Irina Davidenko Net Worth

Biography of Irina Davidenko

Irina Vilyamovna Davidenko is a top manager, researcher, creator of several concepts of management and achievement of goals, which she teaches and transfers in the practice of corporate governance. An expert and practitioner in the development and successful implementation of business strategies in various industries – from idea to result. As a crisis management specialist, he solves complex strategic problems that do not have a standard answer.

In the photo: Irina Davidenko


She was born on December 8, 1974 in the city of Zaporozhye. Mother – Valentina Nikolaevna – was born on February 23, 1942 in Barnaul, after graduating from the Kiev Institute of National Economy and until retirement, she worked in the Stroybank of the USSR from a specialist to the head of department. Father – William Konstantinovich (June 24, 1937 – February 29, 2008) – after graduating from the Leningrad Civil Engineering Institute, he worked at enterprises in the defense industry of the USSR. Parents ended up in Zaporozhye “by distribution” after universities.

She graduated from the Physics and Mathematics School No. 28 in the city of Zaporozhye. In the 10th grade I reached the All-Union level of the Tournament of Young Physicists. In the 11th (graduation) class, she was in the USSR team at the International Tournament of Young Physicists. Since 1991, she has considered the city of Dolgoprudny in the Moscow Region to be her permanent place of residence, where she moved in connection with her studies at the Moscow Institute of Physics and Technology (the main campus of which is located in Dolgoprudny), although since 1991 she has worked in 6 countries.


  • In 1999 she graduated from the Faculty of Aerophysics and Space Research of the Moscow Institute of Physics and Technology (MIPT), Bachelor.
  • In 2001 she graduated from the Faculty of General and Applied Physics of the Moscow Institute of Physics and Technology (MIPT), Master.
  • In 2006 she graduated from the Russian-German Higher School of Management of the Academy of National Economy under the Government of the Russian Federation, MBA.
  • In 2019, she graduated from the Moscow Power Engineering Institute with a degree in Psychology. Conflictology.


From 1993 to 2007 she worked as a general director and was a co-owner of the Westcom publishing house. The publishing house published books on philosophy, cultural studies, as well as school literature. In particular, Thomas Aquinas’ Summa Against the Gentiles was first translated from Latin and published in Russian.

Also translated and published books by modern Russian and European philosophers and culturologists: “Intellectuals in the Middle Ages” by Jacques Le Goff, “Europe – the Roman Way” by Alexander Koyre, “Aquinas. Introduction to the Philosophy of the Great Medieval Thinker” by Frederick Charles Copleston, “Dictionary of Indo-Tibetan and Russian Buddhism” by Valery Androsov, “Postmodernist Pragmatism of Richard Rorty” by Nina Yulina, “Saint Augustine and Augustinianism” by Henri-Irene Marroux and many others. The publishing house also published the annual literary and artistic almanac “Long Ponds”, in which Dolgoprudny poets and writers were published.

From 1999 to 2007, she was the head of headquarters and the author of strategies for election campaigns of local, regional and federal significance in Russia, she was the deputy head of the International European Election Observation Mission, the Project Director of the European Commission.

From 2007 to 2008 she worked as an executive director at BTA Bank, Ukraine.

Developed a market strategy for the Bank’s start-up when the BTA group entered the Ukrainian market, the implementation of which ensured the Bank’s market stability in the Ukrainian market, and it was this that ensured the survival of the Ukrainian BTA when most of the group’s banks in other countries collapsed, went bankrupt and lost their license (as in Russia ) or transferred to the rehabilitation of the state (as in Kazakhstan).

From 2008 to 2009 she worked as the Executive Director of the Eurasian Bank, Kazakhstan.

Developed a market strategy for the transition of the Bank from the actual position of the settlement bank of the FIG ENRC to the market Bank. The implementation of this strategy was the beginning of the Bank’s transition to the top 10 in Kazakhstan with a significant retail component of the business. As of October 1, 2018, Eurasian Bank ranked 8th in the rating of banks in Kazakhstan in terms of assets.

From 2009 to 2011 she worked as Deputy Chairman of the Board of Rosenergobank, Russia.

At the first stage, she headed the anti-crisis headquarters for the rescue of the Bank. in early 2009, the Bank was subjected to a massive attack in the media, which gave rise to a massive outflow of deposits from individuals and the withdrawal of funds from the Bank by client enterprises. At the time of the development of the anti-crisis program and the start of measures, the volume of assets fell by more than three times in one quarter, and the Bank had already stopped fulfilling payment orders from customers. From May 2009 to October 2009, the implementation of a set of anti-crisis measures resulted in the stabilization of the Bank’s main indicators.

2009 – 2011 developed and implemented a turnkey development strategy for the Bank, which moved Rosenergobank from 310th place in the rating of Russian banks in terms of assets to the top 100. The bank’s business grew from $100 million to $1 billion in three years.

From 2013 to 2014 she worked as an external consultant, and then as an Executive Director of Qazaq banki, Kazakhstan.

