Over the weekend, an internal conference for EPAM developers took place in Minsk, which was attended by the company’s founder, Arkady Dobkin. The businessman’s schedule included a window for a short interview with Onliner.by journalists, which he kindly provided during a break between meetings with business partners. About Minsk, which is not a shame to show, progressive youth and benefits for HTP residents in a direct speech from a businessman.
Changes in Belarusian IT as one example
When our first client came to Minsk 20 years ago, we were afraid to bring him to our office and rented a room, the only one in Minsk where it was possible to hold a more or less adequate meeting. Today we are holding an internal conference in the capital for more than a thousand people, which is attended by representatives of foreign embassies, where clients fly from America and Asia. This is how our capital has changed over the past 15 years.
About timely decision
I said ten and five years ago and I will repeat today that the conditions that have been created for IT business in Belarus are very great and certainly timely. This allowed companies to forget about many problems and created a more or less equal competitive environment for companies operating in Belarus and on the world market. Because in many other regions, in India for example, there were significant benefits that did not allow us to break into the market and prove that we could do the job much better.
The conditions created in Belarus contributed to the emergence of companies such as EPAM and many others. An ecosystem emerged from which many startups began to be created. People now have an engineering understanding of how products, solutions, and services are created at the global level. Only because the conditions for ten years have made it possible to conduct business transparently with benefits. People realized that they did not need to fly out of the country somewhere.
The impact of the IT sector on the economy of Belarus
I'm not an economist and I don't work in government. And I don’t want to look like an amateur, speaking on topics that I don’t understand well. Primitively, I can explain it this way. Let's see how many people work at the HTP. EPAM alone employs 7,000 people; the entire Park employs perhaps 25,000 people. average salary in the republic - just below $400. The average salary of programmers is one and a half thousand. These people create a service around themselves, because they have wives, children, parents. Medical service, educational, entertainment. Which then grows. 25,000 people and their families. This is already 50,000-75,000 people - almost 4% of the population of Minsk.
People's view of things changes: they speak foreign languages, can go abroad. Foreigners who come here see a beautiful modern city, nightlife and a crowd of young people who speak English to them. They will come here to do business.
At the business forum, I specifically asked to print out the top largest EPAM shareholders. These are global funds that have invested tens or hundreds of millions of dollars in the company. But this is a company that is hugely dependent on Belarus.
Lack of staff
Offices appear in HTP foreign companies, which see successful IT businesses from Belarus. This doesn't make EPAM's life any easier. On the contrary, it creates competition. It's more difficult for us to find employees. But this is 100% beneficial for the country.
The shortage of employees is not only a Belarusian problem, but also world problem. The same in Palo Alto, the same in London, everywhere. This is a market challenge that forces us and our competitors to invest more in education. This is something that has changed over the last 10-15 years. If 15 years ago someone had said that one company in Belarus would employ 7,000 people, I would have twirled my finger at my temple: “What are you doing? EPAM will never employ 1,000 people.”
Yes, the conditions at the HTP were left more money companies, but now companies are using that money for education. That's why EPAM has 35 laboratories inside universities where we invest our resources. These conditions did not just reduce the tax burden. For an industry like ours, this is an opportunity to direct money for growth where we see fit.
Residents receive income from foreign markets. Even if some of the company’s revenues were not subject to direct taxes, when its employee bought an apartment, a car, went to the movies, and ate, he in any case left them in the economy.
Speech by the founder of EPAM at the Software Engineering Conference in Minsk
Arkady Dobkin - co-founder, president and chairman of the board of directors of the company EPAM Systems, the largest custom software developer in Central and Eastern Europe.
After graduating from the Belarusian National Technical University with a degree in electrical engineering, Arkady Dobkin began his career in Belarus. Until 1991, he worked for several local software companies, after which he immigrated to the United States.
In 1993, Arkady Dobkin became one of the founders of EPAM Systems. Under his leadership, the company became one of the leading developers software specializing in creating software products for market leaders and emerging software companies, as well as implementing mission-critical solutions for global corporations.
Today, at EPAM development centers in the countries of Central and of Eastern Europe More than 7,000 software engineers work, and the company has thousands of completed projects in North America and Europe. EPAM's expertise in software engineering has been recognized by: major clients, like Oracle, SAP, Google, IBM, UBS, Barclays Capital, Coca-Cola, Adidas, Expedia, Thomson Reuters, Viacom and many others.
