Vote for Nikita — Move the Board Forward
Make Timetravels a better place with IT strategy and operational excellence
Voting deadline: February 15, 2026
Timetravels is stable, but stability without growth is slow decline in a competitive market.
Our business depends on systems. Today, major operational workflows rely on spreadsheets and manual processes, which creates risk and limits scale. With modern AI and automation tools, competitors can move faster than ever.
This is not about "running IT" from the board level. It's about bringing strategic and risk discipline to a company that is heavily dependent on its systems.
I'm running to help Timetravels grow with discipline: clearer strategy, better risk control, and modern systems that remove bottlenecks across teams—without chaos.
Less manual work, fewer spreadsheets, automation that removes stress from daily tasks. Give every team the tools they need to work efficiently and without frustration.
Know what's coming, why it matters, and how priorities are chosen. No surprises, no projects appearing from nowhere—just clear communication and planning.
New business partnerships and markets that create stability and opportunities for the company. Strategic expansion that's planned, measurable, and executable.
Cross-team involvement when setting priorities, visible tradeoffs, proper planning. Everyone should understand why decisions are made and what the impact will be.
I'm the Software Developer at Timetravels, and the sole IT person in the company. I chose to move to Finland and bet my career on this company because I believe in what we do. I built and run the platform supporting ~€10M in annual sales and ~10-11k customers annually.
Background: Former Technical Lead at Onilab, where I led development teams, trained junior developers, and architected client solutions. Strong expertise in DevOps, infrastructure management, and database systems.
Strengths: IT vision, risk management, IT security, and business systems architecture.
Prepared, direct, and respectful. I won't sugarcoat things, but I pair directness with fairness.
My approach: Listen first, then write decisions down with clear owners, timelines, and success metrics. Respectful debate, no surprises, no blame culture.
Proven delivery over the past two years
Led complete migration from traditional EC2 servers to modern Kubernetes cluster with automated CI/CD. Deployment time reduced from 30 minutes to under 5 minutes.
Built and maintained the platform supporting ~€10M in annual sales and ~10-11k customers. Delivered 250+ production releases across backend and frontend.
Bottom line: I don't just talk about IT modernization—I've delivered it. This track record shows I can execute complex technical projects while maintaining business continuity and improving outcomes.
Clear vision, planning, and prioritization for every department
Optimize workflows for the next season. Reduce manual work and improve response efficiency.
Proper ads tracking, ROI metrics, and dashboard tools. All needed data for informed marketing decisions.
Reduce time and energy spent on accounting processes. Automate repetitive tasks, streamline financial workflows, and improve accuracy.
Automatic task updates and management. AI tools for designing and implementing features. Clear ownership and progress tracking. IT transparency for everyone.
Simplify partner interactions: sending commission invoices, sharing sales details, automated reporting, and partner portals.
Master calendar, activity management, and responsibility delegation. Fast implementation to enable individual traveler bookings.
Phased development to replace spreadsheets. Trip coordination, bus management, accommodation handling. Automated profitability calculations to eliminate the current manual, time-consuming process of calculating profitability scenarios. Reduce workload for Tour Coordination and Destination Management teams.
Not a big-bang transformation. Start small with highest impact workflows. Clear owners, measurable benefits, cross-team input on priorities.
Every initiative includes: proper planning, realistic estimates, transparent progress tracking, and team involvement in decisions.
Beyond IT: New markets and directions I want to bring to the board
Board membership isn't just about IT decisions—it's about strategic direction. I have clear ideas for untapped opportunities that could drive significant growth, but these need board-level discussion and approval to move forward.
Beyond student groups: corporate team building, professional associations, industry conferences. B2B sector has consistent demand and higher margins—we're not fully capturing this market.
Untapped seasonal opportunities. Nordic region is perfect for winter sports tourism. High demand, currently underserved—we have the infrastructure to capture this market.
Specific communities like IT professionals, remote workers, digital nomads. Highly social groups looking for unique travel experiences—we can design targeted offerings.
New markets beyond current focus areas. I have specific ideas for destinations and partnerships, but these require board-level strategic alignment and resource allocation.
Why this matters: These aren't vague ideas—I have clear vision for execution, market research, and potential partners. But without board access, I can't bring these opportunities to the right decision-makers. These initiatives could diversify revenue, reduce partner dependency, and position Timetravels for sustainable growth.
A: No. The board's job is strategy and risk. I'm bringing IT literacy to board decisions because our operations depend on systems—but priorities must serve the whole company, not just IT.
A: I'm focused on removing repetitive work, reducing errors, and making workflows less stressful. I will advocate for tools that help teams win and for training to help people succeed with new systems. New tools should create opportunity, not fear.
A: Directness is useful when paired with fairness. I'll commit to respectful debate, written decisions, and predictable process—no blame culture. I disagree without escalating.
A: I can't share confidential details, but I can share what's safe: priorities, direction, and progress updates. Transparency within appropriate boundaries.
I'm committed to open dialogue and listening. If you have questions, concerns, or ideas, I want to hear them.
Available via Google Chat for discussions
IMPORTANT DEADLINE
Employee voting completes by
February 15, 2026
"Give me this seat and I'll help the company make clearer, safer, higher-ROI decisions."