The RESO Group was established in 2004, although its insurance division has been operating since 1991. Today, the insurer is included in the list of backbone enterprises in Russia, provides services in the field of life and health insurance, real estate and movable property, and is engaged in leasing.
SPAO "RESO-Garantiya" in Moscow - Requisites, Director and E-mail
RESO-Garantiya is the main enterprise of the group. It is engaged in insurance of clients under programs not related to medicine and life (these areas have been transferred to the divisions of the insurer). The main office of the organization is located in Moscow, on Hasek Street, in the house at number 12, the first building.
The telephone number of the main office is +7-495-730-30-00. The hotline number for the organization's clients is 8-800-234-18-02 (calls are free from anywhere Russian Federation number is open 24/7). Basic details:
- OGRN - 1027700042413;
- Checkpoint - 771001001;
- OKPO - 11595516;
- OKTMO - 45380000000;
- TIN - 7710045520;
- settlement account - 40701810401400000014;
- correspondent account - 30101810200000000593;
- BIC - 044525593.
The head of "RESO-Garantia" is Rakovshchik Dmitry Grigorievich. Serves as General Manager. Savelyev Andrey Nikolaevich, President of the RESO Group.
LLC "SMK RESO-Med" in Moscow - Requisites, Director and E-mail
A division that provides the public with mandatory health insurance policies. The main office is located in the Moscow region, the city of Pavlovsky Posad, on Uritskogo street, at number 26.
The contact phone number is 8-495-995-04-69, as well as 8-495-956-12-52. Contact center number - 8-800-200-92-04 (works around the clock and seven days a week, multi-channel line, free of charge).
Basic details of the company:
- OGRN - 1025004642519;
- Checkpoint - 503501001;
- OKPO - 23443711;
- OKTMO - 46759000001;
- TIN - 5035000265.
The official website of the insurer -. It has a feedback form, using which you can ask a question to employees of the organization. You can also use email for this. [email protected] .
The head of the company is Yury Fedorovich Demin (general director).
LLC "OSZH RESO-Garantia" in Moscow - Requisites, Director and E-mail
The division is engaged in programs related to life insurance (including funded). Operates since 2006. The address of the main office of the company is Moscow, Nagorny Prospekt, 6. Phone number is +7-495-730-30-00.
Basic details of the insurance company:
- OGRN - 1067746490305;
- Checkpoint - 772601001;
- OKPO - 95174843;
- OKTMO - 45920000000;
- TIN - 7726539162;
- settlement account - 40701810100000009588;
- correspondent account - 30101810500000000976;
- BIC - 044525976.
Official web page - . You can send a written request using e-mail - [email protected].
The head of the company is Rakovshchik Dmitry Grigoryevich (officially he is the CEO of RESO-Garantia).
LLC "RESO-Leasing" in Moscow - Requisites, Director and E-mail
RESO-Leasing subdivision provides legal entities cars and trucks in leasing. The main office of the organization is located in Moscow, on the First Nagatinskiy Prospekt, in the house at number 10, the first building (on the territory of the Newtone Plaza business center). Contact phone number - +7-495-980-08-83.
At the highest level of management - the General Director of RESO-Garantiya OJSC and his deputies develop strategic decisions affecting the organization's policy in the field of development of insurance activities.
When creating divisions, the management of the insurance company RESO-Garantia identified the main tasks that need to be addressed in the process of the insurance company:
forecast the market by types of insurance;
· develop operational plans and strategies for types of insurance;
Manage and control the creation of an insurance product;
plan and control the implementation of the plan for the promotion of insurance products;
plan and control insurance rates;
· Control the implementation of the sales plan;
· plan the implementation of the plan for unprofitability of insurance products.
In addition, managers coordinate the activities of their deputies - heads of departments and other subordinates.
Therefore, in the process of creating divisions in the RESO-Garantiya insurance company, the front and middle offices were combined. That is, the departments of these divisions were formed in such a way that the efficiency of the company's profit did not affect the insurance fund and reserves. The middle office is focused on risk management, profit and loss calculation, and is responsible for information technology. And yet the middle office takes on the functions of the front office, namely: control over all the activities of RESO-Garantia.
