analyze situations, recognize issues, and execute successful solutions to keep the company moving in the proper direction. These skills are often needed on a daily basis.
CEOs have a lot on their plate on any given day. Therefore, they must also know how to effectively manage their time to ensure urgent tasks are handled and goals are met.
CEO Salaries and Job Outlook
The job of CEO is a high-pressure, challenging one.
However, it is also one that can be lucrative. According to the U.S. Bureau of Labor Statistics (BLS), the 2017 median pay for top executives like CEOs is $104,700 per year. The job outlook for the position is projected to have steady growth. BLS predicts an 8 percent job growth in the field between now and 2026, which is consistent with the average profession’s projected job growth.
Start Your Journey to Becoming a CEO Today
The lengthy process of becoming a CEO requires formal education and plenty of on-the-job experience. For those who choose this educational and professional path, their reward is a position that grants them the ability to make a measurable impact in the world of business. Learn more about how Maryville University’s online Bachelor’s in Organizational Leadership program can provide students with the critical first step toward this exciting and lucrative career.
Sources
Bureau of Labor Statistics, Top Executives
Investopedia, Chief Executive Officer
Investopedia, The Path to Becoming a CEO
Forbes, “How To Become A CEO: These Are The Steps You Should Take”
Fortune, “The MBA and the Astronomical Rise in CEO Pay”
Maryville University, Online Bachelor’s in Organizational Leadership
Maryville University, Master’s in Business Administration Online
Maryville University, Online MBA in General Management
U of MD Upper Chesapeake Health’s President & CEO To Retire
Wednesday, July 7, 2021
John Patti, WBAL NewsRadio 1090 and FM 101.
5
University of Maryland Upper Chesapeake Health President and Chief Executive Officer, Lyle Sheldon, has announced he will retire in December 2021, after 34 years with the health system, including 26 as its executive leader.
A native New Yorker, Sheldon joined UM UCH in 1987 as Senior Vice President/Chief Operating Officer for Fallston General Hospital.
In 1995, Sheldon moved into the role of President/Chief Executive Officer for Upper Chesapeake Health System, which included Fallston General Hospital, Harford Memorial Hospital, Upper Chesapeake Home Care, Upper Chesapeake Health Foundation, Upper Chesapeake Management Services Organization and Landmark Medical Group. an employed physician group.
In 2000, under Sheldon’s leadership, Fallston General Hospital transitioned care to a new modern medical campus, Upper Chesapeake Medical Center (UCMC) in Bel Air.
In 2008, Sheldon pursued a joint venture agreement with the University of Maryland Medical System (UMMS), culminating in a full merger in 2013, which allowed for additional health care services to be available locally for Harford County residents.
Sheldon also led the innovative public/private partnership work that resulted in the 2019 opening of the Klein Family Harford Crisis Center in Bel Air.
University of Maryland Upper Chesapeake Health said “over the last decade, Sheldon’s vision turned toward reshaping the delivery of health care for the residents of northeastern Maryland.”
“Lyle’s legacy will not be bricks and mortar; it will be his selfless and enthusiastic devotion to people,” said Mohan Suntha, MD, MBA, President and Chief Executive Officer of UMMS.
“Lyle has been a devoted advocate for the needs in his community and his limitless energy could be seen among Harford County leaders, state officials in Annapolis and among his colleagues at the System, right up to the UMMS boardroom. I congratulate Lyle on his retirement and thank him for his exceptional service during a long and very distinguished career.”
“Lyle Sheldon is a community-minded man of faith who truly wants the best for his family, friends and neighbors,” said Bryan Kelly, UM UCH board chair.
“He has dedicated his career to improving the health of his community in a very real and impactful way. I am grateful to him for his service and his friendship.”
UMMS and the University of Maryland Upper Chesapeake Health System Board of Directors will begin a selection process to identify a new President and CEO for UM UCH.
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Henok Tesfaye; The Parking Lot Attendant who became a CEO
There was no way young Henok could have foretold what greatness awaited him when he left the place of his birth; Ethiopia, as a helpless 16 year old many years ago, in pursuit of his destiny. He did not know what the future held for him, his circumstance didn’t promise much either; but something nudged him forward; hope.
As a young emigrant in the United States of America, Henok had nothing but his dreams to hold on to. And surely, he guarded it with everything he had.
While in college, he took a job at a downtown Washington parking lot in other to support his education. Even then, he pictured his dreams come true; and hungered for the day of his manifestation.
“While I was working, my mind always wanted to open my own business,” he says.
At 24, Henok had saved enough to rent a parking lot near 12th and U streets NW for $800 a month. But at the time, the area was known to be a very rough block and so it wasn’t appealing, only a few people wanted to park there.
Henok’s spirit, like the typical African spirit fought on, ever creative and deliberate. He turned half the space into a used-car lot, buying vehicles from nearby auto auctions and putting up for sale three or four at time. That way, he made just enough money to pay his bills.
Although that appeared to be a great leap for the young entrepreneur, yet he knew that was not enough to birth his huge dream; he needed more funds. In hope, he began applying for loans in several banks.
But each time, he got the same feedback.
“I tried maybe a couple of banks. They said, ‘No, you don’t have good business history.’ I was not in business for enough years,” he said.
In the face of so much challenge, Henok persevered, he wasn’t ready to loose his grip on the one thing that meant the whole world to him; his dream!
Now, this is the part I love to call “the turning point”. A few years later, a potential buyer — a fellow Ethiopian, visited the car-lot and like most of Henok’s customers, asked to finance his purchase with a loan from the Ethiopian Community Development Council’s Enterprise Development Group.
