Operational excellence expert · Lean × AI × Product → Result

I pull owners out of day-to-day — especially in a downturn

I bring order and release profit through lean manufacturing, product thinking, big data and artificial intelligence. I come in with a team of practitioners when the old management model no longer carries the load.

In a downturn money does not disappear — it moves to those who count faster and change faster.
Digital card See cases
Георгий Верновский
Rosatom · Rostec · Ingosstrakh · GAZ Group
Lean Six Sigma Black Belt · MBA · ₽4 bn in delivered effect
How it works

Not advice — rebuilt processes and systems that actually run

A consultant finds the problem and leaves. An integrator installs software without knowing or touching the process. I go into every process together with the team — and I do not leave until it runs without me.

01 · Teamwork

I build the process horizontally, not vertically

I arrive with my team and bring yours into the work. Employees propose improvements and take part in the change themselves — which is why the change sticks instead of being issued as an order. We implement without upheaval or conflict, following the Adizes methodology.

engagement · idea factory · change management
02 · Money

I calculate the effect before we start, not after

I do the economics myself: build the P&L, break down unit economics, model the business case for the direction. In parallel I map the value stream, build the VSM and a waste map, and measure operation times. The output is a number in rubles and an honest answer on whether this process is worth touching at all. Then we run PDCA cycles.

P&L · unit economics · business case · VSM · waste map · PDCA
03 · Standard

Changes are protected from rolling back

Visual SOPs embedded in software: a new hire sees the standard right at the workstation and cannot forget or confuse it. Plus error-proofing — poka-yoke: the process physically prevents doing it wrong. Together with TWI training and engagement this forms a system that keeps everything running to the agreed standards long after the consultant has left.

visual standards · poka-yoke · TWI · rollback protection
04 · Breadth

Genchi genbutsu — go and see

I study the process on site and in detail, and people stay above tools. We analyse it together with the employees rather than arriving and changing everything over their heads — that is how support appears on the shop floor immediately. I go into the work of every department, so I see the process cross-functionally and find the losses at the handoffs, which is exactly where they usually hide.

gemba · cross-functional analysis · people first
Talent

I take strong students before big tech buys them out

I work directly with the departments of the country's leading universities and take students from their third year, before anyone outbids me. For you that means working prototypes and solutions built around your process at a budget nowhere near the development market rate.

Top universitiesdirect access to departments
Year 3hired before they are outbid
Turnkeyprototype after the pain audit
Directions

There are two ways to earn more

Direction 01

Take the market

For companies that are growing
Start growing while competitors cut marketing and lay off salespeople.
  • New revenue streams
  • Product teams
  • Sales team and CRM
  • Seven client channels
  • Strategy session
View→
Direction 02

Stop the leaks

Mid-size and large business
Pick up the money already lying at your feet — inside your own processes.
  • Operational excellence
  • Automation and AI
  • Finance and unit cost
  • Team manageability
  • Corporate culture
View→
Take the market · for companies that are growing
What you will seeFive growth directions in detail: what we do, how long it takes and what effect each one delivers.
Who it fitsRevenue has been flat for three quarters, leads keep getting more expensive, salespeople do not close, and there are no new directions.
Where we startA 3-day review of your funnel and market: where clients are lost and what else can be sold on the same capacity.
Take the market · for companies that are growing →
Stop the leaks · mid-size and large business
What you will seeFive optimisation directions with the method behind them: VSM, waste maps, automation, finance, team.
Who it fitsTurnover holds up but there is no cash. Unit cost climbs, the warehouse is full, everyone is busy — and profit is nowhere to be seen.
Where we startA 5-day diagnostic with a waste map priced in rubles and an honest answer on whether it is worth doing at all.
Stop the leaks · operational excellence →
Стратегическая сессия на производстве, ПАО ГАЗ
Strategy session on the shop floor · GAZ
Who I am

A practitioner, not a theorist

For over 10 years I have been bringing order to businesses through lean manufacturing, data and artificial intelligence. Lean Six Sigma Black Belt, MBA, engineer from MEPhI.

I have worked with Rosatom, Rostec, Ingosstrakh and GAZ Group. The headline result: ₽4 bn of effect in banking and a doubling of net profit at a manufacturing plant.

Right now I build AI agents and on-premise LLM systems for real automation — no cloud, no unnecessary cost. No fashionable theory. Only what carries the load.

