Evgen Kryvtsunov: A Systemic Approach to Asset Management
When people talk about “Asset Management,” they usually mean a new system, updated processes, and global inventory. For Omega //, it was a large-scale project that involved implementing a unified management system for all of the company’s assets — from office supplies and furniture to the fleet, digital systems, and real estate. And behind these changes stands a specific person — Evgen Kryvtsunov, a logistics and asset management process technologist who was the project manager. For him, it was not just a job assignment, but a real professional challenge.
Evgen is one of those people who can’t stand formality. If a process exists, it must be understandable. If the system works, it must be convenient. If the data exists, they must be trusted. It is this demand for quality that became the starting point for changes. When it became obvious that the previous tools no longer corresponded to the scale of the company, Evgen didn’t look for temporary solutions — he began to look for systemic ones.
The idea of creating a single asset management system was born from the desire to bring order to the entire chain - from procurement to write-off. It was fundamentally important that the same rules apply in each branch, and that management could see the real picture without lengthy clarifications and requests. Not fragmentary control, but a holistic, transparent structure, where each unit of property has its own history of movement and responsible person.
The project covered the entire company network. The accounting system was transferred to a new database with expanded functionality, the procurement and movement control processes were updated, and a global inventory was launched. But the most difficult part was not the technical implementation. The biggest challenge was to synchronize the visions of different departments. Developers, accounting, managers, users - each has their own logic, their own priorities. And it was here that one of Yevgeny's key qualities manifested itself - the ability to find a compromise without losing the essence.
He did not try to “sell” the solution, but built a common logic of work. It was important for him that the new system would not be an additional burden, but a convenient tool. As a result, the company received not just new software, but standardized processes at all stages of the asset life cycle, a clear division of responsibility and enhanced control over asset disposal. Daily operations became faster, the number of errors decreased, and transparency increased.
Were there any difficult moments? Of course, this stage became a real test of strength. There were tasks that required deeper immersion than expected. There were solutions that were not found on the first try. The awareness of responsibility for the launch deadlines added tension. But there was no desire to give up. On the contrary, an internal “stubborn” interest worked: to figure it out, to push, to bring to a working result. It was this approach that allowed us to bring the project to the final.
Yevhen notes: the success of this project is not the merit of one person, but the result of the coordinated interaction of a large team and proper mentoring from the managers who set the development vector and became reliable advisors on strategic issues. The developers who transformed complex architectural requirements into stable code, the accounting specialists who meticulously verified the accounting logic, and the direct users on the ground — all of them became full-fledged co-authors of these changes. It was their professionalism, involvement, and readiness for constructive dialogue that became the solid foundation thanks to which it was possible to successfully implement this global transformation into life. Outside of work, Yevhen remains a researcher. He is interested in how systems work — technical, energy, and digital. Among the current topics are artificial intelligence and energy independence. He does not just read about new opportunities, but tries to test them in practice, integrate them into his own projects, and experiment. This curiosity also directly affects professional activity: non-standard solutions are born precisely at the intersection of different areas of interest.
Despite the technical structure of thinking, Yevhen values balance. A good movie or high-quality music is a way to switch, save resources and return to work with new ideas.
The “Property Management” project can be measured in numbers, regulations and new processes. This is a truly important project for the company, and no less important is the approach behind these changes - the approach of a person who is convinced that order is not control for the sake of control, but the basis for development, where the established processes become only more perfect over the years, fully revealing their potential. And it is this kind of thinking that forms a long-term result for the entire company.