In February 2012, along with other company executives, Arkady Dobkin rang the symbolic bell during the traditional opening ceremony of trading on the New York Stock Exchange. This event marked the initial public offering of EPAM Systems on the NYSE: EPAM became the first publicly traded software company in Central and Eastern Europe to list on the world's largest stock exchange.
Winner of numerous awards, in June 2008, at a ceremony in New Jersey, Arkady Dobkin was named “Entrepreneur of the Year” in the “IT Consulting” category according to experts from the auditing company Ernst & Young. In 2006, Consulting Magazine included Arkady Dobkin in the list of the 25 most influential consultants of the year. In 2004, together with the CEOs of Wipro Technologies and CGI Group, Arkady Dobkin was noted in a special issue of CRN - Top 25 Executives - as one of the most influential leaders of IT companies in the Foreign Relations category.
By developing EPAM's expertise, Arkady Dobkin opened a team of talented specialists from the countries of the former Soviet Union, Central and Eastern Europe. He continues to actively share development experience accumulated in this region, regularly giving expert presentations at international conferences important for the IT industry, such as Gartner Outsourcing Summit, Forrester’s GigaWorld IT Forum Europe, Russian Outsourcing&Software Summit, SAP TechEd and others.
Report: Software development as a business - past, present, future
In his speech, Arkady will talk about a process that is unlikely to be repeated, but which was very “flexible” (“agile”). It's about transforming the startup he co-founded 20 years ago into the global public software company it is today. The process will be illustrated through a series of chronological stories, anecdotes and serendipitous (and sometimes not so serendipitous) accidents, with an emphasis on the ever-changing technological landscape and the trends that have enabled it to happen. this experience, as well as provide exciting new opportunities that EPAM plans to capitalize on in the future.
Biography
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Notes
Links
- whoiswho.dp.ru/cart/person/79867/
- infopark.by/arhive/main.aspx-uid=3282.htm?uid=3282
- ekonomika.by/index.php?option=com_content&view=article&id=21939Itemid=21987
- www.forbes.ru/dossier-forbes/26257-dobkin-arkadii-mihailovich
- www.forbes.ru/forbes/issue/2009-08/5435-tsifrovaya-pushcha
Excerpt characterizing Dobkin, Arkady Mikhailovich
Dolokhov slowly straightened his bent leg and looked straight into the general’s face with his bright and insolent gaze.- Why the blue overcoat? Down with... Sergeant Major! Changing his clothes... rubbish... - He didn’t have time to finish.
“General, I am obliged to carry out orders, but I am not obliged to endure...” Dolokhov hastily said.
– Don’t talk at the front!... Don’t talk, don’t talk!...
“You don’t have to endure insults,” Dolokhov finished loudly and resoundingly.
The eyes of the general and the soldier met. The general fell silent, angrily pulling down his tight scarf.
“Please change your clothes, please,” he said, walking away.
- He's coming! - the makhalny shouted at this time.
The regimental commander, blushing, ran up to the horse, with trembling hands took the stirrup, threw the body over, straightened himself, took out his sword and with a happy, decisive face, his mouth open to the side, prepared to shout. The regiment perked up like a recovering bird and froze.
- Smir r r r na! - the regimental commander shouted in a soul-shaking voice, joyful for himself, strict in relation to the regiment and friendly in relation to the approaching commander.
Along a wide, tree-lined, highwayless road, a tall blue Viennese carriage rode in a row at a brisk trot, its springs slightly rattling. Behind the carriage galloped a retinue and a convoy of Croats. Next to Kutuzov sat an Austrian general in a strange white uniform among the black Russians. The carriage stopped at the shelf. Kutuzov and the Austrian general were talking quietly about something, and Kutuzov smiled slightly, while, stepping heavily, he lowered his foot from the footrest, as if these 2,000 people were not there, who were looking at him and the regimental commander without breathing .
A shout of command was heard, and again the regiment trembled with a ringing sound, putting itself on guard. In the dead silence the weak voice of the commander-in-chief was heard. The regiment barked: “We wish you good health, yours!” And again everything froze. At first, Kutuzov stood in one place while the regiment moved; then Kutuzov, next to the white general, on foot, accompanied by his retinue, began to walk along the ranks.