MBA + LEAN · Lean Six Sigma Black Belt · MEPhI · RANEPA · SKOLKOVO
— Diplomas and certificates
Lean Six Sigma Black Belt
Lean Six Sigma Black Belt
MBA · Lean manufacturing
MBA · Lean manufacturing
RANEPA · Development management
RANEPA · Development management
Business trainer · Lean Production
Business trainer · Lean Production
From practice

Actually implemented, not slideware

Tap a card to see the situation, what we did and the result.

Ingosstrakh · Ingo Bank
+Details
₽4 bn

effect in the banking sector
Before
After the SWIFT disconnection the task was considered unsolvable — banks had no working option to offer clients.
What we did
We ran the full product path: demand research, jobs to be done, customer journey, focus groups, analytics and negotiations with foreign partners — from CustDev to market launch.
Result
The product launched. Today every major bank in the country has an equivalent solution.
Rostec
+Details
×2

net profit of the plant
Before
People worked by the book, metrics were flat, initiative was absent. Losses sat in the processes and in procurement.
What we did
More than 10 production-system development projects delivered. Losses reduced, an employee engagement system put in place.
Result
Net profit doubled through optimisation alone — with no new business lines opened.
GAZ Group
+Details
−70%

defects on the assembly line
Before
Everyone assembled differently, defects travelled down the line, rework ate the shift.
What we did
I worked as part of a lean manufacturing expert group. Value stream mapping, joint analysis with operators at their own workstations, two weeks for changes and line rebalancing.
Result
Defects −70%, operation time −27%, changeover −18%. A dozen improvement proposals implemented.
Rosatom
+Details
9,000+

employees trained on the simulator
Before
There was no single training methodology; knowledge lived in individual heads.
What we did
I developed the programmes and methodology and certified the process factory as chief methodologist. Training ran both in halls of 300 people and in small role-specific groups, with testing.
Result
Over 9,000 employees trained; more than 70% completed the programmes effectively and applied them at their workstations.
Zhilishchnik · 2026
+Details
60%

of dispatcher time freed by AI
Before
Requests were logged by hand, lost between the message and the crew, and work was accepted on someone's word.
What we did
An AI agent listens to the working chats in Telegram and MAX, creates the requests itself, notifies the crew and hands them to the manager to close. People stayed in the channels they already used.
Result
More than half of the dispatcher's time was freed. There was no resistance during rollout.
Idea factory
+Details
+233%

growth in improvement proposals
Before
Improvement proposals were filed as a formality and never reached implementation.
What we did
We built the full loop: proposals submitted straight from the shift, fast review, implementation and transparent reward for the author.
Result
The flow of improvements grew 233% and employee engagement 32%. The mechanism keeps running without us.
System breakdowns and live practice — in the channel I show implementations as they happen: what we install, what breaks, what delivers. No theory.
Follow @vestheim →
Artefacts from the shop floor and live projects: lean kaizens and working automation systems
QR routing of field crews
QR routing of field crews
Self-service terminal
Self-service terminal
Kaizen · standardisation · before / after
Kaizen · standardisation · before / after
Kaizen · 5S at the workstation · before / after
Kaizen · 5S at the workstation · before / after
HEIM Club

A private club for owners and experts

A community of people taking their business out of manual control. Live offline reviews in central Moscow, with the expert team already in place — from operations and finance to AI and software.

The club delivers what no single consultant can: you arrive with a problem and the table fills with people who have already solved it — speaking plainly, without selling you anything.

01
Your business reviewed among peersA live offline review with real numbers, no polished decks. Everything discussed stays inside the circle.
02
A table built around your requestYou gather the residents who actually solve your problem — not whoever happened to show up.
03
The “64 Stratagems” business gameManagement decisions under pressure of resources, coalitions and risk. It shows how people really decide.
04
Strategy sessionsFor residents and their teams on club terms. Priorities, initiative portfolio, roadmap.
05
A practitioner team for your taskOperations, finance, sales, AI, software. Contractors proven on projects, not on reviews.
06
Access to young talentThird-year students from the country's leading universities — before big tech outbids you.
— Who it is for

Owners and top executives who are moving their business out of manual control and are ready to open their numbers among peers.

Join the club → See the club channel →
Get in touch

Discuss your project directly

If the task is serious, write to me — I answer personally. Describe the situation in your own words and I will tell you where money is leaking now, roughly what it costs you per year and which direction is worth starting with. If it is not worth taking on, I will say that too.

Message on Telegram → Quick question outside a project — 600 ⭐
Telegram@Georbic
Club meetingscall · +7 925 720-25-45
Express questionpaid · 600 ⭐
Email · rarelyceo@prokpi.ru

Save me in one tap

Digital card: contact straight into your phone, cases and the club entrance — all in one place.

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