A possibility Henok never knew existed. In hope, he called the group to inquire; and was told about the group’s microfinance program. He told them that he wanted to expand and needed financing to enable him to bid on contracts to operate parking garages and open a second used-car lot.
Few months later, he applied.
And after reviewing his business plan( the same business plan that was rejected by several banks), EDG willingly granted him a loan. He put up a used Toyota Land Cruiser, Nissan Maxima and a Jeep for collateral; he was given $35,000 loan at an interest rate of about 11 percent in 2003.
With that, he was able to buy more used cars, Hondas, Toyotas and Fords, which were priced between $3,000 and $4,000. He also opened a second small dealership in Bladensburg.
As imagined, the car business boomed unrestrainedly, soon the once poor emigrant became the light of hope for his people. Relatives who immigrated to Washington were quickly given jobs in the company.
Henok Tesfaye is currently the president & CEO of U Street Parking Inc. A company he founded with his brother as a family operation in 1998.
Under his leadership USP has become a premier parking company in the highly competitive parking market in the Washington DC area. From only four employees to more than 600 employees!
Today, Henok has become a central household name among Ethiopians in the Washington DC Metropolitan area and Africans generally.
He has been featured in the Washington Post, CNN, VOA & numerous publications.
The Washington Post article describes him as “a District of Columbia entrepreneurial success story, a savvy and focused businessman in a good standing with the community.” In addition to his parking business, Mr. Henok’s family owns & operates Etete restaurant, a super Ethiopian establishment in NW DC.
Henok is also a Board Member of Shaw Main Streets and Capital bank, as well as being a member of numerous civic & professional associations including the DC Chamber of Commerce 9th Street Business Association, The Enterprise Development group & The national parking Association.
He is the chairman of the Board of Mary Joy Foundation; a nonprofit organization that seeks to help children & seniors in Ethiopia.
The entrepreneur manages some of the largest car parks in the Washington DC area, including the city’s convention centre, baseball stadium and Reagan National Airport.
Henok Tesfaye continues to make Africa proud. He had a dream; he nurtured it and watched it come to fulfillment. Do you have a dream? I do.
Meet José Torres, interim CEO of Chicago Public Schools
Two days into retirement, after a career in education spanning more than three decades, José Torres got an unexpected phone call.
It was Chicago Public Schools CEO Janice Jackson, asking the former Illinois Mathematics and Science Academy president if he wanted to serve as interim schools chief.
His answer? Yes.
“I’m here to serve. I’m not here to build my resume,” Torres said at a Monday press conference. “I actually was sitting under a palm tree yesterday in front of the ocean, thinking that I should get my head examined, but … we’re doing this for the mission and for the work.”
Pending board approval, Chicago Mayor Lori Lightfoot named Torres interim schools chief Monday. City Hall has already said he’s not a candidate for a permanent role, but Torres, who spent six years as superintendent at Illinois’ second-largest school district, Elgin’s U-46, could be at the helm for several months depending on the speed of the search to succeed Jackson.
As interim CEO, Torres has a steep challenge ahead: he’ll need to oversee the initial stages of a full CPS reopening, work to address pandemic learning gaps, re-engage students and families, and revamp support for students with disabilities. And that’s just for starters.
Here’s what to know about the educator who has been thrust into a high-profile role atop the nation’s third largest school district.
He intends on fully reopening schools this fall.
Returning students to classrooms five days a week this fall is Torres’ number one priority, in line with the district’s May announcement. Citing student isolation as a barrier to well-being, he said at Monday’s press conference that he’ll work closely with parents, educators, and other stakeholders to make that happen.
Torres’ next priority is re-enrolling and re-engaging students and families in CPS, with a focus on early childhood education and the district’s oldest students. Torres also said he’s committed to maximizing summer learning programs to ensure students are prepared for in-person learning.
He started an equity office in the suburbs long before CPS did.
Under Torres’ guidance, U-46 saw its first Chief of Equity and Social Justice in 2011, well before CPS’ Office of Equity launched in 2018. The U-46 Office of Equity and Social Justice was built to promote closing the district’s achievement gap, and provided support for school leaders navigating district- and school-level conversations about race.
“The power of diversity is immediate and personal, especially when seen at the highest levels of organizations,” Torres said in a 2019 op-ed.
As superintendent, Torres started U-46’s “Ten Boys” initiative, which paired school administrator mentors with groups of boys within the district. He also launched the Superintendent’s Scholarship Program, which provided financial support for first-generation college students.
Torres praised Jackson at Monday’s press conference for her focus on developing a centralized curriculum, providing equity grants to schools struggling with enrollment, and expanding the pre-school system.
“The focus on equity under Dr. Jackson’s leadership is commendable,” he said. “Race, zip code, and socioeconomic status should not really predict the future, but in our society it has. But it cannot. It should not.”
He overhauled Elgin’s bilingual program.
In a district where about a third of students are English language learners, Torres implemented a dual language program. In a 2014 interview, Torres said the model, which started as a program for kindergartners, first- and second-grade students and added one grade level per year, was built on the motto: “You don’t have to lose a language to learn another language.”
The program was set up to allocate instructional time so that kindergarteners received 80% of instruction in Spanish, with that percentage decreasing each year until reaching 50% in third through eighth grade. The program currently serves more than 11,000 students through 11th grade.
During his tenure, Torres nearly quadrupled the district’s number of appointed principals of color, many of whom were bilingual.
Torres said in a 2019 op-ed the move facilitated student growth and parent engagement.
At Monday’s press conference, Torres delivered his greeting in Spanish and then summarized his opening remarks in Spanish.
“¡Buenas tardes a todos!” he said. “Good afternoon, everyone!”
His career was not without controversy.