By the way the regimental commander saluted the commander-in-chief, glaring at him with his eyes, stretching out and getting closer, how he leaned forward and followed the generals along the ranks, barely maintaining a trembling movement, how he jumped at every word and movement of the commander-in-chief, it was clear that he was fulfilling his duties subordinate with even greater pleasure than the duties of a superior. The regiment, thanks to the rigor and diligence of the regimental commander, was in excellent condition compared to others who came to Braunau at the same time. There were only 217 people who were retarded and sick. And everything was fine, except for the shoes.
Kutuzov walked through the ranks, occasionally stopping and speaking a few kind words to the officers whom he knew from the Turkish war, and sometimes to the soldiers. Looking at the shoes, he sadly shook his head several times and pointed them out to the Austrian general with such an expression that he didn’t seem to blame anyone for it, but he couldn’t help but see how bad it was. Each time the regimental commander ran ahead, afraid to miss the commander-in-chief's word regarding the regiment. Behind Kutuzov, at such a distance that any faintly spoken word could be heard, walked about 20 people in his retinue. The gentlemen of the retinue talked among themselves and sometimes laughed. The handsome adjutant walked closest to the commander-in-chief. It was Prince Bolkonsky. Walking next to him was his comrade Nesvitsky, a tall staff officer, extremely fat, with a kind, and smiling beautiful face and wet eyes; Nesvitsky could hardly restrain himself from laughing, excited by the blackish hussar officer walking next to him. The hussar officer, without smiling, without changing the expression of his fixed eyes, looked with a serious face at the back of the regimental commander and imitated his every movement. Every time the regimental commander flinched and bent forward, in exactly the same way, in exactly the same way, the hussar officer flinched and bent forward. Nesvitsky laughed and pushed others to look at the funny man.
Arkady Dobkin, a Belarusian who earns almost a million dollars a year, tells what the secret of his success is.
One of the founders and head of the international company EPAM Systems, which develops custom software, is in Minsk only a few days a month. Therefore, the day is scheduled literally minute by minute. At exactly 11, the meeting with clients ends and our interview begins, which should end at exactly 12, because a new meeting will begin. But talking with Arkady Dobkin, you would never say that he is one of the ten most influential businessmen in Belarus. Calm, leisurely, measured. He's not even distracted by talking on his cell phone! The only thing that gives away the suitcase lifestyle is the characteristic folds on the shirt. Since 1991, Arkady Mikhailovich has lived in America and, since his company operates in the USA, Belarus and Europe, he often flies from one country to another.“While I was washing dishes in America, I wrote 400 resumes”
- I have the right image: are you a native of Belarus who has actually achieved the American dream?
Probably yes, if we speak in clichés... But in reality there was no American dream. I had a dream to live normally and do what I liked. I left Belarus at the very end of 1991, when nothing was clear, what would happen, how and when. At that time, I already had a programming company in Minsk, and I really wanted to remain a professional in this field.
- Was it a big business?
In the Soviet Union at that time they were just allowed to open private business, and since I was a programmer, I started working in this area. There was a company of probably 20 people - a programming cooperative, as it was called then.
- And so you, a Soviet businessman, came to America, got off the plane...
Businessman is a strong word. In 1991, it was possible to go to America through related immigration. My sister had been living in America for 10 years, and my parents insisted that we should all join together there. I knew almost no English: I read, wrote a little, Technical Specialist, but could not speak at all. I had $2,000 in my pocket, everything else was left in the company, and there was a place to stay, which was, of course, a lot. That's all.
- It’s true that at first you even washed the dishes. Or is this part of the official legend?
Soaped. 2000 dollars runs out very quickly: I bought a car and that’s it. My sister has her own family, her own problems. After one and a half to two months, the euphoria evaporates, and you understand that you need to do everything yourself, no one is waiting for you here, and you can’t be a burden to anyone. And then there is a daughter who is seven and she is even more scared. And your English is such that they can only get you a job by miracle. Therefore, yes, I washed dishes for four months and at the same time looked for a job in my specialty. Out of fright, during this time I sent four hundred resumes, my fingers had calluses from the pen. And fortunately, in one large company They hired me without English, simply because they urgently needed to close the hole for two months. And somehow they realized that I could do it. Then I closed this hole for a year and a half. And after a year and a half I already began to speak.
