From starting his career straight out of high school to leading a global team of technical experts, our Executive Vice President of Product and Engineering has proven that you don't need a degree to solve infrastructure challenges on a global scale. For Ilya Sokolov, it's not just about fixing problems - it's about building a world where they solve themselves.
As EVP of Product and Engineering, I work with several teams - product, project, R&D, business intelligence - and help guide them toward shared goals. My focus is on creating processes and structures that work efficiently and independently, without requiring constant supervision.
A big part of my job is about stepping back and seeing the bigger picture. I don't want to be in the middle of everything; I want to build an environment where my teams can move quickly and make confident decisions on their own. When they need me, I'm there. But the ideal scenario is that they don't need me all the time. That's a sign that we've built the right system.
Good sleep is a must. If I've had enough rest, I'm able to think clearly and be at my best.
I usually start the morning by going through emails. It helps me set the tone for the day and understand what's to come. Some emails are reminders, some are urgent, but that first pass gives me a quick mental map of what the day will look like. Then I head to the gym, have breakfast, and arrive at the office.
That really depends on what kind of day it is. If I've got back-to-back meetings, then my focus is on alignment - making sure teams are on track, clearing blockers, and reviewing plans. If I've got more open time, I try to use it for thinking, writing, or reviewing strategies without distractions.
The first half of my day is more internally focused. I'll have status calls, team check-ins, or occasional one-off meetings to resolve a challenge. These are often short but impactful conversations, just enough to keep everything moving.
Later in the day, my attention shifts to our US colleagues and customers in other time zones. I prefer asynchronous communication, so I'll usually catch up on Slack threads or write longer emails. I find that async gives people space to respond thoughtfully, especially when there's a lot of complexity involved.
And then, of course, there are client calls, which can happen at any time. When challenges come up, I'll jump in, but the goal is to have teams that don't need constant oversight. I mostly step in when a strategic priority needs clarity or when something critical is happening in the business.
I've always been curious about how things work, especially in the world of servers, data centers, and large-scale infrastructure. But I don't actually have a formal IT background. I started working as a developer right after high school without any technical degree. What I had was interest and determination, and that carried me through.
Over time, I realized that I wanted to make a bigger impact, and to do that, I'd need to work with people and not just code. I began taking on leadership roles, starting as a product manager before stepping into a director of engineering role, and I discovered that I really enjoyed it. The challenge of dealing with complex problems across teams and systems was exactly the kind of work I wanted to be doing.
I've always liked solving puzzles. Now I just solve them with people instead of software.
I love working with my team. Seeing how far people can go when they're supported and empowered is one of the most satisfying parts of my job.
I also really enjoy the impact we make. When we help a customer launch a new product or support a game going viral overnight, you can feel the result of the work. One of the things that sticks with me most is when we've helped gaming customers launch their titles. There's something exciting about helping someone bring an idea to life and knowing that our infrastructure made it possible.
First: don't be afraid to ask questions. It sounds simple, but curiosity is one of the most important traits in this field. You'll learn faster, build stronger relationships, and avoid mistakes.
Second: good managers should always be bored. That might sound strange, but I firmly believe it's the secret to becoming a great manager. The key is in creating systems that don't need your constant attention. Your job isn't to solve every problem yourself, it's to design a process where problems are solved before they get to you. When things are running smoothly and you find yourself with some breathing room, that's not a sign that you're not working hard enough, it's a sign you're doing it right.
Reading is my go-to. It's the way I reset. Some days I'll read fiction, other times nonfiction, depending on my mood or the season. It gives me a break from decision-making and helps me unwind without staring at a screen.
I also enjoy finding new restaurants - either trying something new or revisiting my favourite spots. Good food and good conversation are two things I never get tired of. It's a small way to enjoy life outside of work and recharge for whatever comes next.