And also a back office was formed, which complements the activities of these departments and deals with accounting, documentation, document flow, execution control and settlement of transactions, orders and contracts in the insurance market in accordance with the requirements of the law and internal regulations.
In the structure of RESO-Garantia divisions, the departments that are included in their component are presented (Appendix B on page 32).
Appointments of the departments of JSC "RESO-Garantiya"
Each department in the RESO-Garantia company has its own specific purpose, which is aimed at improving the company's activities and attracting a large number of customers.
Marketing Department at RESO-Garantia OJSC.
In RESO-Garantia, marketing is aimed at increasing the insurer's profit or maximizing the sales of insurance products by taking into account the needs of policyholders more fully.
RESO-Garantia insurance marketing includes:
Market research and own insurance portfolio;
development of requirements for insurance products (services);
promotion of insurance products on the market.
Market research is the study of potential clientele in order to identify such consumer groups, whose involvement in insurance company as insurers will bring RESO-Garantia the greatest profit. Research of the insurance market implies its segmentation, selection of target (most preferred) segments and is carried out taking into account the properties of the potential clientele, namely:
her insurance needs;
· geographical and socio-economic distribution;
solvency of consumers;
the possibility of influencing the clientele through advertising and other means in order to convince them to purchase an insurance product;
The cost of attracting customers to the company:
· possible directions of evolution of insurance needs and preferences of clients;
· competitiveness of insurance markets and possible actions of competitors;
· Assessment of the level of risk of occurrence of insured events for various types of policyholders;
· grade average cost insured event for various groups of potential policyholders.
The study of the insurance portfolio is an analysis of the probabilities of occurrence of insured events and the cost of insured events for the company, depending on the various characteristics of the clientele (insured): geographical location; professions; the nature of the activity; gender; age; the nature of the insured risks and the property or other interests taken for insurance, etc.
The development of requirements for insurance products is the process of determining their properties that best meet the needs of policyholders and correspond to consumer preferences in terms of the form of organization of the insurance product. This list includes:
interests accepted for insurance (objects of insurance);
risks insured ( insurance cover);
the price of the insurance product;
· additional services provided by RESO-Garantia, in addition to compensation for damage (legal services, repair of damaged property, etc.);
· quality and completeness of customer service at the stage of passing the insurance contract.
Promotion of insurance products on the market (product commercialization) is:
Informing potential consumers about the available insurance product and its positive qualities, persuading a potential policyholder of the need to purchase insurance coverage (targeted advertising of an insurance product);
· stimulation of sales of insurance products by increasing the attractiveness of the image of the insurance company as a whole (image advertising of RESO-Garantia);
· Creation of a sales system for insurance products that ensures the greatest sales efficiency;
· promotion of sales through a system of discounts for policyholders, premiums for sellers of insurance services, advertising at the point of sale.
Marketing of RESO-Garantia OJSC is based on the analysis of potential and existing insurance markets (clientele), i.e. insurance marketing is basically a preliminary analysis of the profitability of clientele and markets, the methodology of their conquest and retention.
The insurance marketing system for RESO-Garantia is a tool for achieving certain goals set by the company in the new market conditions, characterized by increased market competition and consumers' demands for the quality of services. Such goals for RESO-Garantia are:
· Maximizing the profit of the company;
· Receipt by the insurer of sufficient profit along with the performance of any additional functions;
· Survival of the company with the main emphasis in its activities on the implementation of goals not related to making a profit through insurance activities.
Profit maximization is the main goal for the management of RESO-Garantia and insurance intermediaries (brokers and agents) interested in their own income.
Claims settlement department at JSC RESO-Garantia.
In order to provide comprehensive, complete and prompt service to RESO-Garantia's clients, a claims settlement department was created, which is a department of the middle office.
RESO-Garantia OJSC has a separate loss settlement department mainly only in motor insurance (OSAGO and CASCO), since for most other types of insurance, the same employees of the company who are engaged in the conclusion of insurance contracts are involved in the settlement of losses.
Therefore, in RESO-Garantia, the structure of the claims settlement department is divided into the receipt of documents and the consideration of insured events.
The employees of RESO-Garantia dealing with the acceptance of documents communicate directly with the insured, explain what documents must be submitted to receive compensation, then accept these documents, and then submit the finished package of documents for consideration.