Torres ushered in a U-46 grading system that barred students from receiving zeroes for their work. Supporters of the scale said removing zero grades could increase student engagement, and that zero grades are unduly punitive. Critics said the scale would exacerbate grade inflation and credit students for work they didn’t do.
Additionally, Torres came under fire for signing a contentious 2010 manifesto titled “How to fix our schools.” The statement called for performance-based teacher compensation, hiring and firing regardless of seniority.
“As President Obama has emphasized, the single most important factor determining whether students succeed in school is not the color of their skin or their ZIP code or even their parents’ income — it is the quality of their teacher,” the manifesto said.
The manifesto further advocated for the expansion of charter schools, an unpopular concept with unions at the time.
As well, Torres was a 2005 fellow with the Eli Broad Urban Superintendents Academy, a reform-era training program that has been criticized for taking a business model approach to public education.
Torres and his wife are both teachers.
Before attending the Harvard University Graduate School of Education or taking higher visibility administration roles, Torres started his career as a middle school teacher and human relations specialist in Montgomery County Public Schools. His wife, Isabel Torres, is a board certified teacher and instructional coach in Elgin.
That classroom background is something he shares with Jackson, who leaned often on her educator resume when making tough decisions. Jackson said Torres’ educator experience, alongside his leadership work, will help him do the job well.
“Dr. Torres was the first person that I reached out to when we were trying to figure out who would be the right person to lead during this interim time,” Jackson said.
“It makes it much easier to step away from this role … knowing that I’m leaving it in good hands.”
Huntsman Family, HCI Employees Feud with U Over CEO Dismissal – The Daily Utah Chronicle
Monday afternoon, according to Huntsman Cancer Institute (HCI) employees, University of Utah President David Pershing emailed Mary Beckerle to notify her that she had been dismissed from her position as CEO and Director of HCI. The next morning, faculty and staff received an email from University of Utah Health CEO Vivian Lee explaining that Beckerle would no longer work at HCI, but would retain her position as a distinguished professor in biology. The email gave no reason for Beckerle’s dismissal, and said Kathleen Cooney, chair of the Department of Internal Medicine at the U’s hospital, would be interim CEO and director of the institute.
Jon Huntsman, Sr. founded HCI a little over 20 years ago when he gave the U a $100 million donation to start what he called a “cancer campus” for the purposes of researching and treating cancer.
The disease has killed several of his family members and he has suffered from it four times.
Over the next few years, HCI occasionally struggled, especially with funding. Huntsman made donations even when his own business wasn’t doing well, sometimes taking out loans to keep the institute afloat.
According to HCI researcher Bruce Edgar, Beckerle was named CEO and director 11 years ago when the institute was in decline. A petition written by a group of HCI employees demanding the U reinstate Beckerle said that when she was first hired, “HCI was on the brink of losing its status as a National Cancer Institute-designated Cancer Center.” The designation is given only to cancer centers which meet high standards for both scientific research and patient care, and it helps the institute hire highly sought after researchers.
After she was appointed director and CEO, Beckerle guided the institute to its current standing as one of the top five cancer centers in the nation. HCI claims discovery of “more inherited cancer genes than any other cancer center in the world.
” She led the institute beyond just retaining it’s cancer center status to receiving the highest designation given by the National Cancer Institute (NCI) — that of a comprehensive cancer center. There are fewer than 50 in the country, mostly concentrated on the coasts. Not every state has a comprehensive cancer center, and Huntsman Cancer Institute is Utah’s only one.
According to the petition, NCI recently rated Beckerle as exceptional — it’s “highest rating for leadership.”
Beckerle was involved with former Vice President Joe Biden’s Cancer Moonshot initiative, and testified before congress less than a month ago on the importance of continued federal funding for cancer research.
Researchers and staff members say Beckerle made Huntsman Cancer Institute what it is today. According to Jody Rosenblatt, a researcher at HCI and a professor in the U’s School of Medicine, “Mary is the one that really put the Huntsman Cancer Institute, and I would say the University of Utah, on the map.
”
It’s unclear why she was dismissed from her position as the head of HCI.
Kathy Wilets, a spokesperson for University of Utah Health, declined to comment, saying “We understand emotions are running high but as you can imagine, out of respect for everyone involved, we can’t provide further information about personnel issues”.
President Pershing, Lee, and Beckerle herself did not respond to requests for comment. The U’s Board of Trustees, which was involved in the decision to dismiss Beckerle according to Lee’s email, also declined to comment.
Things have been “chaotic” at HCI since Beckerle was dismissed, according to an employee who requested to remain anonymous.
“Most everyone from lab techs to professors are upset about the situation and how it was handled,” she said. “Everyone loves Mary, and thinks she has been a great leader and has done nothing but good for HCI on the whole. The announcement really blind-sided everyone.”
Another employee who agreed to comment anonymously said the U “has tried over the years to just fold in HCI with the rest of [the hospital’s] departments, and remove our uniqueness.
A lot of people think this is a power play to get full control over HCI, which could also include redirecting our revenues to other things besides cancer research.”
Although HCI is formally overseen and its staff is hired and paid by the U, operation of the institute is semi-autonomous. According to Edgar, this model is not compatible with University of Utah Health’s idea of how HCI should be run. He said they want to unify the institute with the hospital. According to him, this would give hospital administrators control over what the institute does, the space it uses and how much money it gets.
HCI costs approximately $120 million a year to run, and it relies primarily on three sources of funding — a percentage of the revenues from the cancer hospital, private donations and grants from government agencies. Edgar said that if hospital administrators had full control over HCI, they could potentially redirect proceeds from the cancer hospital away from cancer research to University Hospital.
