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CTO/CIO/CEO/Executive Vice President/VP Outsourcing Positions
Date of birth – September 19, 1969
City of residence - Lviv, Ukraine
PhoneViberWhatsApp number - +38 067 67 40 361
E-mail – firstname.lastname@example.org
Skype – serhiy.kharytonov
Marital status – married, 4 children (1996, 2000, 2012-twins)
Country of preferable employment – US, EU, UA outsourcing software development company
Willingness of relocation – no problem
Business trips – up to 50% of time
Hobbies – traveling, skiing, hiking, movies, reading
I started my IT career in 1989 from hardware development, through IT infrastructure maintenance and
support, to software engineering, including software development, system analysis and architecture
design, system and business analysis, project & program management, IT and technologies leadership, IT
consulting. My industry background includes full range of positions starting as an engineer at hardware
R&D department through all set of levels in R&D and industrial software development, project and
program management, new business unit building from the scratch and up to 250 team members under
direct management, product scoping and management, middle management level duties execution till
recent top level strategic and visionary positions of EVP/CTO/CIO/CEO of Development and Consulting
In my project practices I used widely different processes and methodologies of SDLC depending on
domain, the type of projects, developers’ skillsets and experience, desirable calendar schedule based on
Waterfall, RUP, Agile/SCRUM/Kanban and their modifications, as well as providing organizational,
SDLC and BPM Consulting, BSC and KPI development and implementation.
I do have a successful spectrum of crises management projects’ cases in the past operating on different
levels and positions. I worked in different types of business domains and different companies operating
in the mission critical, real-time/embedded, networkable distributed, classical IT business applications of
different levels. My experience also includes big enterprise-level, Web- and cloud-based complex
systems’ development, maintenance & support for different industries, including government, military, IT
departments support, offshore development, product development, internet, e-commerce, security,
education, healthcare, telecom, finance, & retail sectors.
My recent focus was related to operational processes effectiveness and IT org-structures re-building,
financial effectiveness, budgeting and strategic management decisions, cost reduction, enterprise level
frameworks, big-scale complex applications implementation and support, infrastructure optimization,
business and software architecture development, recent mobile technologies usage and implementation,
SOA/RESTful/SaaS/ESB implementation, private cloud & its technologies building and implementation
as well as operating infrastructure support for big enterprise in retail, telecom and banking,
BPS/BPMN/BPEL, its optimization and automation.
I did participate and directly supervised over ~150+ projects of different scales, domains and technologies
holding different positions and roles in my previous career.
I also dealt with university teaching, training, coaching and mentoring practices in the past working in
Lviv Polytechnic University, Corporate Technical Universities and continuously on working places with
My recent employment in Svyaznoy Group of Companies on the position of CIO (IT Director) started in
October 2013. I initiated the IT infrastructure modernization, proposed and started to implement new
enterprise architecture approach as a base for future web-, on-line, private cloud, BigData and analytical
services. I initiated the new development practices implementation rebuilding the IT department OLA
standards of process for sub-units interconnections and interaction. One of the biggest challenges was to
keep alive, maintain and improve the already existing legacy systems and services and their SLA’s in
actual operating environment and in parallel to re-organize and re-build all internal IT infrastructure, IT
organizational structure, IT resourcing policies re-factoring old and building new services using new
technologies and architecture with no any negative impact on operating retail business.
Total effect of such changes could be counted in multi-millions saving scale for company budget
improving company SLA’s and better availabilities of many financial and retail services including better
MTTF of products and applications.