And the employees involved in the review of documents check the completeness of the set of documents and their content for compliance with the insurance rules and make a decision on the payment of compensation, after which the loss is transferred to the signature of the authorities of RESO-Garantia. The head of the Claims Department finalizes the payment file and signs it for payment to the accounting department of the company.
The number of employees of the claims settlement department in RESO-Garantiya OJSC varies between 3-10 people.
Underwriting Department at RESO-Garantia OJSC.
The underwriting of RESO-Garantia is a creative process on which all the main work of the company depends (Appendix D on page 33).
In the course of risk analysis, the RESO-Guarantee underwriter establishes the entire set of risks affecting the company's insurance object, classifies it according to the characteristics of insurance and non-insurance; evaluates insurance risks by probability and expected loss and selects from this totality those risks that can be accepted for insurance, taking into account the current rules (conditions) of insurance and tariff guidelines. Primary information about the object and risks is taken from the application for insurance and questionnaires, the conclusion of the surveyor, the act of pre-insurance examination, direct examination of the object by the underwriter.
RESO-Garantia conducts a pre-insurance examination, which is the most important stage in the company's activity - the success of all subsequent stages of concluding and executing an insurance contract depends on its quality. RESO-Guarantee applies both standard and individual expertise. Pre-insurance examination includes the study of the object and subject of insurance according to the documents and, if necessary, a direct examination and drawing up a conclusion. The expert performing the pre-insurance examination has the appropriate training. The analysis of the object of insurance is carried out on the basis of familiarization with the documents of the insured and their study and a direct examination of the objects claimed for insurance. A pre-insurance examination can also be carried out by the seller, if the object is not very complex.
In RESO-Garantia, in difficult cases, the inspection is carried out by underwriters together with the seller, and in the most difficult cases, by surveyors or reinsurers together with the underwriter (and already without the seller). Based on the conclusion of the surveyor, the insurer makes a decision to conclude an insurance contract. In RESO-Garantia, taking into account external and internal circumstances, taken in their unity and interaction, allows the surveyor or other expert to assess the natural state of the insurance object and the environment in which the object is located, predict a favorable or unfavorable outcome of risk insurance for the insurer and, accordingly, make suggestions by tariff.
Inspection of the object in RESO-Garantia leads to two main results:
1) classifying the object as a risk category (at least one of the three: good, medium and bad);
2) identification of problem areas (including for use in bargaining with the client).
Relations between underwriters and surveyors in RESO-Garantia are based on personal trust.
Three groups of situations in which an independent surveyor is involved in risk assessment:
1) when assessing a major risk;
2) for image purposes or at the direction of the policyholder;
3) in cases where the RESO-Garantia insurer first encounters an uncharacteristic risk, but for business development reasons wants to accept this risk.
The results of the classification of selected risks in RESO-Garantia are the basis for further work with them - for making decisions on insurance conditions and the size of tariff rates and franchises. The underwriter of RESO-Garantia evaluates the risks claimed for insurance taking into account all their inherent subjective factors and must make sure that the factors inherent in a particular object are not lower than the level included in the tariff calculations. The required level of subjective factors is set by the underwriting policy, the rules (conditions) of insurance and the RESO-Garantia tariff guide. Subjective factors differ significantly depending on the objects of insurance and appear individually for each object.
If, as a result of the pre-insurance examination, it is established that the insured complied with all technical, technological, organizational, medical, social and other standards, the underwriters in RESO-Garantia may assume that the expected damage will correspond to normal or favorable conditions for calculating insurance rates and, therefore, lowering rates may be applied. rate coefficients. If violations are detected in RESO-Guarantees, multiplying coefficients are applied or insurance is denied. For unique objects or conditions of their operation (storage, etc.) that do not correspond to actuarial calculations, additional studies are carried out with the involvement of specialists to assess the likelihood of occurrence of insured events for the stated risks.
The most important stage of RESO-Garantia underwriting is the formulation of specific terms of the contract, tariff rates and deductibles, and recommendations to the insured to reduce risk. The underwriter of RESO-Garantia determines the technical parameters of the contract being prepared and formulates the obligations that the insurer will undertake, as well as estimates the future volumes of insurance premium receipts.