Rosenblatt said that she and other researchers will take positions at other institutions if Beckerle isn’t reinstated.
“When we’re getting offers to work at places that have already made it, and we’re staying because we think [HCI] has a great trajectory then all of a sudden the trajectory changes to just freefall, I think that a lot of people will leave,” she said. “It would be substantial enough to destroy the research here.”
The institute is in the process of recruiting new researchers. Those already working at HCI are concerned that the dismissal of Beckerle will discourage scientists from joining the institute.
“How do we tell them that everything is fine, when we feel very insecure?” said Rosenblatt.
Edgar extended this concern to the potential hiring of a new director and CEO. He said the move damages HCI’s reputation along with the U’s, and that if the cancer institute were to be fully integrated into the U’s hospital, the lack of resources and autonomy will discourage candidates from taking the job.
Many researchers have come to HCI because of the unique identity of the institute, partially due to its autonomy from the U.
“[HCI] wasn’t started by the U, wasn’t funded by the U and wasn’t built by the U,” said Edgar. “If we become a run-of-the-mill treatment center, we won’t be able to hire”.
Wednesday afternoon, he and hundreds of HCI employees marched from HCI to the doors of the Park Building where President Pershing’s office is located, protesting Beckerle’s dismissal. They presented his staff with the petition to reinstate her, bearing over 1,500 signatures.
Later that day, University of Utah Health released a statement that said, “As we look to the future, we believe closer collaboration between HCI and the rest of the university will further strengthen HCI for the benefit of our patients and enable us to apply the combined talent and resources of the university’s entire health system. ”
The statement appears to confirm researchers’ suspicions that the U’s intention in firing Beckerle was to gain more control over HCI and integrate it into the U’s hospital system.
Researchers and other HCI employees aren’t the only ones shocked by the U’s dismissal of Beckerle. The Huntsman family, who continue to be the largest single source of funding for the institute, says they weren’t consulted.
“Why this changed and why this had to happen, I guess nobody still knows why,” said Peter Huntsman, CEO of the Huntsman Foundation and Huntsman Cancer Foundation, as well as Jon Huntsman, Sr.’s son.
Huntsman Cancer Foundation is a non-profit organization run by the Huntsman family, and the medium through which donations are disbursed to the institute.
“Huntsman Cancer Foundation will always be guided by putting the patient first… In doing so, we expect excellence in all that is done at the cancer institute,” said Susan Sheehan, President and COO of the foundation.
“Dr. Beckerle provides outstanding leadership in carrying these values forward and her track record in advancing the cancer program is exceptional as measured against standards of the National Cancer Institute and cancer thought leaders throughout the US. We are deeply dismayed and disappointed by the leadership change announced by the University.”
Jon Huntsman, Sr. met with HCI staff Tuesday morning to express his disappointment and anger at Pershing and Lee, saying he wants them to reverse their decision. According to Edgar, he also explained that he was negotiating a $250 million donation with U administrators and that he would condition his donation upon Beckerle’s reinstatement and HCI’s continued autonomy. Huntsman told them he would do what it took to see Beckerle reinstated as CEO and Director, including taking legal action.
“If litigation is going to be needed to try to get things back to where they were, to try to do what’s best for the patients and so forth, that’s an avenue that we certainly will explore,” said Peter Huntsman.
Edgar said the institute is now in a “vulnerable” place and feels “it’s in danger of falling apart” not just because it may be unable to attract new researchers or retain those currently working, but because the Huntsman family could withdraw support.
“HCI is recognized by its peers as being one of the finest cancer centers in the world,” said Peter Huntsman. “It got there because of the hard work of Mary and all of the wonderful people who have made that institution what it is. I suppose it’s gotten there in part because of the hundreds of millions of dollars that my parents have generously given, and thousands of other donors have given to HCI as well. They’re wondering, ‘Should I keep giving? If I give to the cancer foundation, I want it going toward cancer care.’”
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U Healthcare CEO Calls for New Funding Model in DC
The Dean of the University of Utah’s School of Medicine was in Washington DC Tuesday testifying before a House appropriations subcommittee which included Representative Chris Stewart of Utah’s 2nd District.
Dr. Vivian Lee requested an increase in medical research and education funding in the federal budget.
Dr. Lee told the subcommittee that we stand at a critical juncture in the history of healthcare. To make her point about the importance of biomedical research, she used the high profile case of Angelina Jolie and her family’s experience with the BRCA1 gene.
“After studying numerous Utah families like Jolie’s where the mothers and daughters were affected by breast and ovarian cancer, researchers at the University of Utah sequenced the BRCA1 gene, and helped to create a test to determine a patient’s risk for getting the disease. This discovery has saved thousands of lives around the world,” Lee said.
As CEO of University of Utah Healthcare, Lee is responsible for an annual budget of more than 2.3 billion dollars. She told the subcommittee that research and education funding is subsidized by clinical revenues, which are declining. She said the current funding model is unsustainable.
Lee requested that the subcommittee fund the National Institutes of Health at least 32 billion dollars for research. She also requested 520 million dollars for the education of medical professionals.
“Of Utah’s 29 counties, 27 are designated as primary care health professional shortage areas. Title VII and VIII programs allow us to address these gaps by funding the training of nurses, physician’s assistants, family medicine physicians, and other health professionals so that our communities, both rural and urban receive the care that they need,” Lee said.
Representative Chris Stewart asked about the growing cost of charity care. Dr. Lee told him that uncompensated care cost the U’s medical system about 100 million dollars this year, and it’s grown about 25 percent from the previous year. She estimated that an expansion of Medicaid or its equivalent in Utah would level off that growth and reduce the cost by about 20 million dollars.