Before Svyaznoy I worked for SoftServe, a global software development outsourcing IT company, for 13
years, since 2000 holding different managerial positions. 4 last years of my employment, being on the
position of CTO, I was in charge of building up and leading Consulting Services’ Development Strategy
and Organization for both ISV and Enterprise type of clients in Healthcare, Finance, Telecom, Retail and
Education vertical business domains. Also I acted partially as CEO in order to develop a completely new
European market direction from the scratch (whole EMEA area). As the CTO of the company I was
responsible for the delivery of the technological excellence and competitive innovating solutions cross-
company in horizontal technological domains for all business domains. A wide range of services was
developed practically for every company's business lines and unit support. On the positions of VP, R&D
Services and VP of Technologies I developed the vision & concepts of such structures as Technological
Competence Groups, Corporate University and Certification Center. All of them were launched
successfully and function till these days. Then, R&D Department, System Architect Group, Solution
Consulting Services, Engagement Team, Business Analysis Office, Company’s Competence Models’ of
Functional Offices, Abiliton People Certification and Development Program, Abiliton SDLC Process and
Tools Programs, Partnership Programs, Centers of Excellence, Best Practices in Enterprise
Analysis/EAG, Business Analysis/BAO, Project & Program Management/PMO, Function Point
Estimation Methodology, Software Development/SDO, QC/QA and Test Automation Practices/QMO,
first Client Support Services Team, Company Staffing and Rotation Program Principles were developed
and put into life under my close supervision and advice from the scratch including the Competency
Model of Soft Skills for Middle Management (leadership, cultural differences, communication, effective
collaboration, client expectation management, analytical and advisory skills, etc.). On the position of
Strategic Business Unit Manager I built the most successful, technologically advanced and outnumbered
business unit with the multi-millions revenue scale up to 60+% of the whole company revenue at that
time and experienced significant growth on market presence for both company revenue and EBIT.
The numbers of applications and products developed under my close supervision and leadership were
finalists and many of them have been awarded in world-wide competitions in different business domains
(healthcare, construction, real-estate, retail, etc.) and among IT leaders (Microsoft, Apple, Google,
Adobe, etc.) which helped SoftServe to be recognized as a leading IT company in the industry over the
Dividing my original business unit into 5 separate ones I helped to re-build and enforced the renewed
Delivery Organization structure with the most productive development units at that time.
Also I participated in establishing new ODC centers for the company throughout Ukraine, Russia and
worldwide (the USA, the UK and the Philippines).
Eleks Inc. (Lviv/Ukraine) – outsource custom software Development Company in Ukraine
Privately Held; ~900 employees; Computer Software industry
December 2015 – up-to-date
Mature the company Deliver Organization. Developing new strategy and implementing new delivery
organizational management structure, re-factor internal processes, SDLC, development and operational
environments and tools to get more manageable result-oriented, self-driven, customer-focused and
successful Delivery Organization, ready to growth till new level up-to 5000+ employees and more. Keep
CSAT, revenue growth, margin levels, waste time, and costs of organization within planned acceptable
KPI’s and optimize all structural and organizational ineffectiveness’s. Initiated to build internal “door
open” and development “accelerating” products, platforms, libraries and frameworks using up-to-date
technology stack, open source components and approaches to allow to scale our delivery possibilities and
do not depends on the maturity level of employees’ staff.
Svyaznoy JSC. (Moscow/Russia) – leading digital market retail company in Russia with 25% of
Multibillion revenue Closed Joint Stock Company: ~25 000 employees/~3200+ Retail Stores;
IT Department: ~600 employees with hundreds of outsource vendors
October 2013 – May 2015
Developed the company's IT strategy based on corporate business and financial goals for the 3-5 years
horizon for the following major directions I was responsible for, e.g.: - uninterruptable 24x7 corporate
production environment operating, - 24x7 infrastructure maintenance and support, - new business-lines
and corporate business support of software development on business needs andor requests, - new
corporate infrastructure development and improvements, - corporate infrastructure operating efficiency
improvement and support, - corporate analytic and operating data warehouse development, -
reorganization of IT structure and development process for new technologies and business goals support,
- Svyaznoy ID strategic program as a new e-commerce platform and retail services development and
implementation, - new internet services, financial and consumer products development, support,
integration and operation , - cross-business’ IT systems integration and data aggregation, - multi-level
corporate risk management environment creation and development, - IT security and risk mitigation, -
material and technical warehousing and distribution logistics of retail business, - business processes
automation and optimization, - administration and remote offices development, support and deliveries, -
24x7 4-Levels client support services development, optimization and improvements.
On management level it was improved the general management practices and processes within IT
department on top & middle management levels and finalized the organizational structure of IT
department/structure. Proposed to re-build and re-factor a number of existing lower levels processes and
practices that lead to improvement of a number of SLA’s and OLA’s, units communications and
On organizational structure level it was finalized IT Department re-structuring, built -up a new remote
development center in Izhevsk with perspective to move more development work from Moscow to
regions and established another remote office in Voronezh as well as it was planned to start other offices
located in Samara, Novosibirsk, Yekaterinburg, Rostov-Don, Saint Petersburg after successful piloting
mentioned remotely distributed development initiative and saving staff budget.