After the conclusion of the insurance contract, the underwriter of RESO-Garantia participates in its maintenance, monitoring the condition of the object (subject) of insurance and monitoring the implementation of the action plan to reduce risks, and, in case of changes in the parameters of risks accepted for insurance, recalculates the insurance rate and prepares amendments to the contract. If the insured violates his obligations under the insurance contract, the underwriter prepares an opinion on the termination of the contract or on the reduction of the insurance payment in the event of an insured event.
The head of the underwriting service at RESO-Garantia primarily:
ensures detailed knowledge and understanding of all specialists of the service of insurance and reinsurance operations and setting the terms of reference for the team of underwriters to assess specific risks;
forms a structured database that allows you to find an answer to any underwriter's requests.
The results of the work of the underwriting service of RESO-Garantia are issued in the form of the following documents and materials:
a) the underwriting and tariff policy of the insurer by type of insurance and for the portfolio as a whole;
b) methodology of underwriting work;
c) underwriting and tariff guidelines for mass species insurance;
d) standard underwriting reports on individual insurance contracts;
e) standard forms of the terms of contracts, policies in terms of sections falling under the competence of the underwriting service;
g) liability limits by types of insurance per one insurance contract (subject) and the procedure for agreeing contracts with liability limits exceeding the established limits;
i) analytical materials for the management of RESO-Garantia:
forecast of the operating financial result (net premiums minus payments);
forecast of the dynamics of changes in insurance reserves;
j) decisions of the underwriting service;
k) draft decisions of the executive body of the insurance company.
Sales department of RESO-Garantiya OJSC
The activities of the RESO-Garantia sales department are characterized by a certain set of properties: focus on results (expressed in increasing sales volumes), constant and comprehensive control, as well as rapid acquisition of experience by members of the department.
In order for the sales department of RESO-Garantia to recognize as many positive indicators as possible, local receipt of results was organized.
The distribution of RESO-Garantia resources, such as human resources and financial resources, allows the department that receives them to continuous mode to achieve great results.
If the head of the RESO-Garantia department can create a single team of his subordinates, despite external and internal barriers, then this kind of policy will not go unnoticed and will increase the interest of recruiters (if the head of the sales department wants to move to another company) or the head of the company (if the head of the department sales wants to make a career in this insurance organization).
Investment department of RESO-Garantiya OJSC
The investment policy of RESO-Garantia complies with the principles of diversification, repayment, profitability and liquidity. This fully applies to both assets covering insurance reserves and free assets.
The principle of investment diversification is to distribute investment risks in order to achieve greater stability of the RESO-Garantia investment portfolio. According to this principle, the prevalence of any type or object of investments is not allowed: regional, sectoral and other concentrations are not allowed.
The principle of repayment implies the most reliable placement of assets, ensuring their return in full.
The principle of liquidity implies such a structure of investments that at any time there is a sufficient amount of liquid funds or capital investments that are easily converted into liquid funds.
The principle of profitability is to maximize the return on investment while ensuring other principles, taking into account the situation on the capital investment market. In other words, JSC RESO-Garantia in its investment activities while managing the funds of insurance reserves ensures a high return on investment, which makes it possible to maintain the real value of the invested funds during the investment period, and, if necessary, be able to easily and quickly sell assets.
When considering the possibilities of using RESO-Garantia funds as investment resources, it is important, first of all, to analyze the structure of funds mobilized by the company for these purposes in terms of requirements for investment objects.
RESO-Garantia has its own and borrowed investment resources. RESO-Garantia's own financial resources are mainly its authorized capital, and its attracted investment resources are the company's reserves.
Insurance reserves are the largest source of investment resources for RESO-Garantia. Insurance reserves account for more than half of the company's sources of funds.
Funds received by RESO-Garantia under insurance contracts other than life insurance can be invested mainly in highly liquid, medium and short-term assets. These investments must meet the urgent and sudden needs of the company in cash, for example, for the implementation of insurance payments.