- And what happened to your company in Minsk while you were washing the dishes?
When leaving, I asked my employees to wait for me for a year. I then naively believed that I would somehow figure out how to work together again. But after a few weeks in America, I realized that this was a wild and unrealizable idea, and that I had to survive here. Don't forget, we're talking about what happened 20 years ago. Today it’s hard to imagine: there was no Internet, no mobile phones there was nothing, there was nothing! To call Minsk, you had to spend 4 dollars per minute, and the price of the dollar was completely different than it is today.
- Were your employees waiting for you?
No. In 1992, a very serious crisis occurred. The Soviet Union, naturally, collapsed immediately after I left. Everything changed, both the company and the orders that remained - it all collapsed and the money became worthless. Several of the main guys started doing other business, which grew into a fairly well-known company in the country today that has nothing to do with programming. Every time I go from the airport, I see their advertisement in the city center
“I know people who left at the age of 50 and proved that they could be good engineers.”
- You left at the age of 30...
Worse (with a smile) - at 31.
- But even at 30 you already think: if only I were 25, everything could be changed, and even at 27 it’s not too late. And at 30 you already want stability, you don’t want to move anywhere.
Well, then I thought it was all over: 31 years old, don’t speak English. But whether to leave or not due to a certain age is not quite the right way to pose the question. The situation was different then. There was also the Soviet Union, the feeling, and perhaps the understanding, that you had no options, no alternatives. People who left the Soviet Union before the 90s never thought that it would be possible to return and create something in their homeland. Having moved, they set their sights on a completely different life. And then the situation changed, and now there is a completely different situation, when people can fully realize themselves professionally without leaving.
- Do you still think that it’s worth changing your life radically if you’re already over 30?
If you have the desire and energy, then yes. Sometimes even after forty you can even after fifty. And when a person also gets into extreme conditions, anything can happen. Imagine, a person comes to a new country (with or without a language), finds himself in an unfamiliar environment, some understanding of which will come only after a few years. So, there are those who feel like old people at 40 years old and are thinking about how to receive government benefits and live “stable”. But there are people who, even at 40 years old, are ready to receive new specialty or are able to prove that they are high-level professionals anywhere. I've met people who started from scratch at 50 and even 60 years old and proved that they are excellent specialists, no matter what. And I know people who, at the age of 30, already believe that life is over.
“I didn’t learn to smile in America, but the children are already smiling”
- Did Soviet education help you in your life? After all, you graduated from one of the best mathematics schools in Minsk, Polytechnic. Or did your personal qualities play a role?
Many moments in life can probably be considered as luck. My parents are of military age. Her mother, a native Minsk resident, managed to escape at the age of 15 from the Minsk ghetto into the forest, into a partisan detachment, after almost her entire family - parents, younger brother, other relatives - 36 people in total - died there. My father went through the war from 1941 to 1945, including the entire blockade in Leningrad. Now my parents live in America, my father will be 92, my mother will be 86. Until I was 7 years old, we lived in a communal apartment - two families, 5 people in one room and 4 in another. But on Victory Square - and this is the first luck! - I went to school 50 because it was just a school in my area of residence. And it really was a very good school and excellent teachers.
Older brother, master of sports in wrestling (today he is the head of a large engineering company, laureate state prize in the field of science and technology of Belarus), brought him into the group to his friend, Oleg Yakovlevich Raikhlin - lucky again.
Then Polytechnic is also a good school. And I was lucky again, there was an assistant professor at the Department of Electrical Systems, deceased today, Robert Ivanovich Zapatrin. Obsessed with programming and inventing, he got many students interested in it, including me.
When asked about universities, I often answer that our education is quite competitive today. Although I know that when they read this, most likely I will have many opponents who probably understand the problems of education in Belarus much better than I do. But, unfortunately, this is an international problem. I know quite well what I’m talking about: my eldest daughter graduated from school and university in America. And I see how they teach at the school where my youngest daughter studies today, and this is far from the worst school. Therefore, my opinion is that mostly engineers who studied and work in Belarus are not inferior in qualifications to specialists in the West. I don't think that those who graduated from universities abroad have any serious advantages compared to those who were educated here.
- Did the Soviet thinking with which you grew up and, unfortunately, many Belarusians continue to live, interfere? Did you feel this difference between the Soviet and Western mentality?