On infrastructure level it was implemented new approach in IT infrastructure management, building
facilities, based on the next major principles HaaS, IaaS, e-PaaS & SaaS, network segmentation in
vertical B2C, B2B, B2E, B2G and horizontal levels of Production, Pilot, Beta/Test- and Development
environments with auto-building and auto-deployment of regular daily procedures as well as auto-
provisioning and network resources monitoring, distribution and releasing management, resource
management and error-handling approach based on the following set of major technologies and tools:
· Nutanix (Compute, Storage)
· Arista (SDN)
· Coraid (NAS/SAN)
Cloud infrastructure management:
· Apache Stratos
· WSO2 BAM
· MS IIS
· Spray (Scala)
· Play (Scala)
· Symfony2 (PHP)
· Zimbra (.NET)
· SuiteCRM (PHP)
· Google Tag Manager
· Google Analytics
· Yandex Direct
· WSO2 (ESB, BPS,
Governance, Identity Server, API
· Apache Storm
· MS SQL
· Hadoop (Hive, HBase,
BI and Reporting:
· MS SSRS
· MS Excel
· MS SharePoint
· Pentaho DI (Kettel)
· MS SSIS
· Intalio BPMS
· WSO2 BPS
· Avaya API
· Wi-Fi API
· Atlassian (Jira, Confluence,
· MS TFS Visual Studio.NET
· 1C Bitrix
· 1C Enterprise 8
· Jenkins CI
· Sparx Enterprise Architect
On tech level it was proposed to use and modify existing infrastructures of 120+ applications and
systems in corporate production outline to the new integrated service-oriented enterprise level
architecture, based on Zachman framework methodology – published and developed a new line of
near-real-time-, on-line- and Web- services and techs, using RESTful & SOAP Web-services, recent
integration and orchestration technologies using ESB/BPS/BPMN/BPEL, private cloud infrastructure
building, using OpenStack, creating BigData using Hadoop & Cassandra, developing corporate
operational & analytical DWH using HP Vertica, re-factoring new information model approach based
on private cloud and mechanism of integration and synchronization of data-flows due to data-
streaming and data-orchestration, event-based data-subscription in addition to data-batching between
the new open-source-based and legacy monolithic systems outlines based on 1C system and MS, .NET
and SQL servers based technological stack.
On development level it was moved to new development methodologies in most recent paradigms: -
implemented Agile/Kanban and SCRUM methodologies in software development using Jira and
Atlassian Toolset for open-source technologies as well as improved Scrum approaches using MS TFS
and 1C tool sets on transition period, - implemented common integrated environments for 1C, TFS,
Jira, CQ and ITSM OMNItracker systems based on both processes – Agile SDLCs in development and
ITIL in operating management. Implemented monitoring toolset using Zabix and MS SCCM tools.
Developed alert systems on the level of infrastructure errors’ handling and private cloud provisioning.
On big investment strategic program it was developed SvyaznoyID brand - the new e-commerce
platform for Russian market, similar to amazon concept, which interconnected all existed corporate
legacy resources from backends and cascaded their load using scale-based approach up-to Internet,
Intranet, partners’ and public services usage for external and internal users. The new financial broker
services and CRM-based management system were developed as well as new operational and
analytical data warehouses were built using open-source and commercial tool sets to release classical
DWH and BigData architecture and structures and providing personified services for our consumers
and clients. All IT data-sources of Svyaznoy Group companies were integrated and interconnected for
organizing big corporate data storage for serving back all business entities of Svyaznoy Group. The
high-level vision, architecture, technological concept and high-level design of the program was
developed with collaboration with SoftServe outsource company from Lviv/Ukraine. The distributed
heterogeneous development teams’ model was chosen to develop the structural and functional
components of the platform. The common collaboration, development and testing environments were
built. The distributed Agile process with continuous integration elements was established. The unified
remote secured access for internal, outsourced and out-staffed resources were used to organize the
work of several internal and external collaborative teams like Svyaznoy - from Moscow,
Izhevsk/Russia, outsourced as well out-staffed EPAM teams from Moscow, Samara, Tolyatti/Russia,
Kharkiv/Ukraine, Minsk/Belorussia, San-Francisco/USA, also Microsoft RU, OMNINET consultants
and It-Key DevOps were used from Moscow/Russia.