The situation is different with insurance premiums received by RESO-Garantia under life insurance contracts (in cases where this insurance is not used to optimize the taxation of policyholders). The features of life insurance are, firstly, the long term of the contracts: 5-10-15 years or more, and, secondly, the onset of obligations for insurance payments in their main part only after the expiration of the contracts or at other predetermined dates, significantly separated in time from the date of commencement of payment of insurance premiums. This allows RESO-Garantia, on the one hand, to invest a significant part of life insurance reserves in relatively long-term investment projects Moreover, the longer the contracts are concluded, the more long-term investments can be, and on the other hand, significantly reduce the requirements for the liquidity of such investments. As a result, life insurance operations provide an accumulation of long-term cash capital, and life insurance reserve funds are the company's main and most important source of investment.
In addition to insurance reserves (borrowed resources), RESO-Garantia also has its own funds that are used in investment activities (authorized, reserve, additional capital, as well as retained earnings).
Information technologies OJSC "RESO-Garantiya"
The information space of RESO-Guarantees, represented by an automated data processing information system, is divided into its constituent objects. RESO-Garantia distinguishes the main categories of objects and the technology of their operation.
The central office of RESO-Garantia has several high-speed local area networks (LANs) connected to each other through high-performance bridges or routers. LAN can be viewed as information Center the entire company, including powerful computing resources - file servers, database management systems, etc. A feature of the LAN of the RESO-Garantia central office is that it includes a system for centralized monitoring and control of both local and remote network devices located in branches.
Regional offices of RESO-Garantia (branches) are equipped with their own large LANs and powerful computing systems, which are guaranteed to be reliable and fast enough. Some of them require a round-the-clock high-speed connection to the central office, which, as a rule, is provided by dedicated communication channels. A connection organized in this way has a noticeably lower cost compared to a dedicated one.
RESO-Garantia branches usually have a small local network, including several personal computers. Communication with the regional office occurs according to a predetermined schedule at certain hours, but the need for unscheduled urgent access is not excluded.
Representations or agencies of RESO-Garantia are most often equipped with one, less often with several computers. Communication with departments occurs as needed and is provided throughout the day.
Remote network users - inspectors, agents of RESO-Garantia, who, on duty, spend their working day outside their own office, for example, with clients, as well as managers on a business trip, vacation, use a laptop with a modem. The communication session of remote users of the insurance company with the LAN of offices is most often short-lived and can be established at any time.
The main feature of the organization of information support for the automated information system (AIS) of RESO-Garantia is the need to have a complete database of all the company's contracts for the longest possible period. This is due to the fact that when concluding a new contract with a client, it is necessary to have full information about his previous insurances (availability and nature of payments) and provide a review of all documents related to these cases. Such information should be stored in a database, constantly updated and received immediately upon request. So, when calculating, for example, the premium rate or tariff, it is necessary to remove the necessary statistics from the database and perform settlement actions on insurance contracts for a significantly long past period, while each contract is processed.
This implies the requirement for the completeness of the database of the information system of the central office of RESO-Garantia. In other large divisions of the company (regional branches, departments) there is no need to have a database of the entire company, because each of the divisions has a database of its policyholders. The own database of each division of RESO-Garantia covers its own insurance field, formed according to the territorial principle, therefore there are no intersections of insurers among the same-level divisions. The need to request information from the entire database of the company arises only when the insured moves, or when the insured is a large organization and its divisions are located in more than one region.
The described objects of databases, directories, users of the RESO-Garantia automated information system are carriers or sources of information as such, but information as a static entity is not of particular value. The value of information lies in the possibility of obtaining it for any needs of the company. The network complex of the company should provide such access and make it efficient (fast, reliable, secure, inexpensive).
For each division of RESO-Garantia, a network corresponding to its scale is created with the requirement to provide adequate access to internal information. Such networks are quite fast, since the volume of transmitted internal data can be large. Communication between individual branches of the insurance company ensures the transfer of a much smaller amount of data, because in such a network there are requests for specific information, as well as reconciliation and transfer of changes in the databases of departments of various levels.
