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Alexander Gomanov

Infrastructure · DevOps · SRE · Platform

I scale infrastructure, cut the cost of ownership and improve the reliability of production services.

Infrastructure / DevOps / SRE / Platform Engineering leader. I build a manageable engineering operation: Kubernetes/platform readiness, capacity planning, observability, SLO/SLA, incident/problem management, automation and transparent infrastructure economics.

Hello. I lead infrastructure, DevOps/SRE and platform engineering. I'm strongest at turning complex infrastructure into a scalable, observable, cost-aware and reliable platform.

I'm most useful where infrastructure has grown faster than the operating model: legacy systems, manual operations, unclear ownership, noisy alerts, unstable delivery and limited visibility into cost, capacity and reliability.

The management style is simple: transparency, metrics, accountability and tying technical decisions to growth, cost and reliability — without stopping the business.

Target roles

Looking for a stable in-house leadership role.

Product and service companies, remote or hybrid. Project and advisory work is an addition, not a replacement for a full-time role.

Head of Infrastructure SRE Lead / Manager Platform Engineering Lead DevOps Lead Infrastructure Engineering Manager

Core focus

The four areas I work across

Scaling & Platform

Scaling and platform readiness

Kubernetes readiness, HA/on-prem deployments, capacity planning, load-testing gates and internal platform practices.

Cost & Economics

Cost and infrastructure economics

Cost visibility, capacity-to-budget mapping, billing models, service profitability, waste reduction and retention policies.

Reliability & Observability

Reliability and observability

SLO/SLA, monitoring, logging, alerting, health models, incident/problem management, PIR and production readiness.

Operating Model

Engineering operating model

Team structure, ownership, ITSM/SDLC separation, KPIs, queues, escalation and a predictable operating cadence.

Results

What I improve — across four pillars

Reliability Stability

17×fewer production incidents
36→93%helpdesk SLA after reorganizing operations
80%of service health models updated (observability / PIR)

Cost Efficiency

−25%infrastructure and software spend
−88%team tech debt: 286 → 34 tasks
×2DevOps-service revenue from a key client

Scaling Platform

15repositories audited for Kubernetes readiness
~8 TiBin the S3 migration plan (1.8M objects)
20+servers in the product's HA cluster

Operating model Team

13engineers: DevOps, SRE, Managed Apps, Linux/Windows, DBA
3teams with leads and clear ownership
30+delivered infrastructure and product projects

Selected cases

Selected cases

Six cases across the four pillars. The full set is on the cases page →

Scaling · Kubernetes

Kubernetes-readiness audit

15 microservice repositories, 20+ critical blockers, a prioritized backlog. The K8s sandbox launched on schedule.

Open case → Cost · storage

Object-storage audit

18 buckets, ≥400 GB. Up to 180 GB reclaimable and growth prevented before a capacity incident.

Open case → Cost · P&L

Department economics and billing

The first P&L model, plan-vs-actual, margin by service. Unpaid work stopped and capacity redirected to higher-margin projects.

Open case → Reliability · observability

Observability and PIR practice

Health models and alerting, a PostgreSQL/Patroni incident review, corrective actions moved from manual operations into automation.

Open case → Operating model · ITSM/SDLC

A manageable operation

ITSM/SDLC split, queues and metrics. −88% tech debt, median 7 → 5.9 days, p90 28 → 19 days.

Open case → Commercial · SLA

Custom 24×7 service

Full lifecycle from requirements to operation: a 7-minute response SLA in 24×7 mode and +48% revenue per engineer-hour.

Open case →

Experience

Experience at the intersection of infrastructure, operations and management

2024 — presentITG group · Saint Petersburg

Head of Infrastructure dept · SimpleOne

Product infrastructure and platform at SimpleOne: Kubernetes readiness, object storage, processes and capacity. Previously at ITGLOBAL.COM (within the same ITG group) — Head of managed services. Engineering and management cases →

  • Kubernetes migration: audit of 15 microservice repositories — 20+ critical incompatibilities and a prioritized backlog; K8s sandbox launched on schedule
  • replacing the S3 backend via an ADR: 3 alternatives scored against a matrix of 20+ criteria, chose an unrestricted OSS solution, migration plan for ~8 TiB
  • a certification process for new OSes with load testing as a mandatory gate — support for 2 OSes confirmed in one quarter
  • object storage audit (18 buckets, ≥400 GB): identified potential to shrink to ~180 GB
  • earlier, managed services (13 engineers): 3 teams, automated KPIs, −88% tech debt (286→34)
  • 4 productized managed services and a redesigned billing and service model; DevOps-service revenue from a key client grew ×2
2022 — 2024Smart Dynamics holding · Cyprus

Head of IT — DevOps / SRE / HelpDesk · Smart Dynamics

Ran the shared IT team of the Smart Dynamics holding (legally within Kadam): budgets, tooling, processes and infrastructure for every company in the group.

  • started with 4 people (2 DevOps, 1 helpdesk, 1 part-timer) — built two full departments, DevOps and HelpDesk, each with a lead; by the time I left they ran autonomously, without department-head oversight, and still do
  • 17× fewer production incidents
  • −25% infrastructure and software spend
  • helpdesk from scratch: throughput from 35 to 250 tickets per person per month
  • helpdesk SLO/SLA: from 36% to 93%; DevOps team and infra-as-code
2018 — 2021KORUS Consulting · Saint Petersburg

Project manager / service manager

Service contracts covering Russia/CIS, project management across resources, timelines, budgets and risks.

  • 9 dedicated contracts, up to 4–5 projects at a time
  • project budgets of ₽0.5–1.5M / month
  • restaurant-chain network infrastructure: 500 sites, 2000 workstations, 2 data centers
2009 — 2018Support · administration

Technical background

System administration, on-call shifts and support: Linux/Windows, monitoring, routine automation, support quality up from 80% to 95%.

  • in parallel, since 2009 — security assessment as part of my technical background

Technology map

Technical context

LinuxWindows ServerVMware / ESXi DockerDocker ComposeKubernetes AnsibleTerraformGitLab CI/CD PrometheusGrafanaZabbixELK PostgreSQLPythonBash JiraSimpleOneIncident MgmtProblem Mgmt

Security-aware infrastructure

Security-aware infrastructure leadership

Security has been part of my technical background since 2009: risk analysis, hardening, perimeter defense, resilience under load, attack-vector review and remediation prioritization. The focus isn't standalone penetration testing — it's running production infrastructure reliably, with security risks accounted for.

Risk analysisHardeningPerimeter defense Resilience under loadAttack-vector reviewDDoS protectionRemediation prioritization

Ways to work together

First and foremost — an in-house role for several years.

The priority is a full-time leadership role in a product or service company. I'm also open to project work and an advisory format when a company needs senior infrastructure leadership and a fixed operating cadence before hiring a full-time Head of Infrastructure.

“I manage the growth, cost and reliability of infrastructure — through transparency, metrics and accountability.”

Contact

Looking for an in-house role: Head of Infrastructure, Head of DevOps, Platform Engineering Lead or SRE Lead. Project and advisory work as an addition.

— Alexander

P.S. Not looking for an in-house hire but an external project — an operations audit, a stabilization effort or a fractional Head of Infrastructure? That's separate, at gomanov.pro →