Pavel Volodchenko

Results-oriented professional with expertise in Quality Management, Customer Service Management, and Sales Management. A goal-oriented team leader who develops efficient business processes and high-competence teams. A critical thinker who demonstrates autonomy, accountability, and adaptability.

An astute problem solver and Lean facilitator with a proven record in managing complex, high-tech products and processes for world-famous companies. Leveraging communication, interpersonal, and relationship-building skills to deliver first-rate solutions.

Field Service Engineering Manager at Northern Transformers Corporation (2023-06 – Present)

Reporting to VP Commercial. Overall responsibility for the successful disassembly, packaging, shipment, offloading, field assembly, field test, commissioning and warranty service of power transformers from the factory. Warranty Management Process full responsibility.

• Wheatcrest Solar Project, AB
• Teck Coal, Greenhills Operations, BC
• The Corporation of the City of Nelson, BC
• Bruce Power NPS, ON
• ATCO, Hotchkiss, Kamp River, AB
• Ciment Québec inc., QC
• Glencore, ON
• Tolko, BC
• Syncrude Aurora, AB
• City of Lethbridge, AB
• City of Winnipeg, MT
• Envary Electrical Solutions, ON
• Innpower, ON
• Brucejack, Newmont, BC
• Hydro Ottawa, ON

High Voltage Test Manager at Trench Group Instruments Transformers (2022-07 – 2023-05)

Reported to the General Manager. Full managerial responsibility for all Test Laboratory functions, operational and safety processes. Oversaw 20 employees and 11 Test Laboratories, approximately 500 units to test per month.

• Developed and implemented a Maintenance and Calibration system for Test Laboratories Equipment by leading the Test Lab Inventory Project and conducting a Maintenance Process Review. This resulted in the creation of a comprehensive database for test equipment, improving the efficiency of the maintenance and calibration processes, and successfully extending the ISO 17025 certification.
• Conducted assessments and reviews of hazards and risks in Test Laboratories using the Five Why and FMEA methods. As a result, there were upgrades made to Personal Protection Equipment in the Test Laboratories, revisions to the Test Manuals, and a notable absence of safety incidents in the Test Labs throughout the previous and current years.
• Conducted a review of the Test Laboratories planning system using Lean principles and priority project planning tools. This resulted in a significant increase in average productivity of the Test Labs, exceeding 20%. Additionally, the company achieved its highest revenue in March 2023, marking a historic milestone, and gained opportunities to schedule R&D projects within the Test Laboratories.
• Improved the competence management process in the Test Laboratories by developing a competence matrix for testers and implementing training plans. As a result, existing employees gained new competences, allowing for greater versatility among staff members. This led to increased productivity. Furthermore, in 2023, three new testers were hired, marking the first time new testers had been added to the team since 2019.

Quality Director at LLC Siemens Transformers, Siemens AG & Siemens Energy (2011-07 – 2022-03)

Reported to the General Manager. Full managerial and fiscal responsibility for all Quality Department functions: Process Management, Business Excellence, Quality Assurance, Supplier Quality management, Calibration, Test Laboratory, Material Test Laboratory, Validation and Certification, Complaint process, Installation and Commissioning, EHS process. Oversaw 30 employees and Zebra Factory: Power and Traction Transformers with capacity 10 GVA per year, rate 330 kV, 250 MVA from start up.

• Successfully implemented an Integrated Management System and obtained certifications for ISO 9001, ISO 14001, and OHSAS 18001 standards in 2013, just one year after the official start of production. Over a period of 1.5 years, formed and trained a highly competent process quality team, developed comprehensive process models for the company, created all necessary quality manuals, and established an efficient audit system. These efforts contributed to the recognition of the company in the market and generated significant new orders. In 2019, Siemens Energy Transformers was also acknowledged as the best quality supplier on the CIS market.
• Developed strong skilled quality team for different functions of Quality Departments by providing permanent trainings for personal for different competences regarding Department Competence Matrix. Results: Strong back up for almost all positions in Quality Department, career growth 20% of personnel. No headcount increasing from 2019 by reason strong different competences of quality personnel, revenue and order intake increased by 40%
• Reduced non-conformance costs (NCC) from 4% to 1.5% of revenue between 2013 and 2022 and improved the First Pass Yield (FPY) from 95% to 100% by implementing improvement programs such as Lesson Learned, Zero Harm Culture, Poka-Yoke, 5S, Continual Improvement, and a Digital Nonconformance Database with operational tasks. As a result, there was a 3% increase in profit due to the decrease in non-conformance costs, On-Time Delivery reached a level of 98%, and clients evaluated and recognized the company as a high-quality performance company with high satisfaction and loyalty.
• Successfully obtained certifications and licenses for over 60 types of company products and received process validation from all key clients in the local market. This achievement was a result of implementing process and documentation changes, conducting special type tests in external research Test laboratories, establishing strong relationships with client's technical specialists, and implementing new technological processes. These efforts led to the acquisition of over €65 million in new additional orders from 2017 to 2022 and expanded the portfolio for potential future orders.
• Established the Zero Harm Culture Program within the company by implementing comprehensive occupational safety measures across all processes, involving all employees in safety initiatives, and recognizing safety actions and culture through awards. As a result, achieved zero injuries (LFTR-0%) and no lost work time from 2020 to 2022. Furthermore, there have been no fatal cases throughout the entire history of the company.
• Successfully commissioned and energized approximately 850 units of power transformers at client sites in various countries including Russia, Kazakhstan, Republic of Belarus, Ukraine, Azerbaijan, Finland, and Cuba. This was achieved with the support of highly skilled Installation and Commissioning Engineers from the Quality Department. As a result, gained high client loyalty and opened up a new market for Customer Service business, with an estimated order intake of €2 million per year.
• Recognized as Best mentor of the year by the Company management in 2018 and 2019.
• Awarded by Siemens Watch for ten years of excellent work.

Deputy Head & Commercial Line Manager at ZTR, "Zaporozhtransformator", Service Centre (2010-06 – 2011-05)

Reported to Head of Service Centre. Full responsibility for Commercial Department functions: Sales management, Strategy Management, Budgeting, Order Management, Contract Management, Project Management and Technical Departments of Service center as Deputy. Led Engineering, Repairmen, Diagnostics and Commissioning Departments. Oversaw 10 employees as Commercial Line Manager, and 75-80 employees as Deputy Head.

Commercial Lines Manager at ZTR, "Zaporozhtransformator", Service Centre (2005-03 – 2010-06)

Reported to Head of Service Centre. Full responsibility for Commercial Department functions: Sales management, Strategy Management, Budgeting, Order Management, Contract Management, Project Management, Oversaw 10 employees.

• Initiated the establishment of a Customer Service Business for a leading Power Transformers Producer with a capacity of 120 GVA and a rated voltage of up to 780 kV. This involved creating a dedicated Service Centre with Commercial and Technical departments equipped with the necessary competencies. The aim was to establish an autonomous division within the company, resulting in a strengthened market position and new potential orders through the introduction of a competent Power Transformers service offering.
• Implemented proactive sales strategy for Service center services, leveraging skilled sales team and fostering strong customer relationships. Resulted in increased demand for power transformer services and products, driving annual order intake and revenue growth from €3M to €23M (2005-2008) with 60% average margin.

Lead Engineer at ZTR, "Zaporozhtransformator", Service Centre

Electrical Engineer at Scientific and Engineering Center, ZTZ–Service

IT Engineer at Zaporozhye Cable Plant

Master of Business Administration (MBA) in Quality Management – City Business School