Kirill Androsov: biography, photos and business secrets

2024 Author: Howard Calhoun | [email protected]. Last modified: 2023-12-17 10:16

Kirill Androsov is a top manager who has gone through a difficult and interesting career path. He was born and raised in the provinces, but was able to settle first in the northern capital of Russia, and then in Moscow. Androsov has a unique experience of interacting with both government agencies and businesses.

Route Murmansk-Petersburg-Moscow

Androsov Kirill Gennadievich is a citizen of Murmansk, he was born on June 13, 1972. Graduated from the Marine Technical University (Department of Engineering and Economics) in St. Petersburg, studied at the graduate school of INZHECON (Engineering and Economics Academy). He worked in the Don Plus company, in the banking company Galza Investments. Then he moved to the municipal authorities of St. Petersburg: he led the Investment Projects Department and structures for supervision of city property. He was the first deputy general director of Lenenergo.

Since 2004, he has been working in various positions in the Government of Russia (in 2008-2010 - Deputy Chief of Staff). Since 2008, he has been a member of the Board of Directors of Aeroflot. Expands soonpresence in business: since 2010 he has become a partner of Altera Capital, in the same year he is a member of the board of directors of a number of companies: A 3, LSR Group. Since 2011, he has chaired the Board of Directors of Aeroflot. Kirill Androsov is married and has a daughter.

Universal manager

Androsov is a top manager of two largest Russian companies at once. He heads the board of directors of Russian Railways and holds a similar position at Aeroflot. An interesting fact is that Russian Railways and air carriers are direct competitors on short and medium-haul passenger routes. For example, passengers have a choice - to fly by plane, paying 5 thousand rubles, or to buy a ticket in a compartment at a comparable price when traveling between the same pair of cities.

Androsov, however, in his interviews admitted that he did not see this as a problem, believing that people themselves are able to find the optimal balance between spending time and money. Moreover, he assured that the problem of choosing the prioritization between different routes is not in principle. But Androsov believes that the main thing is that both companies are experiencing a heavy load - both in infrastructure and in social terms.

Supporter of global trends

A balanced, analytical approach prevails in Androsov's management philosophy. He is well aware that the industry to which one of his companies, Aeroflot, belongs, now has low profit margins. According to IATA (international aviation agency), in 2012, airlines earned about $600 billion, while net profitamounted to only 5 billion.

Kirill Androsov, realizing this, considers it expedient to combine the efforts of Aeroflot with other major world carriers. He welcomes the creation of alliances, the consolidation of resources in the international market. Here, according to Kirill Androsov, the key role is played by cost savings, due to which net profit can increase. And this is despite the difference in potentials between market players, when in the process of consolidation, larger carriers may experience difficulties due to the problems of small firms.

Be able to negotiate with the authorities

Few people in Russian business know how to properly communicate with the authorities, as Kirill Androsov does. His biography contains a number of remarkable facts. For example, in 2005, when Kirill Androsov worked in the Government, an agreement was implemented between the authorities and the country's leading oil firms to freeze fuel prices. This is a non-market method, but Androsov believes that such cooperation is quite acceptable, but limited in use.

According to Kirill, a dialogue took place between the government and business, when oil firms explained the essence of the problems they had with the development of deposits, with the wear and tear of equipment. In turn, the Government outlined measures that could be taken to improve the efficiency of the industry. There was an agreement that it would take these same measures, subject to a number of reciprocal steps on the part of the oil industry: reinvestment of received dividends intothe quality of the produced fuel, in the depth of oil refining. This, according to Androsov, is an option that could contribute to a more predictable dynamics of gasoline prices.

A business model that works

Androsov Kirill Gennadievich, whose biography is so rich in complex management decisions, was called upon to restore order in the management structure of Aeroflot. Under the leadership of this talented top manager, the quality of the work of the board of directors was brought to the highest level. Work was underway to centralize management, procurement, improve the network of routes and the fleet.

As part of Aeroflot, two subsidiaries appeared, which do not bring losses. Androsov expects to make the rest the same in 2014-2015. The airline is actively cooperating with such major carriers as Rossiya, close integration is under way with Orenburg Airlines. In 2013-2014, Androsov expects to create a business model that is the same for all the subsidiaries of his company.

Abroad is our competitor

In 2007-2008 Aeroflot plans to acquire a number of foreign airlines. Kirill Androsov, however, sees no need for this: foreigners cannot offer any resources for the further growth of the Russian firm. The business model implemented by Aeroflot, Androsov believes, should be based on the competitive advantages of the national kind. Moreover, there is something to be proud of: the Russian airline is already in the TOP-5 European carriers (and from 2009 toIn 2012, the flow of passengers increased from 7 to 27 million).

As for the possible purchase of Aeroflot by foreign companies, according to Androsov, they are only interested in the fact that the Russians take transit traffic as little as possible. For Kirill, the sale of the company to foreign competitors has no logical justification, first of all. At the same time, domestic transactions of this kind, Androsov believes, are quite acceptable, and their implementation depends on the state, the owner of the controlling stake in the airline.

Supporter of the domestic manufacturer

Kirill Androsov is sure that his company's fleet should be replenished with Russian aircraft. In his opinion, the flag painted on the tail of the aircraft is a huge amount of duties and responsibilities. The national air carrier, Androsov believes, should fly on domestic aircraft - as it was in the USSR. Now Aeroflot operates the latest Russian airliner - SSJ-100, which, according to Kirill, is the most efficient in transportation over a distance of 2 thousand km. These could be flights from Moscow to Eastern Europe, Sochi or Nizhny Novgorod.