On retail business process efficiency improvement initiative it was developed a new mobile
application for sale reps in POS/Retail Stores for Android-based tablets integrated with corporate back-
end systems on the one hand and internet services and Web- on the other hand as well as with recent
GPS, Wi-Fi/MAC/IMEI and Yandex Map-services, which were successfully prototyped, providing all
required technical, marketing and sale information for sale reps helping in live mode with managing
his propositions and automating sale and negotiation process. Also integrated applications for
customer support service with corporate Avaya phone station were developed and release, which help
to track histories of customers calls and personified their connections with previous specific.
On development of new product in new company group business line it was helped a new TVzor
company from Svyaznoy Group to handle the development and release of new products – the
Android-based smart-TV set-top box, PC, mobile and tablet applications empowered by Svyaznoy
“know how” methodology that implied the combination of digital-TV, internet search, personalized
media catalogue, internet and media content streaming & playing via one hardware TV-box with
several HW plugged ports on client side and media broadcasting and streaming on server side
Prevented scope leaking, planning & prioritizing works completion, focusing on fastening the product
release and obtaining business results. Coordinated three external partners with Svyaznoy team to: -
finalize the hardware requirements, production and the TV box release, collaborating remotely with
Coolech Technology company from Shenzhen/China, - finalizing the requirements and releasing
Android-based embedded and mobile iOS/Android software with VidMind company from Tel
Aviv/Israel which outsource part of work to GlobalLogic, Lviv/Ukraine - productizing and marketing
TVzor team on our side from Moscow/Russia.
On development and data/web-services integration of SvyaznoyID and backend systems of
Svyaznoy with another Svyaznoy Group companies’ like Svyaznoy Bank and Svyaznoy Club both
from Moscow/Russia, marketing data and back office platform VisualDNA from London/UK as well
as our e-commerce website of Svyaznoy itself and back-office systems of Enter company from
On delivery quality it was implemented and improved new quality system approaches, the principles
of continuous integration and acceptance tests to beta- and production releases on regular-base
including unit, integration, load/stress testing plus horizontal and vertical network segmentation and
OLA process improvements which allowed us to reduce the common number of operation errors and
improve the level of SLA up-to 25% which gave the direct positive impact on retail business
effectiveness and company common revenue, reducing the down-time and increasing the time of
On client support level it was re-structuring the clients support services, reducing the number of
incoming requests and building new motivation and certification program allowing us to reduce the
employee number up to 30% without the common production SLA’s support degradation. Obtained
saving of IT budget was relocated to increase the development forces.
On resource quality improvements it was successfully started internal trainings for newcomers and
existing staff in agile processes, new tools and technologies learning and training, knowledge sharing,
development and technical support technologies, standardization of development, maintenance and
support practices and initiated to build centers of competencies around every major technology in order
to build the matrix structure within IT Department and new OLA’s. As well, regular weekly
Managerial Status Meetings and bi-weekly Technical Discussion Club were organized and launched to
share the operational status and activities, improving common management coordination, best practices
and cross unit knowledge and experience.
On saving and optimizational level it was migrated the several thousands of PC resources for open
source Libra Office and Linux OS usage in retail stores, e-catalogues and kiosks. It was re-established
and improved service management group functioning which leads to better clients’ service, request
reactions and clients’ satisfactions. It was implemented MS Partnership Program and received Gold
Partnership level in Software Development Competency which get some useful benefits and
preferences. All these activities and optimization steps helped to get more than hundred millions saving
in rubles actualizing and reducing the real numbers of required licenses as well.
On general corporate efficiency level it was proposed to implement several new applications and
tools, - 1C-Rarus front-end POS application realize distribution & auto-deployment, eco-fonts usage &
double-side printing, improved error-handling and notification, which allowed the company to get
additionally up to ~50+ million saving in rubles in total company revenue.
