Maslov Sergei Konstantinovich

Maslov Sergei Konstantinovich

Biography

2009: Interview "Distributor's Bulletin" No. 2 (May)

Sergey, tell us a little about yourself? Education, interests, life credo?

My education is higher. The two highest. I would call them top. First military education. I graduated from the Higher Military Command School of Communications in Kemerovo in 1985. After him, he served in the vooruzhen­nykh forces in the strategic missile forces for more than eight years. He rose to the rank of chief of staff of the missile division and left the armed forces in good faith in 1993. So it poluchi­los that during the perestroika in the razo­ruzheny race, to please the Americans, many of our good combat-ready units were reduced. We slu­zhili in Ukraine at that time, and were not nuzh­ny either Russia or Ukraine. After these soby­ty, I made a strong decision not to serve this go­sudarstvu anymore. He left Ukraine, oka­zavshis in Yoshkar-Ola, quickly wrote a ra­port and began life from the beginning. But I do not regret a single day in the army, not a single day after.

He received the second highest in Moscow. I studied for three years at Moscow mezhdunarod­nom University, graduated from law fa­kultet.

Hobbies: hunting, fishing, alpine skiing, parachute, I want to master snowboarding.

I am a person who is fond of instantly (Laughs). But my main passion is to live. I live in harmony with myself and the okru­zhayushchey environment.

The dream is its own helicopter. The fact is that the Kemerovo Higher Military Command School of Communications was not my calling. I wanted to enter the Syzran Helicopter School. But then the order was as follows: li­bo a tanker or a signalman. And I lyu­blyu flights, I just love!

And how did your career in "1C" begin and why exactly "1C"?

In general, I had nothing to do with any of the "C" nika­kogo to a certain point. Between the army and 1C, I worked in Yoshkar-Ola as a commercial director of one of the companies. I had comrade Sergey Klep­tsov, who is now my partner, but at that time he worked as chief accountant at another company in Yoshkar-Ola. We were friends. And when, by the will of fate, I ended up in Moscow, Sergey also skidded tu­da. He came to Dima Kazachkov's business management classes, where he studied owning one of the first versions of 1C: Accounting and stayed with me. The yellow boxes of Sergei interested me, and after negotiations we decided to obye­dinit efforts. It turns out that before my close acquaintance with 1C, I had a close zna­komstvo with an accountant who was closely acquainted with Dima Kazachkov and 1C-Rarus, who introduced Sergei to 1C.

The name of your company "VDGB" - why?

VDGB is Everything for GlavBukh. This is ALL we hid in our name. Funny abbre­viatura, we know. At the time of the creation of the kompa­nii, Sergei and I thought about the name for a long time. There was already a Rarus, there was already a Sail, we did not come up with something blago­zvuchney and decided to call it so that if they say it, it will definitely zapom­nyat. An example was the renaming of the traffic police to the traffic police, which just fell at that time. It turned out a bright, memorable name that was not pronounced the first time.

In the work of any large dynamically raz­vivayushcheysya company, such si­tuatsii arise when you have to take ri­skovannyye and responsible steps. Can you talk about your "hard times" and how you survived them?

The whole history of VDGB is a splosh­noy crisis. The whole story is not enough to tell us vre­meni. We started work in the nesta­bilnoy economic situation of 1998, got out of one stress, got into another, all this was superimposed on the crisis of the middle voz­rasta. Our path is like a rollercoaster, and "Instability" is our credo (Laughs).

We had serious problems on the eve of the world economic decline in 2007. We are still experiencing the consequences. The problems in the company occurred because for some time we sold the most AMRs, but at the same time did not balance kliyent­sky portfolio. There were a lot of projects, in the end it almost bombed us. But che­styu and I got out of this situation.

What are the people who work for va­shey company?

People are good! I pick up the staff myself. Attempts to shift the responsibility for recruiting to someone did not end in anything good. I believe that the hiring of the head should not entrust and dele­girovat to anyone. We have interviews prois­khodyat in three stages. First, the applicants vybi­rayet the immediate supervisor, then he leads the candidate to my deputy. We have long, tough, stressful interviews, But our business is such that you can't even sit in the office without stress resistance! After these two "purges," the candidate prokho­dit a final interview with me, which usually lasts no more than 10 minutes. I have enough gaze and intuition to po­nyat a person. I cannot say that I am not mistaken, but there would be much more mistakes if we talked with the candidate for an hour.

In general, in our company, the requirement for ru­kovoditelyam of all levels to conduct an interview at least once a week. It doesn't matter if you nu­zhen a person or not. This is a constant ra­bota of the manager even now, although we have made an artificial restriction for ourselves in the company: no more than 100 people in the state. And until we achieve certain ef­fektivnosti and performance indicators, there will be no new va­kansy open.

Our company has never had a penalty in its entire history. It's probably good to have penalties - it's an effective and quick way to get a result. But on the other hand, it polu­chayetsya that solving deep problems otdayet­sya at the mercy of fines. And this is already a reluctance to vni­kat and solve a systemic problem!

Well, in general, I believe that today's si­tuatsiya in the labor market, and not fines, will help to educate people somewhat, teach you more ot­vetstvenno about the workplace and the company that provides you with work.

Sergey, how to keep customers?

How to retain customers? Here is the key word in the issue of "keep" it seems to me not entirely pra­vilnym. How to keep my husband? How to keep a friend? Feeling the difference? In one magazine I recently read a story: The juggler master juggles balls, ten to twenty balls in his hands. A young juggler approaches him and asks him to teach. Ma­ster juggler showed him everything, sent treniro­vatsya. Time passes, the young one returns and tells the master that it does not work. "You know, poche­mu doesn't work out? Because you think how to catch them, and I think how to throw them, "the master replied. Therefore, I would put the question as follows: what does not need to be done so as not to lose a client? What does not need to be done to avoid losing a friend? wife? a loved one? Who knows the answer to this question in his personal life, he himself knows perfectly well how to rabo­tat with clients. I think it's life pozi­tsiya like that, you can't teach it by giving advice.

What areas of your company's activity are priority now, in the current economic conditions? The situation that has developed in the external sre­de has accelerated the implementation of those plans that were dav­no hatched as strategic and important. What is happening outside the window encourages you to make faster decisions and not forgive yourself and other pro­medleniya. One of my business landmarks, Jack Welsh, a former General Electrician executive, said: "I never regretted what I did and regretted what I didn't." Poeto­mu I believe that now there is no need to look for pravil­nogo solutions, this is inappropriate. There are no correct reshe­ny yet. That's when, after all these ekonomi­cheskikh events, we will gather at the table: whoever osta­netsya made the right decisions.

And in general, what is happening now gives me confidence. The more the market shrinks, the cooler the excitement we will experience when it breaks up. Well, this is such a pent-up demand! This is the moment, friends, to which you definitely need to live and save your teams.

2011

Since July 2011 - Manager of the 1S:VDGB Group of Companies, formerly - General Director of 1S:VDGB.