Infrastructure TCO
- Cloud spend optimization and FinOps
- Platform rationalization and consolidation
- Vendor and license cost reduction
EBITDA Optimization Through Technology
Advisory by Alexey Zolotarev — C-Suite Technology Executive & Board Advisor
35–53% infrastructure TCO reduction. $35M investment plan delivering 27% quarterly revenue growth. Technology decisions measured in P&L terms.
EBITDA Optimization Advisory
Most technology spending is treated as a cost to manage rather than a lever to pull. Alexey Zolotarev approaches technology investment from the CFO's perspective: every architecture decision, every vendor contract, and every hiring plan has a direct EBITDA implication. He has delivered 35–53% infrastructure TCO reduction across FinTech, investment banking, and PE-backed portfolio companies — and connected a $35M technology investment plan directly to 27% compounding quarterly revenue growth at Exness, one of the world's largest FX brokers. Whether advising a board on capital allocation or serving as interim CTO during a cost transformation programme, Alexey brings the technical depth to find real savings and the business acumen to deploy capital where it compounds.
Capital Allocation
- Technology investment plan tied to revenue
- Build vs. buy vs. outsource analysis
- Board-level ROI reporting on tech spend
P&L Growth
- Engineering productivity as a revenue driver
- Platform reliability tied to customer retention
- Technology as a competitive moat, not a cost
What EBITDA Optimization Covers
Technology cost optimization is not the same as cutting budgets. Sustainable EBITDA improvement comes from architectural decisions, vendor strategy, and capital allocation — not headcount reduction. The following areas represent where the largest levers typically sit.
Infrastructure TCO Reduction
Infrastructure costs compound silently — legacy architecture, over-provisioned cloud estates, and fragmented vendor contracts accumulate into significant EBITDA drag. Alexey has delivered 53% TCO reduction at ESW Capital portfolio companies and 35% at Deutsche Bank through systematic platform consolidation, not across-the-board cuts.
- Cloud spend analysis: right-sizing, reserved instance strategy, multi-cloud optimization
- Platform consolidation: eliminating redundant systems and the operational overhead they carry
- Vendor rationalization: licensing audits, renegotiation leverage, open-source substitution
- Architecture modernization: replacing expensive proprietary systems with cost-efficient alternatives
Key result: 53% infrastructure TCO reduction at ESW Capital; 35% at Deutsche Bank
Technology Investment Strategy
The most powerful EBITDA lever is not cost reduction — it is connecting technology investment to revenue growth. Alexey authored a $35M technology investment plan at Exness that was structured as a financial instrument: each workstream had a revenue hypothesis, a cost basis, and a measurement cadence. The result was 27% compounding quarterly revenue growth.
- Investment thesis development: which technology bets compound vs. which maintain
- CapEx vs. OpEx structuring for technology programmes
- Milestone-gated funding: releasing capital as hypotheses are validated
- Board reporting: technology investment in financial language, not engineering jargon
Engineering Productivity as a P&L Driver
Slow delivery is a hidden cost. Every quarter a revenue-generating feature is delayed is a quarter of compounding growth lost. Alexey has restructured engineering organizations to improve delivery velocity without proportional headcount increases — treating engineering throughput as a P&L metric, not an engineering KPI.
- Delivery audit: identifying bottlenecks in architecture, process, and team structure
- Platform team investment: internal tooling that multiplies the output of product teams
- Engineering metrics that matter at board level: time-to-market, deployment frequency, DORA
Key result: $35M investment plan → 27% compounding quarterly revenue growth at Exness
EBITDA Optimization Track Record
Where This Expertise Was Applied
ESW Capital Fund
VP Software Engineering
- 53% infrastructure TCO reduction across PE portfolio companies
- Technology operating partner for a $4B PE fund — 4x P&L growth
- Platform consolidation and reengineering across 3 portfolio companies
Deutsche Bank
Senior Software Engineering Manager
- 35% TCO improvement through platform consolidation
- 99.9997% platform stability for mission-critical risk systems
- Regulatory-critical risk engine: 5TB daily processing across 2,000 nodes
Exness
Interim CTO / Head of Software Engineering
- Authored $35M tech investment plan delivering 27% quarterly revenue growth
- Connected technology capital allocation directly to EBITDA outcomes
- P&L ownership for technology organization across $3.8T monthly trading volume
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Learn more →Frequently Asked Questions
How does Alexey Zolotarev help boards evaluate technology investments?
Alexey balances fiduciary responsibility with execution excellence, ensuring technology investments translate into EBITDA improvement and sustainable competitive advantage. He brings the technical depth to evaluate complex systems and the business acumen to guide capital allocation. His $35M tech investment plan at Exness delivered 27% quarterly revenue growth, demonstrating his ability to connect technology spend to measurable business outcomes.
What infrastructure cost reductions has Alexey Zolotarev achieved?
Alexey has delivered infrastructure TCO reductions of 35–53% across multiple FinTech engagements. At ESW Capital portfolio companies, he achieved 53% TCO reduction through cloud rationalization and platform consolidation. At Deutsche Bank, he delivered 35% TCO improvement through platform consolidation of a regulatory-critical risk engine processing 5TB daily across 2,000 nodes — while maintaining 99.9997% platform stability.
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Available for EBITDA optimization advisory, technology investment planning, and board-level technology P&L advisory.