As an external consultant, she developed and implemented the Bank’s market start-up strategy. As an Executive Director, she coordinated the work of the bank’s divisions to implement the strategy. Following the implementation of the start-up strategy, the Bank received its first S&P rating in the second half of 2014 (rating on the national scale at the level of “kzBB-”).

From 2014 to 2016 she worked as an external consultant on anti-crisis management, investments and development strategy for several Russian and international companies and banks.

In 2017 (from April to October) she headed the Bank RBK anti-crisis working group on bankruptcy prevention. As part of the working group, she coordinated the interaction of the Bank with the National Bank of the Republic of Kazakhstan, shareholders, the Problem Loans Fund of the Ministry of Finance of the Republic of Kazakhstan. Developed models of the Bank’s financial recovery, as well as an action plan to stabilize the Bank’s work. The financial recovery model and action plan were approved by the National Bank of the Republic of Kazakhstan. Currently, the Bank has successfully overcome the acute phase of the crisis and is among the top 10 banks in Kazakhstan.

From 2016 to the present, he has been a member of the Boards of Directors of several banks.

Research and teaching activities

In the period from 1999 to 2007, within the framework of election campaigns, she conducted a lot of research in three countries – Russia, Ukraine, Kazakhstan. The purpose of the research was to identify the links between attitudes, values, beliefs and expectations, socio-demographic indicators on the one hand and political preferences, consumer behavior and decision-making algorithms on the other hand. A particularly significant research topic in different regions was the dominant stereotypes and archetypes of the population and the possibility of using them as resources for business and election campaigns.

In 2006-2007, she created and tested in practice in different countries a new authorial management method for achieving business goals, which uses the approach of identifying, scaling and sharing resources to achieve goals. After successfully testing the method in several businesses, it became the basis for teaching the course “Project Management to Achieve Goals Based on Transformation of Resources”, which was first read to MBA students at KIMEP University (1st place in the category of the best humanitarian and economic universities in Kazakhstan). Students of the course “Project Management” directly during the program implemented several banking practical projects, and during their implementation they got a job in one of the largest banks in Kazakhstan.

Further observations of the top manager and expert more and more led to the conclusion that victories and achievements are based not only and not so much on standard business resources (on the basis of which business strategies and work plans are built), but on a purposeful transformation of the personality of those who take solutions and implementing programs of growth, development or anti-crisis management. In other words, without a systemic transformation of the personalities of business owners and management, there can be no sustainable and large-scale achievements and results. So the question arose of embedding personal transformation in the methodology for developing strategy and management to achieve goals.

In 2009, the application of these ideas and techniques made it possible to do the impossible – from the “fallen” on the wave of the economic crisis, the Russian “Rosenergobank” in the fourth hundred banks of the Russian Federation in the shortest possible time not only stabilize the situation, but also enter the top 100 with a business volume of a billion dollars already in 2012. At the same time, the growth of the bank 10 times faster than the market was accompanied by a decrease in the costs of ensuring growth, which is considered impossible in classical marketing.

Identification of the connection between the psychological structure of a person and financial, consumer behavior and economic results became another array of studies in 2007-2012. Interest in these studies appeared after studying the works of Bernard Lietar on the relationship between economic results, financial systems and basic archetypes. Since there were no methods for studying these relationships, they had to be created from scratch.

In 2013, by order of the General Prosecutor’s Office of Kazakhstan, as part of a study of corrupt behavior and prerequisites, Irina Davidenko created a methodology for testing the fruitfulness and destructiveness of a person in various projections of human activity – in the family, business, in interaction with the state and law enforcement agencies. 4,500 people took part in the mass part of the study, and 120 managers, experts and law enforcement officers took part in the in-depth part of the study. The key difference between the “fruitfulness” of a person and “efficiency” lies in the inner need to do something from nothing, relying on one’s own resources, in contact with oneself and one’s values, worldview and resources.

A good metaphor for this distinction is “you can build an efficient concentration camp, but you can’t make a concentration camp fruitful.”

The identification of key differences in the attitudes, values, worldview, connections, mental characteristics and emotions of fruitful people made it possible to create a holistic method for obtaining and consolidating the skills of fruitful achievement of goals. Moreover, this technique is universally suitable for both business and personal purposes. This universality is provided by the archetypal structure of transformational processes that are inherent in human nature itself and do not depend on religion, nationality, climate and language.

This is how a new systemic holistic method of fruitful achievement of strategic goals was born, which, in addition to managing standard business resources, also includes the transformation of the skills of the mind, beliefs, emotions and even the body.

In 2016-2017, this technique was used to bring two banks out of the crisis – Bank RBK in Kazakhstan and BCC-Bank in Russia.

Since 2018, this technique has formed the basis of the training program “Fruitful path to the goal through the skills of the mind, emotions and body.” Participants of the training program received and consolidated transformation skills directly during the course. More than half of the participants achieved their goals by the end of the course, and students with long-term goals not only created a strategy and plan to achieve the goals, but also took the first successful steps to implement the plans.