The new technology requires the integration of information processes:
attraction of high-performance software tools for the development of automated insurance business information systems, such as Oracle Reports 4/5 (language for creating screen forms), Oracle Reports 2.5 (allows you to create reports of various formats using text and graphic objects), Oracle Graphics 2.0 (allows build applications of the class "multimedia"), which are part of the integrated development system Developer 2000 of the company "Oracle";
· focus on the use of the "client-server" architecture in homogeneous and heterogeneous computer networks;
· implementation of modern real-time insurance business management (it should be noted that the real real-time mode is provided only by systems using a network DBMS based on the database server architecture - Clarion, Oracle, Paradox, etc.);
· ensuring the possibility of the company's database to work in the "client-server" mode with interaction with the client and server in the SQL query language, and for the workplaces of the branches of the insurance company to ensure communication with the central office server via the TCP / IP protocol over communication lines.
Personnel department of RESO-Garantia JSC
The personnel department of RESO-Garantia is aimed at recruitment, retraining of employees and advanced training.
The main typical goals of personnel training in RESO-Garantia:
1. Providing employees with the knowledge and skills necessary for effective work. The presence of even a very good specialized education does not guarantee a lifetime successful work specialist in this professional area. An employee who does not receive regular training ages in terms of his ability to successfully perform his duties. The aging of knowledge and skills is a natural and fairly fast process.
2. Maintain the professional level of staff and familiarize them with modern achievements technology, changes in the socio-economic situation and legal conditions. Traditionally, the term “training” is used to denote this goal, the employee must regularly update knowledge and skills in accordance with the profile of the work performed and its changes.
3. Prepare employees for relocation or promotion. Among the mass of the company's employees there is a certain percentage of people with high growth potential (high-po in English). These people are the golden fund of the organization and ensure its successful progressive development. The organization should carry out planned work to train promising employees in order to prepare them for possible promotion.
4. Prepare employees for the possible replacement of colleagues during vacations, illness, business trips or in case of dismissal.
5. To create and maintain a sense of belonging to the organization's activities among the staff, to acquaint employees with the strategy, structure of services, and technology of activity. Any employee needs not only the relevant knowledge and skills, but also the constant receipt of information from the management for a better understanding of the processes taking place in the company.
6. Maintain a positive attitude towards work among employees. The very fact of training an employee, which is carried out in an organization, usually helps to improve his mood and increase motivation in relation to work. This approach means that the company cares about its staff and looks forward to long-term cooperation with them.
7. Learning objectives defined by the current legislation. The current Labor Code of the Russian Federation and others federal laws provide for mandatory training of a number of categories of workers in safety and labor protection rules. In addition, for representatives of a number of professions and specialties, regular certification is required.
Ways to identify the need for staff training in RESO-Garantia:
1. analysis of the results of interviews and testing when hiring new employees;
2. analysis of the performance of new employees during the period of induction (adaptation);
3. analysis of the results of regular assessment (adaptation) of employees;
4. questioning of department heads and employees;
5. interviewing department heads and employees;
6. analysis of special external information;
7. analysis of technology change;
8. analysis of the decisions of the governing bodies of the company;
9. analysis of changes in the state of human resources within the company.
In August 2004, Dmitry Rakovshchik, head of the company's North-West regional center, was appointed General Director of RESO-Garantia.
Sergey Sarkisov stepped down from the day-to-day management of the company, remaining Chairman of the Board of Directors of the company and President of the RESO Group.
- The change of the General Director is logical, - said then Sergei Sarkisov, answering questions related to changes in the company's management. We have grown, we have matured. We are growing not only in Russia, but also abroad - RESO-Garantia has opened branches in a number of countries. To this we must add two leasing and reinsurance companies. It turns out a large insurance group, which needs to be dealt with seriously.
Any growth of the organization must be accompanied by the improvement of the management system. Otherwise we become hostages own growth. We do not want to lag behind the movement of life, we do not want the company to lose control.
I am entrusted with the management of the group of companies. This means that henceforth I will have to manage not employees, but ideas, be responsible for the strategy of the group's divisions.
We invited Dmitry Grigorievich Rakovshchik to take the place of the General Director - he is an experienced, energetic and rather young person. For the federal company, development in the regions is a priority. And our new CEO knows this problem better than anyone else. Dmitry Grigoryevich practically from scratch turned our branch in St. Petersburg into the number one company in the North-West.