Implementation of new RESTful model of services of interaction between the legacy and new
applications co-working based on ESB and BPS/BPMN/BPEL approach (including data integration,
process orchestration and service-subscription models) allowed us to reduce the actual stock
information in the retail network from ~20-30 mins period till ~1.5-3 mins for whole Russian
On perspective plans realization and in parallel to new software development, refactoring and
maintaining the set of legacy applications, we started to automate and build several technological
prototypes for future infrastructure improvements, ARTS-retail reference model compatibilities and
preparation for OMNI-channel readiness of retail infrastructure, building of Svyaznoy open retail-API
and improving the e-commerce platform (e-PaaS) for: - integration with Avaya phone stations, -
integration with Wi-Fi/MAC/IMEA using Juniper routers and SMS-based delivery notification, -
integration with mobile devices voice recognition and synthesis for hand-free audial management of
WMS and POS stocks, - developed principles and specification of mobile platforms unification,
personalized data acquisition, usage and collaboration for all corporate mobile applications, - building
API for SugarCRM integration, - investigating, prototyping and preparation to implement Piwik and
PredictionIO libraries, - integration with most popular social networks Vkontakte and Facebook, -
integration with Google Analytics and Yandex Market services, etc.
Summary: beginning from the end of 2013, through the whole 2014 and the beginning of 2015 there
were implemented, refactored and launched in production more than 20+ new business meaning
systems and subsystems of different types including technologies like 1C, Web-, services- and mobile-
applications, DWH based on Vertica, BigData using Hadoop and Casandra, and on-line services and
applications using Zimbra/Telligent system, structurally deployed within legacy, B2E, B2B, B2C and
B2G network segmentations with improving overall performance and improving of total software
MTTF by 15% in total corporate outline. Due to the implemented changes the operating and staffing
budget of IT Departments became the lowest in comparison to corporate revenue ratio in Russian retail
industry despite the dramatic rubble inflation in 2014. Given all mentioned activities and implemented
changed together with IT technological investments and resource development in new techs platforms
and infrastructure modernizations allowed for Svyaznoy to meet 3-5 years challenges in the best shape.
Finally, I accepted proposed part-time participation in Advisory Board of Svyaznoy Company related
to IT strategy development on request after my company leaving.
CEO/CTO, SoftServe EU start-up
SoftServe Europe (Lviv/Ukraine) – new branch of SoftServe Inc. outsource custom software
development company in Ukraine
Privately Held; ~60-120 employees; Computer Software industry
March 2013 – May 2013
Business and Software development services and organizational setup focused to European market in
Western Europe and Eastern Europe (CEE+CIS) finally united and unified with main host company
CTO/EVP, Consulting Services
SoftServe Inc. (Lviv/Ukraine) – leading outsource custom software development company in
Privately Held; ~4000 employees; Computer Software industry
March 2011 – September 2013
Developing the company's technologies horizontal domains, SaaS and Mobility Strategic Initiatives
and extending best practices in Healthcare and Finance verticals. Developing the best practices in
System Architecture/SAG and Enterprise Architecture Frameworks/BAO & SAG.
EVP, Consulting Services
January 2010 – June 2011 (1 year 6 months)
Developed and established company's initial set of Consulting Services and Centers of Excellences and
best practices in Business Analysis/BAO, Project Management/PMO, Software Development/SDO and
Developed corporate Abiliton People and Tools Certification & Development Programs.
EVP, Research & Development Services
March 2007 – January 2010 (2 years 4 months)
Established Technological R&D and Engagement teams and best practices.
Established BAO functional office.
September 2004 – January 2007 (2 years 5 months)
Developed Technological Competence Groups.
Established "SoftServe University" & “Certification Center”. Launched SoftServe, Microsoft and SUN
Academies within training center.
Developed Technological Consulting Initiative in System Design and Software Development.
Sales and Marketing support and new business lines development.
PM and SBU Manager
December 2000 – September 2004 (3 years 10 months)
Managing the one of the biggest team on SoftServe, a number of projects on different positions of PM
and PrgM using innovating C++, J2EE and C# and VB.NET technologies for Windows, Mac OS and
Linux/Unix-based platforms, improving management approaches and development processes and best
practices, internal development and consulting on software architecture and development methodology.
Number of projects which were successfully on-time delivered to clients were recognized and awarded
in domain industries over the years.
