CSO · Fractional CSO · Advisor · Strategy Evangelist · PhD
Oleg Bogomolov
Not a stunt or monument — living competence of choice.
Most companies do not have a strategy: they have a one-off stunt at an offsite or a monument in a folder. I build the competence of choice inside the management loop. The work rests on the published SETR methodology; the public rating itself lives separately, at setrating.org.
About
Living competence of choice
Most companies don’t have a strategy — they have a one-off stunt at an offsite or a monument in a folder. Real strategy is not a three-year plan and not a substitute for operational excellence. It is the ability to decide what to do and what to refuse — here and now, embedded in how the business is run.
For 15+ years I have built that from the inside — as CSO and as advisor — connecting market position, product, structure and financials into one management loop. I look at the whole business, not a single function and not a consultant’s slide deck.
I work with owners and executive teams of mid-sized and large businesses. Corporate and business strategy, organisational design, transformation, strategic portfolio. Fractional CSO — when the company needs a living strategy function, not a turnkey document and not another full-time executive “just in case”.
PhD in Economics: analysis, testable hypotheses, evidence-based decisions — not intuition and slides. Data and models support choice; they do not replace it. I do not work in banking.
Where I add value
Strategy
Diagnosis → roadmap → initiative portfolio. Corporate and business boundaries in one contour.
Org design
Grey zones, duplication, bottlenecks — the architecture that can actually hold a choice.
Sessions and conflict
Work with executive teams, including high-conflict rooms; mediation on the side of intent, not peacekeeping.
Money
Strategy tied to the financial model and investment decisions.
Strategy Evangelist: I write on why “strategy” is the most overused word in business, which organisational pathologies kill execution, and what turns choice into a working system.
Two contours for the board and the CEO
Not a turnkey document and not a quarterly offsite. An independent reading of choice — and, if needed, the architecture that can hold it.
01
Strategy audit
For a board that needs an artefact for discussion, not another management deck.
Is there a strategy
Choice and refusals — or goal-setting, KPIs and a list of initiatives.
Does the architecture hold
Centre, business units, decision rights, cascade into functions.
What belongs on the agenda
Where the break is, which board question a slide cannot close.
A closed diagnostic. For public companies it does not replace the SETR row. For private companies — under NDA, with no duty to disclose.
02
Strategy and business architecture
Work after the audit: intent, the role of the centre, the cascade, the board rhythm.
Two strategy boundaries
Business strategy — how we compete. Corporate strategy — why the asset is in the perimeter.
Role of the corporate centre
Parenting, authorities, reserved matters — not an org chart that “happened”.
Management loop
Board preparation cycle, initiative portfolio, data and the financial model.
Built on SETF, the framework for constructing strategy. This is not a service of the rating portal.
Who it is for
Not a brief to “write the Strategy chapter”. For people who make irreversible decisions.
Board of directors
An independent reading of intent before the meeting — a ruler, not a verdict on the company.
CEO and owner
Strategy has split into functional plans, and the business architecture no longer holds the choice.
Independent director
Strategy quality is on the agenda, and the papers are KPIs and slogans.
Practice
Not a CV by employer. A case is a type of work; the company is where it was built. One firm can appear in two cases.
Strategy and the strategy cycle
Assemble the competence of choice inside the contour: cascade, board agenda, review rhythm. Not an offsite every three years and not a monument in a folder.
TD Yarmarka · 2020–2026
Worked at the junction of the board and the CEO. Designed and launched the strategy-management cycle — from strategy development through implementation and control: corporate strategy → functional strategies → cross-functional projects. Board preparation cycle of 2–3 weeks. Company revenue ×2 in three years; B2B as a separate business unit ×3.
Domodedovo · 2008–2018
In 2008–2018 I took part in building the strategy-management system, investment analytics and the organisational-change portfolio at one of Russia’s largest airport holdings. I created an in-house consulting and internal analytics unit. I took part in the strategic support of LSE IPO preparation with a Big Four firm.
Domodedovo ran one of the strongest financial models among large European airports. For 2013, net profit margin was 23.5% — above Heathrow (16%) and Paris Charles de Gaulle (11%); revenue per passenger reached about €26, ahead of the London and Paris peers.