- He, doing a lot in his own way, having no resources, created the St. Petersburg branch exactly as I saw it, - Sergey Sarkisov explains his decision to appoint Dmitry Rakovshchik as the General Director. - I liked his attitude towards agents, employees, family. He is a decent person and treats work like me. In general, everything coincided. It seemed to me that Rakovschik would give more dynamism and would go further, creating a very good tandem with Igor Cherkashin.
Sergey Sarkisov's decision to retire from the day-to-day management of the company came as a surprise to everyone. Before last day only he and Dmitry Rakovshchik knew about the upcoming changes.
- I received an offer to move to Moscow from Sergei Sarkisov in April 2004, - says Dmitry Rakovshchik. – It was completely unexpected. Shortly before that, we discussed plans for the development of a branch in St. Petersburg. And suddenly a call from Sergey Eduardovich: "Let's take care of the company as a whole."
Of course, the first thing I asked was: “Why me, if there are other people nearby who are more worthy?” But received no answer. And I confess: it took me 30 seconds to make a decision - it is clear that such proposals are made once and you cannot refuse them, especially for ambitious people, to whom I consider myself. In the branch, it was already crowded for me.
For me, the move was an easy move - I know Moscow well, I grew up in it. But the family had a hard time - they love St. Petersburg, a lot connected, and still connects, his wife and daughter with this city. Unless the son took the news easily - he was six years old, and at this age a change of scenery is easier to bear. But my relatives still supported me, for which I thank them very much.
In general, there was no doubt. The decision was made quickly. All doubts began later. It was a rather difficult story, because it was necessary to explain why it was me.
Leader without an office
“Sergey Eduardovich gave us the opportunity to regulate relations ourselves,” Dmitry Rakovshchik continues. - And it was correct solution. Normal people always agree. And so it happened. We managed to avoid conflicts and save the team. In the end, everyone found their niches, and we built a normal interaction. And now without each other we will have a hard time.
To be honest, the first days as CEO were not easy. My introduction took place in August at the Hasek office at a scheduled meeting. My appearance was an absolute surprise for everyone - the meeting was devoted to moving to Nagorny, what does St. Petersburg have to do with it? And now Sergey Eduardovich says: “Moving is good. And now I will introduce you to the new CEO.” Silent scene. At this meeting ended, because what kind of a move is there when this happens.
And then it turned out that everyone has offices, but the General Director does not. Because if it had been taken care of in advance, there would not have been such a powerful intrigue. Well, they put me in some tiny office on the same floor with Igor Cherkashin. The office of the deputy for economic parts was much cooler than mine.
At first I sat in complete isolation - the phone did not ring, no one came. Nobody knew the number. Everyone went as usual to Cherkashin - he had all the powers to make decisions. To take away these powers meant going into conflict, and I did not want it. I had to work in such a vacuum for about a month. But then people began to call slowly, to come. Everything fell into place.
And what about Petersburg?
He replaced Dmitry Rakovshchik as the head of the North-West Regional Center Konstantin Kudryavtsev, who until then had held the position of Deputy General Director.
“He is an absolutely technical person,” he says. Dmitry Rakovshchik. – He has a long experience in banks, where he developed payment systems. We complemented each other - he is well versed in the intricacies of the information system, I - in the psychological nuances of communicating with agents. Fortunately, Marina Khmyrova is in charge of the network in the Northwestern Center, and she helps Konstantin a lot in working with agents.
And here, too, I had to solve the problem of relations - how they will develop between Kudryavtsev and Dmitry Bolshakov, head of the second branch in St. Petersburg. Making one of them older would be a big mistake. For Peter, this would be a devastating move. And we left two branches. This is perhaps the only fully successful experiment of this kind. The experience of other regions shows that such structures do not last long.
I was very worried about how relations between Kudryavtsev and Bolshakov would develop, whether centrifugal movements would begin. Moreover, in 2004, work in St. Petersburg required not squabbles, but painstaking work. Both branches then moved from the phase of rapid development to the phase of holding the business and its full-blooded and progressive development. And this is a much more complex situation than just development. Fortunately, everything worked out - the two bears got along in the same den, and ambition helped them in a healthy competition. As a result, when we say that RESO-Garantiya has the first place in the city, we take into account the combined results of the two branches.
