Kirill Androsov is a top manager who passed a difficultand an 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.
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, graduated from the postgraduate course of Engineering Economics Academy. 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 theThe Government of Russia (in 2008-2010 - Deputy Chief of Staff). Since 2008 he has been on the board of Aeroflot. He soon 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: A3, LSR Group. Since 2011, he chairs the Aeroflot board of directors. Kirill Androsov is married and has a daughter.
Androsov - top manager of the two largestRussian companies. He heads the board of directors of Russian Railways and holds a similar position in 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 this as a problem, 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 is that Androsov believes that both companies are experiencing a heavy load - both in infrastructure and in social terms.
Androsov's managerial philosophy prevailsbalanced, analytical approach. He perfectly understands that the industry, to which one of its companies, Aeroflot, belongs, now has low profitability indicators. According to IATA (International Aviation Agency), in 2012 the airlines raised about $ 600 billion, while the net profit was only 5 billion.
Kirill Androsov, realizing this, believesit is advisable to combine Aeroflot's efforts with other major international 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 saving, 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.
Few people in Russian business can correctlycommunicate with the authorities, as does Cyril Androsov. His biography has a number of remarkable 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 method is not marketable, but Androsov believes that such cooperation is entirely permissible, but it is limited in use.
According to Cyril, between power and businessThere was a dialogue when the 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, provided a number of counter steps on the part of the oil industry: reinvestment of the received dividends in the quality of the fuel produced, in the depth of oil refining. This, according to Androsov, is an option that can contribute to the more predictable dynamics of gasoline prices.
Androsov Kirill Gennadievich, whose biographyso rich in complex management decisions, was designed to bring order to 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 carried out to centralize management, procurement, improving the network of routes and fleet.
As a part of Aeroflot, there were two subsidiariesfirms that do not bring 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.
In 2007-2008, Aeroflot plansacquisition of a number of foreign airlines. Kirill 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 Aeroflotforeign firms, then, in Androsov's opinion, 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.
Kirill Androsov is sure:The fleet of his company 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.