It’s difficult for me to answer this question, because I never fully became an American - I still don’t smile a lot just like that (smiling). I was concentrating on business, and many ordinary things passed me by unnoticed. But I don’t think that Soviet thinking hindered me, and I don’t think that today in Belarus those people who come to work for us have Soviet thinking. And besides, over the past 20 years I have seen enough Soviet people who have never lived in the USSR.
When they talk about the “Sovietness” of thinking, it is always very relative. Especially if you understand well how life was structured 20 - 30 years ago in the Soviet Union. Today people can travel almost unlimitedly. You can get any visa and go anywhere. Eat unlimited internet- this means there are no serious information restrictions. Good specialists, who work for us or for any other companies, can get on a train or plane and get a job anywhere in the world with virtually no problems, of course, assuming that there is the same desire and energy. The question is whether it is necessary to do this. It seems that the majority of specialists do not have such a need.
“Belarus has a very good chance to succeed in information technology”
- You, the head of a large company, can afford to say: that’s it, I’m resting today?
I can say something, but everything is written out quite rigidly. Previously, as a “Soviet” person who graduated from a technical university, I tried to do a lot myself. Even when the company already employed several thousand people, I did not have an assistant, as if I was embarrassed. Now I have assistants both in America and Belarus who help a lot, including shaping my schedule. I'm becoming a bureaucrat.
- You say that the company is looking for talented people. Are there more of these in Belarus or America?
The problem is that there aren't enough of them everywhere. IN different times There were different cliches about where there is more and where there is less. At some point in the United States, there was an opinion that all people from former USSR must be super mathematicians or super engineers. In fact, many emigrants had to work many times more at the beginning of their careers to establish themselves, and, in the end, produced more too. Today my children think that all Chinese are exceptionally smart because those they see at school study and work very hard. As a result, their achievements today are better on average than those of their classmates. But when you come to China and look at what is happening there, it turns out that the problem is the same - there are very few talented, intelligent people and there is a huge shortage of serious specialists. Therefore, everything is relatively simple - you need to study and work. In America, at some point, the focus of young people shifted greatly to the financial and humanitarian areas. It is very difficult to change this back. Of course, EPAM did not appear in Minsk by chance. There were many specialists here who dealt specifically with information technology, as well as specialized enterprises and universities. This cannot be lost. This needs to be invested in, it needs to be supported.
- As the head of a public company whose shares are traded on the New York Stock Exchange, are you required to disclose your income?
Yes, I should do this.
- And what is your annual income?
Well, everyone who was interested already knows this. And for those who don’t know yet, I would suggest taking the initiative and working hard, finding the numbers on the Internet in 5 - 10 minutes. And don’t forget to deduct taxes of 40% (We, naturally, took the initiative. Last year, Arkady Dobkin earned more than 700 thousand dollars without taxes. - Ed.).
- Remember the very day when you realized: here it is, the first million you earned?
In fact, I remember my first client well. And the first small project. And the first truly serious project. And the feeling is that we did this. And that’s when the understanding came that now world authorities take us for real competitors and are already a little afraid. And that moment when we already realized that we can teach them something too.
There is always the next hill, and it’s interesting to prove that you didn’t get to this hill by chance and not because you were lucky that you studied at the 50th school and met one uncle who entrusted you with one project... and then another uncle. But because you can go through these tubercles one after another and each next one is more complex. And every time you realize that it was just a hillock, and not a peak yet. And you don’t need to slide down, but always rise up. 15 years ago it was a great honor for us that well-known Western companies would give us work at all. Then it was interesting to do big and serious projects. And then multimillion-dollar contracts came, because we began to do truly very complex and very responsible projects. There are many “fast” companies that did something once, lived their “life” for two or three years and rolled off the hill...or got stuck on the plain.
There are very few companies that can employ thousands of talented, qualified people and that have existed for decades and continue to develop and grow 30 - 40% year after year. That's what's really interesting to remember. And about the first million - no, I don’t remember anything specific - I probably had to get up in the morning and go to work.
“If I knew some secret to success, then everything would work out much faster”
- You work in several countries. Do the sanctions towards Belarus in the West have any effect on you?
