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July 19—25
Recreational camp "Meteorite"
Dnipro, Ukraine
ru uk

Leonid Glazychev

CEO at Logrus IT

Leonid graduated with honors from the Moscow Institute of Physics and Technology (MIPT), specializing in plasma physics and computer simulation. He started working as an engineer at the Moscow Radiotechnical Institute (MRTI).

In 1991, he joined one of the first ever software localization projects, which turned out to be a life-changer. In 1993, he co-founded Logrus and has served as the company’s CEO since then. He has been CEO of Logrus IT since 2016. 

True to his scientific background, Leonid is continuing to research and publish papers on issues such as Language Quality Assurance methodology, process and metrics, client and project management, industry revelations and myths. His goal is to bring a hard-core, fundamental, objective and unbiased scientific approach and knowledge to areas traditionally occupied by project managers and linguists. Leonid is relentlessly challenging common knowledge, traditional ways and widespread prejudice, and enjoys working with people who demonstrate creative thinking.

Preparing for Post-Doom – Diversifying business: Content creation, globalization, game and multimedia localization, and more…

After discussing the doomsday scenario (previous presentation), we would like to present the positive side of things: How can both companies and individuals get prepared and march straight into the doomsday-free future. We will discuss diversification scenarios and synergies between traditional translation/localization and various neighboring areas, such as content creation, video and eLearning, game and multimedia localization, design and page-setting, and others.

We will then talk about short- and long-term potential, advantages and challenges for each of these development areas, and provide concrete examples or case studies. We also hope to introduce you to one or more surprise guests...

Round Table on Business: Calculating costs properly – Something that everybody talks about, but very few know the solution…

Most companies know how much in total they earn and spend, including spend on subcontractors, salaries and taxes, and lease payments. Fewer of them know how much they spend on software development and internal support, and non-production services like MIS, accounting, HR, etc. Even fewer know the financial equivalent of help that departments (offices, units, teams) provide to each other. Almost no one knows the best way to properly to split all these and other costs among offices, business units or clients to figure out the real, net cost of doing business at a department/team level, or client-level profitability. At the same time everybody wants to know the “true production hourly cost” to make the right decisions, and any sales training talks about costs and profit margins…

In this presentation we share some hard-learned lessons based on our quest to discover this holy grail of finance for a service company. We discuss such things as dividing costs among various levels (company-wide vs. office-, unit- or client-level vs. individual level), accounting for help units render to each other, the concept of production vs. non-production hours (and how to count them properly), and many others. We cannot provide you with a silver bullet yet, but can definitely help you avoid the same traps we encountered. We also hope to hear new ideas and revelations from you!