Bewakoof CEO expects new brand to net U$13m in 18 months
Bewakoof is a direct-to-consumer (D2C) fast fashion brand founded in 2012.
The company has amassed a consumer base of four million and has a top line figure of close to U$45m in sales
The company recently launched Cosmos Beauty to tap into the opportunities in the fast-growing beauty market in India.
Targeted and millennials and Gen Z consumers, Cosmos Beauty is a gender-neutral brand developed with plant and mineral ingredients.
The brand launched on Bewakoof’s official platform as well as top marketplaces like Amazon, Myntra, Tata Cliq, Flipkart, Nykaa.
“Beauty is a need which is picking up big time in India. It started with the women’s segment three years back and right now, it is picking up big time in the male segment also,” said Prabhkiran Singh, founder and CEO of the Bewakoof Group.
The company is following the footsteps of fast fashion giants Zara and H&M, which both have expanded beyond fashion and into categories including homeware, beauty, and tech accessories.
“The vision of Bewakoof was always to build a lifestyle brand.
Our expertise lies in fulfilling the needs of our core audience, which are Gen Z and millennials. We are a brand that is super focused on young people and no matter what the needs this group has, we want to fulfil it, regardless of category,” said Singh.
With its strong base of existing consumers and expertise in digital content and marketing, the company is confident that it has a success on their hands.
“We will be disappointed if we don’t hit Rs100 crore (U$13.4m) in 18 months and we are quite confident of hitting Rs500 crore (U$67m) in four years,” said Singh.
The brand launched with 43 SKUs with prices starting at Rs350 (U$4.70).
“We see that there is a very big gap when it comes to pricing between the affordable and the high-end products and there’s nothing in between. I think the market is underserved. People have high affordability than before, but there are fewer premium products out there,” said Singh.
In the next month, the company plans to roll out another 45 SKUs.
Over the next quarter, it expects to release a total of 200 SKUs.
The rapid roll-out rapid is essential to retain the attention of its young consumer base, which have an insatiable appetite for everything new.
“This is a generation that likes to explore a lot before settling down with one option. We are seeing this consumer pattern in each segment, from the products they consume to travel,” said Singh.
He added that the company will leverage its “excellent” supply chains processes for fashion to keep up with a bevvy of products.
“We are seeing a new phenomenon and the way we see the beauty segment evolving is that it’s becoming fast beauty, just like fashion. Fast beauty is the way of the future and will want to be one of the leading players in it.”
General Director
The General Director is appointed by the Board of Directors from among the executive members of the Board of Directors and is responsible for coordinating the work of executive members of the Board of Directors and organizing the activities of the Company.
He is also responsible for the day-to-day management of the Company and is authorized to make decisions on issues that do not fall within the competence of the General Meeting of Shareholders and the Board of Directors.
In accordance with the principles of best corporate governance practice, the functions of the CEO and the Chairman of the Board of Directors are separated, therefore the CEO is not simultaneously the Chairman of the Board of Directors.The General Director is the legal representative of NIS.
General Director of NIS jsc Novi Sad “is Kirill Vladimirovich Tyurdenev .
Born in 1977.
He studied at the Moscow State Institute of International Relations (MGIMO) and graduated (with honors) from the Faculty of International Relations with a BA in Political Science and International Relations, and then received a Master’s degree in International Law (with honors).He also holds a Master of Laws (LL.M) from the University of Manchester and completed executive education programs at INSEAD and London Business School.
From 2000 to 2004, Kirill Tyurdenev worked for A.T. Kearney and Unilever, and in 2004 began working for McKinsey & Co. From 2007 to 2012, Kirill Tyurdenev held the position of Deputy General Director for Strategy and Corporate Development at Sibur – Mineral Fertilizers. Since 2012, he was Executive Vice President and Member of the Management Board of Sistema JSFC.Prior to joining NIS, Kirill Tyurdenev held the position of President and Chairman of the Management Board of OJSC United Petrochemical Company, which at that time was part of the AFK Sistema group of companies, and was also the Chairman of the Board of Directors of OJSC Ufaorgsintez.
In April 2016, he starts working at NIS jsc. Novi Sad ”as First Deputy General Director for Refining and Sales.
As a member of the Board of Directors of NIS jsc Novi Sad ”was elected in December 2016, and the position of General Director of“ NIS a.O. Novi Sad ”was appointed in March 2017.
General Director
Sergey Anatolyevich Kogogin
Curriculum Vitae
Born on November 16, 1957 in the village of Bolshiye Klyuchi, Zelenodolsk District, Tatar Autonomous Soviet Socialist Republic.
He began his career in 1976 as a milling machine operator at the Kazan Engine-Building Plant. In 1977 he graduated from the Kazan Aviation College and entered the Physics Department of Kazan State University, where in 1982 he received the specialty “Radiophysics and Electronics”.In 1982-85 he worked as a tuning engineer at the Era enterprise. Then, in 1985-90, he was a senior engineer, head of a bureau, deputy chief mechanic and chairman of the trade union committee of the Zelenodolsk machine-building plant. During these years, studying on the job, he graduated from the Banking School. In 1990-94, Sergei Kogogin headed the Zelenodolsk Machine-Building Plant, and in 1994-99, the administration of the Zelenodolsk District. Then he was appointed Deputy Prime Minister – Minister of Economy and Industry of the Republic of Tatarstan.
From June 1999 to the present time Sergey Kogogin is a member of the Board of Directors of KAMAZ PTC, since April 26, 2002 – General Director of KAMAZ PJSC.
