Résumé

Bagdat Zhaxygeldin

Finance Executive · Corporate Governance

Software & HardwareVenture CapitalMining & MetalsEnergyCommercial Real EstateTransport & LogisticsTelecomEducationB2G / PPP

LinkedIn QID Registry [email protected]

For seventeen years I have built finance and management structures inside large companies, from mining and metals giants to one of Kazakhstan's largest IT companies. I restructured management, put in place reporting that actually reconciles, structured deals, and raised financing for projects. Companies come in different sizes, and each has its own problems. There is no universal fix that works for everyone. What repeats from project to project is not a diagnosis but an approach: get to the real numbers, see where the business earns and where it loses money, and build a solution for the specific situation. Now I do the same for small and medium business, which usually lacks exactly this kind of analysis.

Worked shoulder to shoulder with international strategy teams

EY on the Kazakhmys demerger, PwC and Strategy& on the KTZ transformation, and before that Monitor Group and Deloitte.

Where it began

I started out as a teacher. For three years I taught finance and financial-statement analysis to students in Almaty. Explaining numbers in plain language without losing the substance: that skill has stayed with me. It is where a business's trust begins.

My path

2011-2013 · Kazakhmys · Hydromash-Orion · Alageum Group

Understanding large business from the inside

For three years I consulted large industrial companies. At the copper producer Kazakhmys I went down into the mines, walked the processing plants and power stations, and worked through the processes on site rather than from slide decks. I took part in reshaping management from a geographic structure to a product one, where a specific person is accountable for each line of business. Management levels went from eleven to seven. I helped an oil and gas equipment maker qualify as a supplier to major clients and rebuild its pricing to restore profitability. For an electrical equipment maker I built an organisational structure to match rapid growth.

2014 · Kazakhmys PLC · business split-up

Splitting a mining and metals group into two companies

Kazakhmys, with a combined headcount of over sixty thousand, was split into two standalone companies. A project like this does not come down to dividing things on paper: every asset, function, and service has to be assigned to one side by a clear principle, not by convenience. I worked on the programme with the EY team and was responsible for my part: how management would work in each company, where the functional boundaries fell, how to split the shared services. We dug into the details. Transition service agreements, so nothing stalled at the moment of the split. The interfaces between processes. Assigning every support unit to its side.

2015-2016 · Kazakhstan Railways (KTZ) · HQ

Management without redundant layers

The national railway was going through a large-scale transformation within the Samruk-Kazyna group. At headquarters, alongside PwC and Strategy&, I was responsible for designing the management structure: removing duplicate leadership positions, cutting the number of levels between an employee and the top executive, and pinning down areas of responsibility. In parallel I mapped the process architecture and the position grading system. Decisions rested on calculation, not on "that is how it has always been done."

2017-2018 · Mercury Properties · KZT 24bn revenue · 30 companies

Reporting for thirty companies: from two weeks to three days

CFO of a group of thirty companies in commercial real estate. I had a team of finance and IT people under me. It used to take two weeks to pull all the companies into one picture: the books lived in thirty different systems that did not reconcile with each other. We brought them into one system on a single chart of accounts, and now the same picture is ready in three days. The owner sees the real financials almost immediately instead of a month later. In parallel I handled asset purchase and sale deals worth over KZT 13.5bn: a shopping centre, warehouse complexes, an office.

2019 · BI Innovations (BI Group) · IT and buildtech

Finance for an IT division and venture investments

CFO of BI Group's IT and buildtech division. I ran financial planning, set budget discipline, and launched a cost-reduction programme. A separate track: a venture portfolio of about ten start-ups. I assessed the projects, worked out their economics in financial models, prepared investment memoranda, structured the deals, and helped the teams grow.

2020-2024 · Sergek Group · ~700 staff · Smart City

From CFO to board member at Sergek Group

Four years at Sergek Group, one of Kazakhstan's largest IT companies, in three roles in a row: CFO, then Vice Chairman for Operations, then Executive Director. I was responsible for finance, accounting, and procurement, at times legal, HR, and the operational management of a team of nearly seven hundred people. I built a single management report across the whole group, so shareholders had one honest picture across every business line. For each major project I raised bank financing of KZT 0.8bn to 1.5bn: city video surveillance, toll roads. I structured equity deals to bring in new investors and reduce dependence on a single shareholder. And I built the infrastructure of a mature company from scratch: shared service centres for the whole group, entities in the AIFC and Astana Hub, a holding structure, a family office, regional branches.

2024 → present · JB Solutions · consulting for SMBs · start-up investing

Helping businesses see their own numbers

I founded JB Solutions to give small and medium businesses what usually only large companies have: clear finances and a plan of action. With my team I work in education, IT, manufacturing, retail, services, and agriculture. We set up management accounting from scratch, put the books in order, and build planning and cost control. For one client, simply revisiting how expenses were recorded saved KZT 11m in tax. We check whether the systems reflect the finances honestly and prepare businesses for an investor coming in or for a sale. Since 2025 I have been investing in start-ups and helping them with strategy, financial models, and investment documents.

Education and skills

Education

MSc in Finance (Distinction, 71/100)Bolashak Scholarship

Alliance Manchester Business School, UK

BA in Management (Distinction, GPA 3.93/4.00)

Suleyman Demirel University (SDU), Almaty

Professional Development

2025 The Boardroom: Board-Readiness Programme for Top Executives, Big Sky Capital
2024 Investment Analytics: CFA Level 1 Exam Preparation, Outpeers
2023 Independent Director: Successful Career, QID
2019 Project Management Practice (PMI Guide, 6th Edition)

Languages

English C1Russian C2Kazakh C2Turkish C1

Functional Skills

Corporate Governance
Financial Strategy & Reporting
M&A and Deal Structuring
Organisational Design & Change
Audit & Risk
Regulatory Compliance
Stakeholder & Investor Relations

Tools

AI tools (ChatGPT, Claude, Gemini)MS Office 365 (Excel, Word, PowerPoint)Google WorkspacePower Query1CPerformance Management (IBM Cognos, Prophix)BPMN (ARIS Architect)Task Management (Asana, Jira, Trello, Bitrix24)

Gallup Profile

AchieverDeliberativeFuturisticIdeationAnalytical

Strategic Thinking domain

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