Accidental AI evangelist in industry.
Executive coaching to ICF standards.
I've built technology companies in industry all my working life. Founder of an AI-native engineering holding in Kazakhstan. Host of AI mastermind sessions for universities and state corporations.
My companies have always been at the cutting edge of information technology — we moved our teams to remote work back in 2012, ready for the 2020 lockdown eight years in advance. With AI it's the same story: we've been using it since it appeared, and now it handles the digital routine of management across my companies. That expertise grew into the AI Mastermind format for universities and state corporations. In parallel, I practice executive coaching one-on-one to ICF standards.
Management where AI handles the routine and the human handles the decision
I build the AI loop for management, rewrite the rules around it, and hold the quality of decisions on the human side.
AI loop
Document analysis, agents in management processes, skills and an MCP server, the company's knowledge base in Markdown. The loop has been running in my holding for several years.
Rules
The tool alone does not move financial results — it moves them only together with rewritten rules. That's the second layer of adoption.
Quality of decisions
After the AI loop and the rewritten rules, what remains with the human is the goal, the choice and the responsibility. This is where the coaching position to ICF standards works.
Partnership
Work can be 1:1 or with a team, point-to-point or in a long track. We agree on the format in advance: goal, boundaries, depth, confidentiality and expected result.
Work formats
ICF Executive Coaching
Professional coaching to ICF standards: no advice, with a focus on thinking, responsibility and actions of the client.
Learn moreAI Mentorship
A long-form engagement with the owner — embedding an AI loop into company management and, in parallel, working from a coaching position to ICF standards.
Learn moreAI Mastermind
A small group. Each participant works on their own laptop, with their own documents and tasks. Six hand-built artefacts by the end of day two.
Learn moreIndependent Director
AI expertise on boards is still rare — only 2.7% of S&P 500 directors hold it, while 83% of companies disclose AI risk in their filings. I join boards focused on closing that gap.
Learn moreAI-native Business Engineering & Coaching
Three pillars: an AI-native management loop, a coaching position to ICF standards, and rewriting the rules around that new loop. Corporate AI adoption in large companies I run through Satbayev Business Engineering — a partner of Satbayev University.
AI-native management loop
AI has been running across the management of my companies since the models appeared: document analysis, autonomous agents in operations, skills on top of a Markdown knowledge base, our own AI-native ERP in development. It gives transparency, speed, and decision quality — without losing control.
Coaching position in management
I work with the thinking and responsibility of the owner, manager or team: goal, priorities, assumptions, choice and actions. The result is clarity, stability in uncertainty and more mature decisions.
Rules and scalable architecture
The AI automation paradox: the tool alone does not move financial results — it moves them only together with rewritten rules. Around the new AI loop we rebuild roles, responsibilities, rhythms and metrics, so the company grows without manual management.
Ethics and standards
In coaching formats, I work to ICF standards: confidentiality, clear agreements, respect for the client's context and a clear distinction between roles — coaching, mentoring, advisory/board and director position.
- Confidentiality and NDA
- Clear agreements on goal and format
- Role and expectation distinction
About me
In 2022 I moved to Kazakhstan and built an AI-native engineering holding from scratch with partners — factories, Samruk-Kazyna offtake contracts, residency in the "PIT Alatau" SEZ. Before that I built technology companies in Russia. We have been using AI since it appeared — now it handles the digital routine of management across my companies. I practice executive coaching to ICF standards (I completed the Level 2 programme, if it matters to anyone) and I'm drawn to complex transformational engagements.
Read moreFrequently asked questions
Are you a coach or a consultant?
In the AI Mastermind and AI Mentorship, my position is practitioner-expert: I show what works in my own companies, and together we put a similar loop in place at yours. In executive coaching to ICF standards I don't give recommendations — the focus is on the thinking, responsibility and decisions of the client. In the role of independent director — an expert and strategic position. We always fix the format before we start.
What if I have no technical background?
AI Mastermind is for executives with domain expertise, not for developers. A finance lead, lawyer, procurement specialist, technologist — the holder of a narrow competence builds a working tool through a conversation with the model in their own language. The programme is built around your tasks — every block ends with an artefact on your real working document.
What's the difference between AI Mastermind and AI Mentorship?
AI Mastermind — two days of dense work in a small group: each participant on their own laptop with their own working documents and tasks, every block built by hand. The pace is tight — twelve hours over two days, you move to the next block only once the artefact is built. AI Mentorship — a long one-on-one format over a quarter or two: rebuilding the management loop around AI and rewriting the rules under it.
And what does coaching to ICF standards look like?
In executive coaching I don't give recommendations — the focus is on the client's thinking, responsibility and decisions. I work to ICF ethical standards and completed the Level 2 programme. I am drawn to complex transformational engagements.
Confidentiality and NDA?
Confidentiality is a baseline of the work. NDA — upon request. I do not use client cases publicly without agreement. Separately — on data inside the AI loop: work with the company's own documents only inside the corporate perimeter.
Do you guarantee financial results?
No — and that's honest. Revenue is shaped by the market, product, team, execution and dozens of factors. My area of responsibility is the quality of the process and decisions, clarity of criteria and manageability; yours is implementation and delivery. The AI automation paradox (the tool alone does not move results — rewritten rules do) — a separate topic, covered in the essay on lazy, curious and AI.
Where shall we start?
A couple of lines about what is happening and what you want. We'll figure it out from there.
Write to me