Strategy Evangelist — teaching, SETR and the Manifesto
A canon of the profession, a public mirror, and teaching for teams. The rating lives at setrating.org, not here.
Manifesto · SETR · teaching
I wrote the Strategist Manifesto — a public canon of the profession: what strategy is and what it is not. I developed SETR — a rating of how well strategy is articulated in a public document; not a credit rating and not a measure of business success.
SETF is a step-by-step build framework: intent → implementation → improvement. SETR 2026, Release 1: 474 processed rows, 232 companies with class A–D, 20 industries; 56.5% of the A–D cut is class D — non-strategy. Author of the handbook “Creating and supporting strategy” (Mentor Club).
Data and the digital contour of strategy and commerce
Digital as a decision loop, not a system rollout. End-to-end analytics — in intent and in day-to-day management.
TD Yarmarka · Ya.Digital · 2020–2026
Ya.Digital is a portal for seamless management decisions: a corporate data warehouse, BI reporting, forecasting and budgeting in one model. Not a showcase and not “another 1C”.
End-to-end analytics — at the strategic level and at the operational one. Data from three sales layers (primary, secondary, tertiary) are consolidated automatically: management sees the picture from manufacturer shipments to retail sell-out and reacts to deviations in a day, not a month and a half. The budgeting cycle shortened to two weeks. About RUB 70 million a year in effect. Data Award 2026 nominee.
OMK · 2018–2019
Rebuild of the sales model, with a target of doubling conversion: CRM on executable processes, integration with SAP ERP, and a three-year roadmap for the commercial management architecture.
How the work is structured
First a verdict on intent and architecture. Then only the contour the board actually needs.
1. Diagnostic
Interviews with decision-makers, a reading of the strategy artefact, a map of breaks: choice, boundaries, advantage, feasibility, centre architecture.
2. Board artefact
A short brief: whether there is a strategy, where the architecture breaks, which board questions operations cannot close.
3. What follows
Stop after the audit — or SETF support: intent, parenting, cascade, board rhythm. Not rewriting the text for the current SETR row.
This site and SETR are separate contours
This site is practice and advice. The rating is published at setrating.org. Mixing the two roles damages both the rating and the board.
- SETR reads only what the company itself published. The assessor does not complete the intent.
- A closed audit on this site does not replace the public SETR row. A new position in the rating requires a new public artefact.
- Paid drafting or rewriting of strategy text for a company in the current SETR release is not offered.
- Teaching teams the SETF method is allowed. It is not an assessment and does not move the class.
Questions from boards and CEOs
Who is Oleg Bogomolov?
Oleg Bogomolov is a CSO, fractional CSO and strategic advisor, PhD in Economics. He builds the living competence of choice inside the management loop — not a document for an offsite. He works with owners and executive teams of mid-sized and large businesses, except banks.
How is this site different from setrating.org?
setrating.org is the public rating portal: the table, the methodology, document classes. bogomolov.pro is personal practice: strategy audits and advice on business architecture. The rating does not sell consulting, and consulting does not move the rating row.
What does the board receive?
An artefact for discussion: a verdict on intent, a map of architecture breaks, and the questions that an operating report cannot close. A ruler for the meeting — not a “everything is fine” deck and not investment advice.
Do you work with companies in the SETR rating?
A closed diagnostic is allowed and does not replace the public score. Paid drafting or rewriting of strategy text for a company in the current SETR release is not offered. An improved position in the next release is possible only after the company publishes a new artefact.
Who do you work with, and in what format?
Boards, CEOs and owners of mid-sized and large businesses — except banks. Formats: strategy audit; corporate and business strategy and architecture; fractional CSO. Full-time CSO and mentoring — by separate request.
Manifest and articles
The professional canon and the article corpus. In Russian. The rating lives at setrating.org.
Next step
Describe the contour in brief: public company or not, the board’s decision horizon, and whether the pain is intent, architecture, or both.
- Email oleg_bogomolov@mail.ru
- Phone +7 926 216-10-43
- LinkedIn linkedin.com/in/olegbogomolov
- Telegram @mneniestratega
This site is not the SETR portal. Advice does not move the public rating row. SETR is not a credit rating, not investment advice, and not a measure of financial outcome.