Kirill Androsov: biography, photos and business secrets

Kirill Androsov is a top manager who has passed 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 - the owner of a unique experience of interaction with both government agencies and business.

Murmansk-Petersburg-Moscow route

Androsov Kirill Gennadievich - Murmansk, he was born on June 13, 1972. He graduated from the Maritime Technical University (engineering and economics faculty) in St. Petersburg, he graduated from the postgraduate course of Engineering Economics Academy (INZHEKON). Worked in the company "Don Plus", in the banking firm "Galza Investments". Then he moved to the municipal bodies of St. Petersburg: he managed the Office of Investment Projects and structures for the supervision of urban property. He was the first deputy general director of Lenenergo.

Since 2004, he has worked in various positions in the Government of Russia (in 2008-2010 - Deputy Chief of Staff). Since 2008 - as a member of the board of directors of Aeroflot. Soon he expands his presence in business: since 2010 he has become a partner of Altera Capital, in the same year he has been a member of the board of directors of a number of companies: "A 3", "LSR Group". Since 2011, he chairs the Aeroflot board of directors. Kirill Androsov is married and has a daughter.

The universal manager

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

Androsov, however, admitted in his interviews that he does not see any problems in this, believing that people themselves are able to find the best balance between time and money. Moreover, he assured that the problem of choosing priorities among the different routes is not in principle. The main thing, Androsov believes that both companies are experiencing a heavy load - both in infrastructure and in social terms.

Proponent of global trends

In the management philosophy of Androsov prevails a balanced, analytical approach. He perfectly understands that the industry, to which one of its companies belongs - Aeroflot, now has low profitability indicators. According to IATA (International Aviation Agency), in 2012, airlines raised about $ 600 billion, while the net profit was only 5 billion.

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

Be able to negotiate with the authorities

Few people in Russian business can correctly communicate with the authorities, as does Cyril Androsov. His biography has a number of noteworthy facts. For example, in 2005, when Kirill Androsov worked in the Government, an agreement was made between the authorities and leading oil companies of the country to freeze fuel prices. This is a non-market method, but Androsov believes that such cooperation is entirely permissible, but it is limited in use.

According to Cyril, there was a dialogue between the authorities and business, when oil companies explained the essence of their problems with the development of deposits, with the wear and tear of equipment. In turn, the Government outlined measures that could be applied to improve the efficiency of the industry. There was an agreement that it would take these very measures on condition of a number of counter steps on the part of oil industry workers: reinvestment of received dividends in the quality of fuel produced, in the depth of oil refining. This, according to Androsov, is an option that can contribute to a more predictable dynamics of gasoline prices.

Business model that works

Androsov Kirill Gennadievich, whose biography is so rich in complex management decisions, was called upon to put things in order in Aeroflot's management structure. 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 carried out to centralize management, procurement, improving the network of routes and fleet.

As part of Aeroflot, there are two subsidiaries that do not cause losses. Make the rest of the same Androsov expects in 2014-2015. The airline actively cooperates with such major carriers as "Russia", close integration is with "Orenburg Airlines". In 2013-2014, Androsov expects to create a business model that is the same for all "daughters" of his company.

We are a competitor abroad

In 2007-2008, Aeroflot plans to acquire a number of foreign airlines. Cyril Androsov, however, does not see the need for this: foreigners can not 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 family. Moreover, there is more to be proud of: the Russian airline already belongs to the top-5 European carriers (and from 2009 to 2012, the flow of passengers increased from 7 to 27 million).

As for the possible purchase of Aeroflot by foreign firms, according to Androsov, they are only interested in ensuring that Russians take transit traffic as little as possible. For Kirill, the sale of the firm to foreign competitors does not have a logical, first of all, justification. At the same time, internal Russian transactions of this kind, Androsov believes, are entirely permissible, and their conduct depends on the holder of a controlling stake in the airline-state.

Proponent of domestic manufacturer

Cyril 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 planes - the way it was in the USSR. Now Aeroflot operates the newest Russian airliner, the SSJ-100, which, according to Cyril, is the most efficient in transportation at a distance of 2 thousand km. It can be flights from Moscow to Eastern Europe, to Sochi or Nizhny Novgorod.