By and large - no. Right now, in the next room there are top managers of a large company. Half of them are from America, half are from Europe. After another outburst of emotions about the situation with the European ambassadors, no one canceled orders, clients still come to us - life goes on. The world is structured in such a way that if businesses react instantly to all outbursts of political emotions, they will not be able to work at all. Everything will stop, and no one needs this. We have been working in Belarus for 19 years. We remember the first departure of ambassadors in the 90s - it was a little scary then: we had just started and suddenly everything would collapse. When the ambassadors left for the second time, it was almost habitual, and we already knew that customers valued us as a company that makes a quality product. As a rule, our clients are large international companies, and they have experience different situations Worldwide. There's always something going on somewhere. And we, like many others, are part of the global infrastructure. Plus, we are a public company today, which means that we have made serious investments to provide our clients with minimal risks, otherwise we would not have been able to go through the entire process of going public. We also have many financial resources not only in Belarus, but also in America. Therefore, we can be trusted with serious projects and large contracts. And if something really unpleasant happens to our clients, then they have the opportunity to seriously ask us and compensate for the troubles.
- Well, in America there is a cult of a person who makes money. But here many people can complain, but cannot boast about their success. Do you think this will ever change?
It will change, and it does change. But firstly, I think that this cannot be changed artificially, everything must happen naturally. The majority of people will still not immediately accept those who very quickly or even relatively slowly become dramatically richer. And secondly, this is not a local situation at all. Even in America, and then throughout Europe, there was a wave of strikes, essentially against big business. What about publicity and disclosure of income? If EPAM shares are traded on the stock exchange, everyone must know how much the company's management earns - these are the rules. Do I like it? No, not really - after all, I’m almost a Soviet person.
- But there must be some kind of pride!
What pride! Pride over the amount of money? If Forbes publishes a list of the richest people, it is not because they have stated how much they get and want to be proud of it, but because Forbes has a group of analysts who have calculated something bit by bit, usually sometimes seriously They made a mistake, but published it anyway.
-We also have our own “Forb” s. According to the publication "Daily", you are among the top 10 largest businessmen in the country. Are you satisfied with this place?
I don't think it has much to do with Forbes. In my opinion, the level of well-being of Belarusian businessmen who are included in this rating is very difficult to calculate. And they probably made serious mistakes with me before, but now they can say almost exactly - so next time I might end up in the first hundred.
- Today can you formulate, say, five rules on how to achieve success?
This is not for me, but for those who can open five companies in five years and successfully sell them all. They should know. Unfortunately, I know only two, and they are very simple - you need to have a desire to achieve something and you need to work hard. And, of course, luck, for example, to graduate from school No. 50 (with a smile). If I had known some other secret, everything would have worked out much faster.
"News"
Arkady Dobkin about the new goal of EPAM, ideal employees and the energy of the founder
Russia is among the countries from which breakthrough IT companies are expected
India is an example of purposefully developed conditions for the emergence of IT startups, the number of which is comparable to a number of developed countries, says Arkady Dobkin, Chairman of the Board of Directors of EPAM Systems.
link: http://digit.ru/business/ 20130620/402584058.html
The development of education and science is necessary for more successful development IT business in Russia, according to SPIEF delegates
Deputy Minister of Communications and Mass Communications Mark Shmulevich, at the St. Petersburg International Economic Forum (SPIEF-2013), held a panel session on the topic “Which countries offer Better conditions for running an IT business?
Well-known Russian and international IT entrepreneurs and top managers took part in the session: senior partner venture fund Runa Capital, founder of Parallels, Acronis, Acumatica and Rolsen Sergey Belousov, Google Vice President for Emerging Markets for Southeast Europe, the Middle East and Africa Mohammad Gavdat, CEO Mail.Ru Dmitry Grishin, senior vice president of the group for the development of video technologies and solutions for collaboration Cisco Martin de Beer, President and Chairman of the Board of Directors of EPAM Systems Arkady Dobkin, Senior Partner of the Runa Capital venture fund, founder of Parallels, Acronis, Acumatica and Rolsen Sergey Belousov, co-founder and CEO of Toptal LLC Taso Du Val, Vice President , Regional Managing Director for Russia and the CIS, International Data Corporation Robert Farish.
link: http://www.ruscable.ru/news/ 2013/06/21
IT company of a Belarusian businessman is in the top ten in the USA
EPAM Systems took sixth place. Its founder, president and chairman of the board of directors is Belarusian entrepreneur Arkady Dobkin.
