Scale and platform
Kubernetes, HA and on-prem installations, capacity headroom, load testing before release.
I run infrastructure, operations and engineering teams.
Alexander Gomanov, Saint Petersburg. In IT since 2009, the last four years leading infrastructure and DevOps/SRE departments. Currently at SimpleOne, ITG group. Looking for a full-time in-house role.
Head of Infrastructure
Head of DevOps
Platform Engineering Lead
SRE Lead
Experience
Where I worked and what I did there
Head of Infrastructure · SimpleOne
Product infrastructure and platform: Kubernetes readiness, object storage, release processes, capacity. Before that I ran the managed services department at ITGLOBAL.COM, part of the same group.
- Kubernetes migration: reviewed 15 microservice repositories, found 20+ places where services would break, built a prioritized backlog. The sandbox launched on schedule
- replacing the object storage backend: compared three options against 20+ criteria, recorded the decision and its reasoning in an ADR, wrote the migration plan for ~8 TiB
- certification process for new operating systems: load testing became a mandatory step before release, two OSes confirmed in one quarter
- storage review (18 buckets, ≥400 GB): found up to 180 GB that could be freed and caught the growth before we ran out of space
- in managed services: 13 engineers, three teams with leads, automated KPI reporting, tech debt down from 286 to 34 tasks
- packaged four services into products and rebuilt billing. Revenue from the DevOps service at a key client doubled
Head of IT — DevOps, SRE, support · Smart Dynamics
The shared IT team of the holding (legally employed by Kadam): budgets, tooling, processes and infrastructure for every company in the group.
- started with a team of four: two DevOps engineers, one in support, one part-timer. Grew it into two departments with their own leads, DevOps and support. After I left they kept running on their own, without a department head, and still do
- 17× fewer production incidents
- infrastructure and software spend down 25%
- support built from scratch: from 35 to 250 tickets per person per month, SLA from 36% to 93%
- put together the DevOps team and moved infrastructure to code
Project manager, service manager
Service contracts across Russia and CIS. Resources, timelines, budgets, risks.
- nine contracts on me, up to four or five projects at a time
- project budgets of ₽0.5–1.5M per month
- restaurant-chain infrastructure: 500 sites, 2000 workstations, two data centers
System administrator, support engineer
Linux and Windows, monitoring, on-call shifts, routine automation. Support quality went from 80% to 95% over that period.
- since 2009 I also did security assessment work, which is where the habit of looking at infrastructure from an attacker's side comes from
How it looked from the inside — case write-ups →
Numbers
Results you can count
Reliability
17×fewer production incidents
36→93%support SLA after reworking the process
80%of service health models updated
Money
−25%infrastructure and software spend
−88%team tech debt: from 286 to 34 tasks
×2revenue from the DevOps service at a key client
Scale
15repositories reviewed for Kubernetes readiness
~8 TiBof data in the storage migration plan, 1.8M objects
20+servers in the product's HA cluster
Team and process
13engineers: DevOps, SRE, managed apps, Linux/Windows, databases
3teams with leads and clear ownership
30+infrastructure and product projects delivered
Cases
Six examples of the work
The full set is on the cases page →
Scale · Kubernetes
Kubernetes readiness review
15 repositories, 20+ critical blockers, a prioritized backlog. The sandbox launched on schedule.
Open → Money · storageObject storage review
18 buckets, ≥400 GB. Up to 180 GB could be freed, and the growth was caught before we ran out of space.
Open → Money · economicsDepartment economics and billing
The first P&L model, plan vs actual, margin per service. Unpaid work stopped.
Open → Reliability · monitoringMonitoring and incident reviews
Health models and alerting, a PostgreSQL/Patroni incident review, manual fixes replaced with automation.
Open → Process · queuesA department that runs predictably
Split support from development, added queues and metrics. Tech debt −88%, median 7 → 5.9 days.
Open → Service · SLAA custom 24×7 service
From requirements to operation: a 7-minute response round the clock, +48% revenue per engineer-hour.
Open →Ownership
What I take on
Infrastructure spend
Clear costs, capacity tied to budget, billing, service margins, cutting what nobody uses.
Reliability and monitoring
SLO/SLA, metrics, logs, alerts, service health models, incident reviews and follow-through on causes.
How the team works
Structure, ownership, support separated from development, KPIs, queues, escalation.
Technology
What I work with, hands-on and at the decision level
Security has been part of my background since 2009: risk analysis, hardening, perimeter defense, resilience under load, attack-vector review and remediation order. I'm not a pentester. I look at infrastructure the way the person who has to operate it does.
Formats
What I'm looking for
A full-time leadership role at a product or service company, remote or hybrid. Project and advisory work comes on top of that, not instead of it.
- Full-time
Head of Infrastructure, DevOps, Platform or SRE
- Project
Audit, stabilization, process setup with a fixed timeline
- Advisory
Engineering advisor for a CTO or tech lead
- B2B
Consulting and projects — separately at gomandev.ru
Contact
If you're hiring a head of infrastructure or DevOps, write to me and I'll answer.
— Alexander
- Emailgomanov.alexander@gmail.com
- Telegram@Gomanov_A
- LocationSaint Petersburg · remote or hybrid
- Consultinggomandev.ru
P.S. If it's not an in-house hire you need but an external project — an operations audit or a stabilization effort — that's separate, at gomandev.ru →