Privately Held; 40 employees; Computer Software industry
June 2000 - December 2000 (6 months)
Mail-piece handling QNX-based C/C++ real-time embedded conveyor management system
development which was accompanied of Java-based application tool-set (applets, applications and JSP
Senior Software Developer
“MATS” Privately Held Corporation, IT Department
January 1997 – June 2000 (3 years 6 months)
System Engineering. IT support. Networking. Soviet and Ukrainian battle-tanks T-72 ,T-64, T-80, T-84
real-time simulators development using DOS, WinNT & Win9x platforms and Borland C++ and
Delphi development environments. Military organizations’ security system building with usage i8051
controllers, CAN-based communication protocol and monitoring application development using
i8051Assembler and Delphi accordingly. Multiple software utilities and small-middle size for internal
usage applications development using VBA and VB6. Cannon battery fire coordination management
system development using Borland C++. Fuel station control management application development.
“Lviv-GalRemEnergo” Energetic Repair Plant of LvivEnergo, IT Department
January 1995 – December 1997 (2 years)
IT hardware and software infrastructure support and development. Hardware repairing and upgrade.
System level Software installing and support. Corporate Ethernet LAN network building. DOS FoxPro
2.0 LAN-based Account & Salary calculation applications development and implementation. Corporate
transition from DOS to Windows OS’s and MS Office Apps using VBA and VB4 scripting. Staff
trainings and Implementation best practices.
"Lviv Polytechnic" University, Computer Department
December 1994 – June 2004 (9 years 10 months)
Post-graduate student. System Engineering, Applied Theory of Mathematics, Computer Sciences, IT
architecture schema-techniques, PC hardware architecture, Micro-CHIPs, Networking, Borland Turbo-
C, Turbo-Pascal, C++, Delphi software development courses, software engineering teaching.
Lviv Radio-Technical Research Institute, Software Research & Development Department
January 1993 – December 1994 (2 years)
Software System Engineering. Ethernet drivers’ development using Assembler. Glonass GPS and
navigation system development and application implementation using Turbo-C. AutoCAD system
SDK extension development using AutoLISP.
"Lviv Polytechnic" University, Separate Research & Design Bureau
January 1994 – December 1994 (1 year)
Hardware System Engineering. Manchester code support and enhancements. Digital signal processing.
Space satellite electronic devices development. Special purposes marine hydro-physics electronic
device hardware schema-technique and architecture development and research.
"Lviv Polytechnic" University, Research Lab #4
January 1993 – December 1993 (1 year)
Microelectronic System Engineering. Electronic Devices research and development using i80x86,
i8080, i8088, i8051 microprocessors and microcontrollers. Embedded software development and
Drohobych Drill Plant, IT Department
June 1992 – December 1992 (6 months)
System Engineering. Networking. Machine Computer Repair & Maintenance.
R&D Engineer Assistant
Lviv Radio-Technical Research Institute", Hardware Research & Development Department
January 1989 – December 1991 (3 years)
System Engineering. Electronic Devices development and testing. Digital signal processing. Special-
purpose radar system processor development. Fast- and Fourier transformation and electronic device
implementation using PLA/PLD. Texas Instruments TMS320x micro-processor usage. Embedded
software development and implementation.
Soviet Army Service
Strategic Anti Air Defense Service
Some Recent Publications
Trainings & Certifications
Carnegie Mellon University (USA), Rensselaer Polytechnic Institute (USA), Lviv Business School
(Ukraine), “National” Business Center (Ukraine), Sinton (Russia), RUSSEE (Russia), PCG (Ukraine),
Panduit (USA), Allied Telesis (USA), IFPUG (USA)
Post-Graduate Course Student
"Lviv Polytechnic" University, Computer Department
December 1992 – December 1994 (3 years)
Computer Sciences. Research work:
Marine Hydro-physics Parameters’ Measuring and Processing research.
Long-range digital communication channels investigation and development.
22 scientific articles/publishing researched results in Russian, Poland and Ukrainian science magazines
and scientific conferences materials.
"Lviv Polytechnic" University, Computer Department
1986 – 1992
Computer Science Engineer.
University graduated with Red Diploma (Diploma with Honors).
School graduated with Medal.