Under his leadership, the company made a unique breakthrough and took its rightful place among the largest manufacturers of trucks, not only in the CIS, but also in the world. On the way of creating a new image of KAMAZ as a modern, customer-oriented enterprise, Sergei Anatolyevich benefited from his extensive experience in industrial enterprises and government bodies.The General Director not only exercises macroeconomic management, but also personally controls the production process, new design developments, concludes lucrative contracts, solves legislative problems, protecting the interests of all Russian car manufacturers. Under his leadership, the problem of restructuring the debts of KAMAZ PTC was solved, on his initiative the model range of KAMAZ vehicles is constantly being updated, and new modern competitive models are being mastered.
Under Sergei Kogogin, KAMAZ PTC, keeping the best corporate traditions, has become a company that makes a real contribution to the development of cultural and spiritual values.
An example of this is financial support for the construction of the Cathedral of Christ the Savior in Moscow, the Kul-Sharif mosque in the Kazan Kremlin. Being a city-forming enterprise, PJSC KAMAZ, under the leadership of General Director Sergei Kogogin, makes a significant contribution to the development of the social sphere of Naberezhnye Chelny, providing comprehensive support to numerous creative teams and cultural organizations of the city. This is the Province Chamber Orchestra and an art gallery.
Sergey Kogogin conducts a large state and public activity.In 2004-2009 he was a deputy of the State Council of the Republic of Tatarstan. From January 2006 to the present, he is the head of the non-profit partnership “Association of Automobile Manufacturers of Russia” (UAR) as the chairman of its council.
Sergey Kogogin holds a PhD in Economics.
At the initiative of Sergei Kogogin, work is underway to revive historical monuments – the Raifa Monastery and the ancient island town of Sviyazhsk.
Awarded with state and public awards and honorary titles:
- in 1998 – Diplomas of the Military Commissioner of the Republic of Tatarstan;
- in 2001 – the title of “Honored Mechanical Engineer of the Republic of Tatarstan”;
- in 2002 – the title of “Honorary Citizen of the city of Naberezhnye Chelny”;
- in 2005 – gold medal “Rose of the World” in the nomination “Devotee of Science and Production”, medal “In Commemoration of the 1000th Anniversary of Kazan” and the title “Honorary Machine Builder of the Republic of Tatarstan”;
- in 2006 – the Order of Honor of the 2nd degree for merits in the fight against corruption, the state award of the Republic of Kazakhstan – the medal “Eren enbegi yshin”;
- in 2007 – Order of Friendship;
- in 2009 – awards of the Government of the Russian Federation in the field of science and technology for the development and implementation of complex regional programs of energy saving and energy resource efficiency of the Republic of Tatarstan;
- in 2013 – Order of Merit, III degree from DOSAAF of Russia;
- in 2016 – Order of Honor of the Russian Federation, Gratitude of the Chairman of the State Duma of the Federal Assembly of the Russian Federation to the Labor collective of KAMAZ PTC “For a special contribution to the development of the automotive industry in the Russian Federation and in connection with the 40th anniversary of the release of the 1st KAMAZ vehicle.
- in 2017 – the title of honor “Honorary Machine Builder of the Ministry of Industry and Trade of the Russian Federation”, Certificate of Honor of the President of the Russian Federation.
- in 2018 – Order of Merit for the Fatherland, IV degree.
- in 2019 – Order of Merit to the Republic of Tatarstan, Commendation of the President of the Russian Federation.
- in 2019 – the medal “100 years of the formation of the Tatar Autonomous Soviet Socialist Republic”.
90,050 in 2007 – the “Golden Star” commemorative sign of the Kremlin for high production achievements;
90,050 in 2010 – the title “Honored Transport Worker of the Russian Federation”;
90,050 in 2012 – Order of Merit to the Republic of Tatarstan;
90,050 in 2014 – Commemorative Medal of the Internal Troops of the Ministry of Internal Affairs of Russia “For Assistance”;
90,050 in 2015 – medals “For Valiant Labor” of the Republic of Tatarstan.
A complete list can be found here.
Sergei Kogogin was also awarded a personalized gold watch by the President of the Russian Federation for his active efforts to strengthen the economic power of the country.
He became the winner of the republican public competition “Manager of the Year” in the nomination “The best manager of a machine-building, metalworking, instrument-making and medical industry enterprise.”Numerous state and public organizations, information and analytical agencies of the federal, republican and local levels have repeatedly awarded him the titles “Person of the Year”, “Person – Golden Heart”, “Best Leader of the Year”, etc.
General Director
Sinyutin Petr Alekseevich | ||
General Director | In 1984 he graduated from the Chelyabinsk Polytechnic Institute, having received the qualification of an electrical engineer, in 1998 he received a second higher education at the Russian Academy of Public Administration under the President of the Russian Federation, economist. | |
The competence of the General Director of PJSC ROSSETI Moscow Region includes all issues related to the management of the current activities of PJSC ROSSETI Moscow Region, with the exception of matters referred to the competence of the General Meeting of Shareholders, the Board of Directors and the Management Board of PJSC ROSSETI Moscow Region.
