Ekaterine Japaridze

When I stepped into this role, my goal was clear: simplify internal support and improve service quality. I lead a 24-member team across five key IT service areas. One of our most impactful changes was launching a new support portal and optimizing workflows—this alone brought monthly requests down from 18,000 to 6,000. We’ve also formalized feedback loops, introduced evaluation metrics after major incidents, and ensured SLAs align with real-time needs. These aren’t just technical wins—they’ve helped teams work better together and serve faster.

I managed a team of nine, working in fast-paced environments to keep banking systems running smoothly. I built new policies, created internal training processes, and served as the key point between tech and business teams. I also helped design the structure of what would later become our first-line support team a move that improved efficiency and set the stage for broader service improvements.

This role sharpened my problem-solving skills. Handling 150–200 system requests daily, I learned how to spot patterns, fix recurring errors, and build structured solutions. I turned daily fixes into long-term processes, which later became onboarding tools for new hires.

I started here. Every day I helped clients directly, which taught me patience, responsibility, and the value of listening. That same client-first mindset still guides my work in IT today.