Mikhail igorevich injections. Mikhail injections A session of public telepathy

Over the eight years of its existence, Megaplan has repeatedly faced difficulties, but it managed to capture 20% of the market for project management programs and reach a turnover of 100 million rubles a year (Cnews estimate).

The co-founder of the company Mikhail Smolyanov told H&F the story of his business, from which he hopes to exit in the near future.

Mikhail SMOLYANOV

How it all began

I studied at the Faculty of Mechanics and Mathematics at Moscow State University together with our future chief developer Sergei Mikhailov. We played football together, and his classmate Mikhail Ukolov periodically joined us (Ukolov is also a co-founder of the Yutinet online store. - Approx. H&F).

In 2001, I went to work in the technical support of the PC-Soft company, which created programs for business automation. I quickly realized that most of the user problems are not due to software, but due to poor infrastructure, and I created a department to maintain customer IT infrastructure. We pulled networks, set up servers, installed antiviruses, in fact, we were incoming sysadmins who first configured everything correctly, and then supported it. I enjoyed it when I could explain to the client what his problems are, how we can solve them, and in the end he bought our services. Then I grew to a commercial director and began not only to maintain the IT infrastructure, but also to sell the main services of the company - the implementation and refinement of software for automating warehouse accounting and logistics.

At some point, I decided to leave, because my irrepressible energy began to strain the founders of PC-Soft - these were adults who did not want to change their approach to work every month. Three months before leaving, I started calling clients to warn them that I was transferring the project to colleagues. And I got a job offer from one of our key clients. They were selling canned food. They invited him to work as a managing director. It was the beginning of 2005, and by those standards the company was very large: the annual turnover was about $ 40 million. The average age of employees was 35–40 years old - it was difficult to find an approach to them. Over time, I succeeded, and I stopped thinking about returning to IT, because everyone there was small and funny, and completely different money was circulating in the real sector. I managed to run a large company. Despite the fact that the founders set an ambitious plan for revenue and profit, I exceeded it.

I would have continued to work there, if not for health problems. Hooligans attacked me and beat me badly. Several months in the hospital, several operations - in my face I now have 23 titanium plates.

After a long hiatus and recovery, I started looking for a job as a general or commercial director in trading and manufacturing companies.

to me not interested be a passive shareholder who can not influence the development of the company. I have lot new ideas and need money for their implementation

But I was young, and besides, a long break in work did not speak in my favor - in companies that recruited employees through recruiting agencies, I did not go through an interview with the agency further. I no longer came across the same adequate and financially savvy owners as before - mostly it was a redneck business that lives according to concepts. They expected the commercial director not to build a normal sales system, but to sell well for kickbacks.

In the summer of 2006, my old acquaintances Ukolov and Mikhailov and I had a conversation about software for process automation. Yutinet itself needed a solution. By that time, I was already familiar with the market and understood what a mess was going on there. There were only expensive and difficult decisions. In October we started developing Megaplan.

First steps

The first interface was made by Art. Lebedev Studio, we agreed with them about an acceptable price. Before getting to work, they describe the scenarios for all future modules. At this moment, we hoped to make a complete system for business management, including warehouse accounting, logistics, CRM, and so on. But there was not enough money to draw the interface of all the modules. We decided to make a module for managing tasks and projects. I don't think it was the right decision. I then insisted on moving into operational warehouse accounting, which I was well versed in. Plus, this market itself is larger: it is an understandable thing that is needed by almost any business. Not all companies need task and project management. But the majority decided to start with tasks and projects.

In September 2007, we started testing software on Yutinet. By the end of the year, we announced beta testing at Habrahabr. The first client paid us money when the free testing phase was not over yet. He wrote that he liked everything. It was the owner of a plastic bottle factory.

In the spring of 2008, the announcement of the project was published on his website by Artemy Lebedev. This gave us a ton of traffic and signups. By the summer, we had reached our current operational self-sufficiency. We did not recoup the investment of $ 350,000, but we managed to pay a small salary to ourselves and the programmers. We thought everything would be fine, but then the crisis began.

Attraction of investments

In 2008, we began to sag in terms of revenue: people are not ready to pay for software when everything is bad. We have a SaaS product, and you can't steal it, as everyone is used to doing with software. Clients believed that paying us 5,000–7,000 rubles a month was some kind of great thing. By that time, we had about 300 clients. But it didn't help. We tried to earn money and sell consulting services. I started looking for an investor.

2009 was a very difficult year for us. But by December, we closed the deal with the IQ One fund. For us, these were not very good conditions: the fund took 51%. The estimate was several million dollars.

But this allowed us to improve our financial situation. We have made new products: financial accounting module, CRM. To increase cash flows, we came up with a promotion - we gave iPhones and iPods to those who paid for a product a year in advance. This action just took off: another 200 clients came to us and there were 900 of them.

Difficulties also began. IQ One has very strict reporting requirements, a significant part of my efforts was spent only on filling out a mountain of paperwork for people who do not understand how the IT business works.

Education:

In 2004 he graduated from the Moscow State University of Economics, Statistics and Informatics "MESI" with a degree in organization management. Received a Ph.D. in Economics, defended his thesis on "Organization of an advertising campaign for large network Internet retailers";

Experience:

* In 2003-2004. was the head of the studio "Virtual Art Group";

* In 2004. founded the Yutinet.Ru online store (since 2011 - JSC PLATFORM YUTINET.RU), is its co-owner and General Director;

* Ideologist, creator and Managing Partner of the Megaplan project - the leader of the Russian market for SaaS applications for business;

* OJSC "PLATFORM YUTINET.RU" is one of the leaders in the domestic Internet trade in computer and household appliances and specialized search for these categories of goods.

In July 2011. OJSC PLATFORM YUTINET.RU, under the leadership of Mikhail Ukolov, carried out the first IPO among Russian online stores on domestic exchanges - MICEX and RTS. Following the results of the placement, the demand for shares at the upper limit of the price range (195 rubles per share) exceeded supply by almost 3 In total, 2 million ordinary shares were sold to investors, which corresponds to 10% of the company's authorized capital, excluding the additional issue. . rubles.

Hobbies: football, airplanes and the dialectic of business processes.

Marital status: married, has a son.

Co-owner and CEO of OJSC Platform Yutinet.Ru

"Companies"

"News"

Public telepathy session

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link: http://raec.ru/times/detail/ 753 /

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Mikhail Ukolov, the founder and CEO of the Yutinet.Ru online store, is seriously passionate about aviation. At least twice a year he sits at the helm himself, and Russian bombers calculate targets, including according to his calculations. Nevertheless, Mikhail does not intend to completely go into aviation: despite all its attractiveness, in Russia this business is hard to rise.
link: http://slon.ru/business/ khobbi

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link: http://www.forbes.ru

The turnover of Yutinet.Ru increased in the first half of 2012. one and a half times

Commenting on the commercial results of work in the first half of 2012, Mikhail Ukolov, General Director of OJSC Platform Yutinet.Ru, noted: “In the first half of the year we were actively involved in infrastructure projects - a new ERP system was introduced, the transition to a new our employees have been developing for 2 years, business processes have been optimized, new channels and methods of promotion and sales have been developed. Together, this will have a positive impact on the financial and operational results of our work in 2012-2013. Yutinet.Ru is confidently demonstrating an increase in sales above the level of market growth. "
link: http://raec.ru/times/detail/ 1633 /

To the exchange - via the Internet

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link: http://www.sostav.ru/articles/ 2011/07/25 / ko1 /

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