General Director of PJSC ROSSETI Moscow Region acts without a power of attorney on behalf of PJSC ROSSETI Moscow Region, including, subject to the restrictions provided for by the current legislation, this Charter and decisions of the Board of Directors of PJSC ROSSETI Moscow Region:
- ensures the implementation of the plans of the Company’s activities necessary for solving its tasks;
- develops and submits for approval to the Management Board of PJSC ROSSETI Moscow Region target values of key performance indicators (KPIs) for divisions (officials) of PJSC ROSSETI Moscow Region and is responsible for their implementation;
- approves the methodology for calculating and assessing the implementation of key performance indicators for the divisions (officials) of the Company, their target values (adjusted values) and reports on their implementation;
- organizes accounting and tax accounting and reporting in the Company, storage of accounting documents;
- disposes of the property of the Company, concludes transactions on behalf of the Company, issues powers of attorney, opens settlement and other accounts of the Company in banks and other credit institutions (as well as in cases provided by law – in organizations that are professional participants in the securities market);
- issues orders, approves (accepts) instructions, local regulations and other internal documents of the Company on issues of its competence, gives instructions that are binding on all employees of the Company;
- approves the staffing table and official salaries of the Company’s employees;
- approves the Regulations on the branches and representative offices of the Company;
- exercises in relation to the Company’s employees the rights and obligations of the employer provided for by labor legislation;
- performs the functions of the Chairman of the Management Board of the Company;
- distributes duties between Deputy General Directors;
- , no later than 45 (Forty five) days before the date of the annual General Meeting of Shareholders of the Company, submit to the Board of Directors of the Company an annual report, annual accounting (financial) statements, distribution of profits and losses of the Company;
- resolves other issues of the current activities of the Company, except for issues referred to the competence of the General Meeting of Shareholders, the Board of Directors and the Management Board of the Company.
General Director
Polochansky Date of Birth: 18 February 1973 Place of Birth: Novosibirsk, Russia |
Education
1995- Siberian State Academy of Railways (specialty – economics and transport management).
2011 – Novosibirsk State Technical University (specialty – management).
Professional experience
From 14.10.2016 – General Director of JSC TGC-11.
2013-2016 – Executive Director of JSC Inter RAO – Electricity Generation Management.
2011-2013- Deputy General Director for Economics and Finance of JSC Inter RAO – Electricity Generation Management.
2009-2011 – First Deputy General Director – Executive Director of JSC TGK-11.
2007-2009 – First Deputy General Director for Operational Management – Financial Director of Sibirenergo OJSC.
2003-2006 – Deputy General Director – Director for Economics of CJSC Regional Electric Networks.
1995-2003 – financial manager / chief accountant / general director in various commercial organizations in Novosibirsk.
90,176 awards 90,177
2010 – Commendation from the Ministry of Energy of the Russian Federation
2014 – Certificate of Merit of the Ministry of Energy of the Russian Federation
2018 – Letter of thanks from the Chairman of the Management Board of PJSC Inter RAO
2018 – Commendation from the Governor of the Omsk Region
2019- Badge of Honor of the Public Organization “All-Russian Electric Trade Union”
“For the Commonwealth”
2019 – The title of “Honorary Power Engineer” of the Ministry of Energy of the Russian Federation
“Rosseti FGC UES” | Manual
Ochaikin Dmitry Valerievich
General Director
Graduated from the Ural State Technical University with a degree in Power Systems and Networks and the Federal State Educational Institution of Continuing Professional Education with a degree in Economics and Enterprise Management (in the energy sector).
Since 1989 he has been working in the power grid complex. He began his career at Sverdlovenergo OJSC as an electrical fitter for the repair and maintenance of automation, then held the position of foreman, shop manager, department head and deputy chief engineer for repairs. In 2006, he took the position of Deputy General Director for Corporate Services of the branch of JSC FGC UES – MES of Western Siberia, then headed the financial and economic unit in the position of Deputy General Director for Economics and Finance of MES Volga; 2017-2020 – General Director of MES Siberia.In the period from October 2020 to June 2021, he headed the CIUS Rosseti FGC UES. On July 1, 2021, he was appointed General Director of the Branch of FGC UES PJSC – MES North-West.
The total experience in the power industry is 32 years. Awarded with the Gratitude of the Governor of the Saratov Region, the Certificate of Honor of the Republic of Mordovia. Awarded with Gratitude to PJSC FGC UES (2015), Certificates of Merit from MES Volga (2007, 2011), PJSC FGC UES (2009), Ministry of Energy of the Russian Federation (2012).
Awarded with the Badge “10 years of FGC UES” (2012).Listed on the FGC UES Hall of Fame (2010). In 2014 he was awarded the Honorary title “Honorary Power Engineer”. In 2019 – the honorary title “Honorary Power Engineer of the Fuel and Energy Complex”.
Agapkin Konstantin Alikovich
First Deputy General Director – Chief Engineer
He graduated from the technical faculty of the Moscow Machine-Tool Institute in 1991, from 2000 to 2003 he studied at the Omsk State Technical University, specializing in “Internal electrical equipment”, qualification – engineer.The total work experience in the power industry is 23 years. He began his career as an electrical fitter at the Nizhnevartovsk electrical network enterprise, where he worked his way up to the head of the Samotlor Distribution Zone. Since 2006, he held various managerial positions in the branch of JSC FGC UES – MES of Western Siberia, LLC Project Center Energo, JSC Institute Hydroproject, Executive Office of JSC FGC UES.
In July 2016, he was appointed First Deputy General Director – Chief Engineer of the branch of PJSC FGC UES – MES North-West.
Krautman Dmitry Konstantinovich
Director of Corporate Services
Graduated from the St. Petersburg Humanitarian University of Trade Unions with a degree in jurisprudence. He was appointed Deputy General Director of MES North-West for corporate services in January 2015. He began his career in the power industry in 2012 as Deputy General Director – Head of the Administration of IDGC of the North-West, JSC.Previously, from 2004 to 2012, he held various managerial positions at Pulkovo Airport OJSC.
Guba Dmitry Olegovich
Deputy General Director for Economics and Finance
In 2003 he graduated from the St. Petersburg State University of Economics and Finance with a degree in Finance and Credit.
He began his career in the power industry in 2012 as Deputy General Director for Economics and Finance of IDGC of the North-West, JSC.
