Churuk Serge (Serge Tchuruk)

Churuk Serge (Serge Tchuruk)

Serge Tchuruk (Churukdzhyan)

Was born in France, in the city of Marseille. His parents, Armenians who escaped from the genocide started by the Turkish government. Brilliantly erudite personality. Dreamed of rocket production.^[1] studied at Polytechnical institute and in Military academy].

Career

15 years worked in oil Mobil company in department of strategic planning, then in department of information technologies, in HR department and in research division. In 1979 Serge left Mobil. The position of the chief executive officer of Mobil Benelux was the last position of Serge Churuk.

Having left Mobil, Serge got to work in division of chemical fertilizers of chemical and pharmaceutical concern Rhone Poulenc. At that time the company had some difficulties, however Serge's talents helped to overcome them. Thanks to Churuk's efforts positions of concern became stronger, and income considerably increased.

Having left a post of the managing partner, in 1996 Tchuruk passed into CDF Chemie (after renamed into Orkem), petrochemical group which at that time sustained losses and had a semi-billion debt. As the CEO and the chairman of the board of directors, Serge Tchuruk worked without cease. Thanks to its skillful management of CDF Chemie overcame crisis.

Development of the Total-Compagnie Francaise des Petroles oil and gas company which he headed in 1990 became the following task of Serge Churuk. Having changed the company name to Total, Serge Tchuruk was engaged in business reorganization.

Work in Alcatel

In 1995 Churuk came to Alcatel. Prestigious business publications, narrating about Serge Churuk's victories, call him "the superrational head" and "the insurgent in the world of business", paying tribute to his amazing analytical skills, love to innovations and unsurpassed talent of the head. All these, worthy admiration of any manager, valuable qualities of Churuk were fully shown also on his present post in Alcatel.

Business of the Alcatel group was strongly diversified, the number of subsidiary companies passed for 1200, share value fell, and perspectives were not so iridescent. However Serge Tchuruk took emergency measures and performed reorganization, having focused efforts on the telecommunication industry. Non-core businesses were sold that brought 10 bln. dollars of available funds which considerable part was spent for company takeovers, releasing telecommunication equipment. Developing the perspective and highly profitable directions, such as DSL, Serge Tchuruk paid close attention to issues of pricing, trying to obtain decrease in product cost. At the same time he strengthened division of marketing, having invited experienced and capable specialists from outside.

Many call a leadership style in which Serge Tchuruk differs authoritative as Tchuruk is very exacting and tries to obtain the maximum return, forcing subordinates to work to the limit. On the other hand, Serge Tchuruk himself also shows amazing working capacity, setting thus an example of a responsible attitude to work. At the same time he extremely shows consideration for the fact that he often is considered the trifles unworthy attention of the big head. For example, studying dynamics of sales, he reads multipage reports, scrupulously studying digits and paying attention even to the insignificant markets. Having studied statistics, Tchuruk sets tasks for each division and tries to obtain their accomplishment.

He holds regular meetings with heads of divisions for whom he carefully prepares in advance. According to Eddie Minshall (Eddie Minshull) heading North American division "at a meeting Churuk can suggest to look at slide No. 7 demonstrating that "current assets should increase". After that he will note that the slide number No. 14 demonstrates reduction of cash". "Therefore — Churuk summarizes — you insufficiently quickly raise money of consumers". And Churuk recommends to warn buyers that if they do not pay the orders which are already sent them, deliveries will be stopped. And it is valid, Minshall remembers, they paid.

According to other managers who happened to work under its management, its attention to trifles — "just frightening". But the fact that the decisions made by it, allowing to use unevident opportunities, assigned to it the visionary's title is even more surprising. For example, while Churuk just came to Alcatel, one of laboratories of the company located in Belgium conducted researches, developing the DSL technology allowing to transfer data on a normal telephone line with a high speed without preventing to carry on telephone conversation at the same time. In time having realized perspectives of development of the Internet and the growing need of ordinary users for vysokorostny connection, Churuk increased financing and urged on researches. It predicted this technology big future, however with one "but": the equipment should be inexpensive. According to Serge Churuk, the victory will be won by the one who will be able to offer the smaller price. Realizing this approach in practice, Churuk persistently tried to obtain cost reduction. DSL technologies became the most fast-growing direction in Alcatel.

According to some analysts, under the leadership of Churuk Alcatel turned into the European company of "new type". To the relations with shareholders it is given that is considered atypical for the European companies, the closest attention. Churuk entered practice of providing quarterly reports to shareholders into use as it is accepted in the USA. Moreover, many say that Churuk introduced "the American style of management". The company turned into the significant player in the market of telecommunication equipment and considerably strengthened the positions on a global scale.

In July, 2008 it became known that the CEO without executive powers Serge Tchuruk posts in 2008 will leave. Tchuruk resigned on October 1, 2008.

On June 30, 2012 at the annual general shareholder meeting it is chosen in Board of Directors of the Russian JSC AFK Sistema.

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