link: http://www.charter97.org/ru/news/2013/6/7/70399/
Luxoft will hold an IPO in New York soon
Earlier, Arkady Dobkin, Chairman of the Board of Directors of Luxoft's main competitor, EPAM Systems, said during the St. Petersburg International Economic Forum that Luxoft's IPO is scheduled for the coming week. A source close to the company also told Digit.ru that the IPO will take place in the coming business days.
link: http://ria.ru/economy/ 20130622/945084489.html
“We were lucky that at the beginning of the business we were only of interest to software manufacturers”
EPAM Systems is today a leader among custom software developers from Eastern Europe and in some markets successfully competes with such giants as IBM, Accenture and Infosys. In February 2012, the company conducted an IPO and entered the New York Stock Exchange. EPAM's client portfolio includes not only big names - for example, Coca-Cola or Adidas - but also such large software developers as SAP and Oracle. President and one of the founders of EPAM Systems Arkady Dobkin told Expert Online how a company from Eastern Europe managed to gain worldwide recognition.
link: http://expert.ru/2012/11/13/nam
Arkady Dobkin, head of EPAM Systems: I associate the boom in the IT sector in Belarus with the emergence of the High Technology Park
There are not many Belarusians who have achieved success in the IT business on a global scale. An internationally recognized IT manager of international class is Arkady Dobkin, a native of Belarus. Arkady Mikhailovich studied at the iconic Minsk school No. 50 with a mathematical focus, then graduated from the Belarusian National Technical University with a degree in electrical engineering. Today Arkady Dobkin is known as one of the founders, president and chairman of the board of directors of EPAM Systems.
link: http://it.tut.by/179265
EPAM Systems and MSLU opened a joint IT laboratory
Speakers at the opening of the joint laboratory were: HTP Director Valery Tsepkalo, Director of the Main Information and Analytical Center of the Ministry of Education of the Republic of Belarus Nikolai Listopad, MSLU Rector Natalya Baranova, President and Chairman of the Board of Directors of EPAM Systems Arkady Dobkin, as well as representatives teaching staff university and student activists.
link: http://rdp.epam.com/News
EPAM Systems President Arkady Dobkin was noted in the special issue “The 2004 Top 25 Executives” of the weekly CRN as one of the three most influential heads of IT companies in the “Foreign Relations” category.
For the first time, the head of an offshore software company from Eastern Europe, President of EPAM Systems Arkady Dobkin, was noted in the special issue “The 2004 Top 25 Executives” of the weekly CRN as one of the three most influential heads of IT companies in the “Foreign Relations” nomination.
link: http://www.epam.kz/aboutus/news-and-events/press- releases/2004/aboutus-pr- 12092004.html
EPAM Systems market capitalization exceeds one billion dollars
The head and co-founder of EPAM Systems, Arkady Dobkin, called the past year “a year of significant achievements” for the company and said that EPAM will continue to invest in technology and expanding its own capabilities.
“We can perform better and do more complex tasks than most competitors. We will use both internal and external opportunities ... to expand our range of services, technical competence and enter new markets,” Dobkin said.
link: http://www.park.by/post-604/lng-ru/
EPAM founder made children millionaires
EPAM President Arkady Dobkin transferred part of his company shares to his children. The stake, whose market value is $10 million, is managed by the entrepreneur’s wife.
link: http://www.cnews.ru/top/2013/02/14/osnovatel_epam_sdelal_detey_millionerami_519035
Billionaire Expo: how they work and relax at the St. Petersburg Forum
CEO of Mail.ru Group Dmitry Grishin, Chairman of the Board of Directors of EPAM Systems Arkady Dobkin and Deputy Minister of Communications and Mass Communications of Russia Mark Shmulevich
link: http://www.forbes.ru/sobytiya-photogallery/ekonomika/241025-milliarder-ekspo-kak-rabotayut-i-otdyhayut-na-peterburgskom-f/photo/28
EPAM Systems is the first company with Belarusian roots to be listed on the New York Stock Exchange
In honor of this event, Arkady Dobkin, founder, president and chairman of the board of directors of EPAM Systems, rang a symbolic bell on February 8 during the traditional New York stock exchange ceremonies.
link:
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