He worked in various managerial positions in generating and supply companies.
In September 2019, he was appointed Deputy General Director for Economics and Finance of the branch of PJSC FGC UES – MES North-West.
Stanislav Novikov
Acting Deputy General Director for Investment and Network Development – Deputy Chief Engineer for Main Equipment Operation
Graduated from Ivanovo State Power Engineering University in 1995 with a degree in Automatic Control of Electric Power Systems.In 2005 he received his second higher education at the Ivanovo State Power Engineering University with a degree in Economics and Enterprise Management.
From 1997 to 2006 he worked his way up from an engineer of the relay protection and automation service to the deputy chief engineer of the branch of JSC FGC UES – Leningradskoye PMES. From 2006 to 2017, he held various managerial positions in the branch of JSC FGC UES – Backbone electrical networks of the North-West. In May 2017, he was appointed to the position of Deputy Chief Engineer for Main Equipment Operation.
Work experience in the power industry and FGC UES – 19 years. Has many industry awards and commendations. In 2016, he was awarded the Certificate of Honor of the Ministry of Energy of the Russian Federation.
Zyryanov Nikolay Mikhailovich
Director of Information Technology Systems
Graduated from the Leningrad Polytechnic Institute named after V.I. M.I. Kalinin, specializing in power plants, qualification electrical engineer.
General experience in power engineering 26 years. Professional activity in this area began in 1978 as an electrician of the 1st category. After graduating from the institute, in 1988 he came to the Starorusskiy enterprise of electrical networks “Novgorodenergo” as a specialist of the 2nd category. In less than a year he became the head of the RZiA service. In the period from 1989 to 2002, he worked at the Vyborg conversion complex “Lenenergo” in the positions of engineer of the 1st category, leading engineer-technologist, head of the production facility.
Since 2002, Nikolai Mikhailovich’s career has been developing at PJSC FGC UES. In the Vyborg enterprise of the MES North-West, he held the positions of deputy head of the relay protection and automation service and maintenance and adjustment, head of the relay protection department. In 2006, he moved to the Leningrad enterprise MES North-West as head of the relay protection and automation diagnostics service. In the period from 2008 to 2011, he worked in the branch of PJSC FGC UES – MES North-West as the head of the Relay Protection and Automation Service. In 2009, he improved his qualifications at special purpose courses.
From 2014 to 2015, he held the position of director of the Vyborg enterprise MES North-West. On September 1, 2015, he was appointed to the position of Director for Information Technology Systems of MES North-West, which he held earlier for three years, from 2011 to 2014.
During his work in the electric power industry, Nikolai Mikhailovich was awarded a number of industry awards, including Diplomas of Honor from RAO UES of Russia (2004), Leningrad enterprise MES North-West (2006.
), Ministry of Energy of the Russian Federation (2008), PJSC FGC UES (2011), MES North-West (2009, 2010, 2011). In 2007 he was awarded the Commemorative Medal “5 years of FGC UES”. The badges “10 years of FGC UES” in 2012 and “For reliable operation of Olympic power facilities” in 2014 were awarded.
Valiev Ruslan Alexandrovich
Deputy Chief Engineer – Chief Dispatcher
Graduated from St. Petersburg State Polytechnic University with two specialties: power engineering and economics.He was appointed to the position of Director for Operations Management – Chief Dispatcher of MES North-West in June 2015. Since 2005, he worked in the dispatch service and in the Head Grid Control Center of MES North-West, where he rose from a specialist to a senior dispatcher and deputy head of the operational and technological management service – head of the operational work department. In 2009 and 2012. awarded with a certificate of honor from the MES of the North-West.
Talnishnikh Sergey Andreevich
Security Director
In 2004 he graduated from the St. Petersburg State University of Information Technologies, Mechanics and Optics with a degree in instrument engineering, qualification engineer.
Professional activity in this area began in 2002 as a process engineer at OJSC “Techpribor” with a subsequent promotion to the position of an engineer of the 1st category in the organization and regulation of labor. In the period from 2011 to 2012, he worked at the Committee for Economic Development, Industrial Policy and Trade of the Government of St. Petersburg, where he held the positions of Head of the Economic Security Sector and Head of the State Order Department.
In January 2013, Sergey Andreevich moved to the Committee for Industrial Policy and Innovations of the Government of St. Petersburg as head of the Department for the Development of Industry and Agro-Industrial Complex, in June 2014 he was transferred to the position of Deputy Chairman of the Committee.
On January 11, 2021, he was appointed Security Director of MES North-West.
AKIMOVMaxim Alekseevich General Director, Chairman of the Management Board, Member of the Board of Directors of Russian Post Born on March 1, 1970 in Maloyaroslavets, Kaluga Region. From 1994 to 1996 – General Director of AOZT “Fineart” From February 2020 – General Director, Chairman of the Board of Russian Post JSC. Currently he is also a member of the board of directors of Russian Post JSC, RVC JSC, a member of the supervisory board of the Higher School of Economics, ANO Tsifrovaya Economy, a member of the Board of Trustees of the Skolkovo Foundation, RANEPA, RFU, a member of the Board of RUIE “. |
General Director :: Management bodies :: About the company :: PJSC Rosseti Kuban
Ebzeev Boris Borisovich
Chairman of the Management Board,
General Director of PJSC Rosseti Yug;
Chairman of the Management Board,
Acting General Director
PJSC Rosseti Kuban.
Year of birth: 1975
Education: higher,
Moscow State University
named.
M.V. Lomonosov, specialty “Jurisprudence”,
qualification “Lawyer”.
Academic degree: candidate of legal sciences.
All positions held by this person in the last 5 years and at present, in chronological order, including part-time positions:
