In a world where the security of critical infrastructure becomes an absolute priority, specialists come to the forefront whose experience and intuition allow them to solve tasks of extraordinary complexity. One such professional is Pavel Mishchenko, a team lead within the structure of the State Corporation Rosatom — the construction of the El-Dabaa Nuclear Power Plant in Egypt. His career path is an example of how deep practical interest and absolute dedication to quality become the foundation for rising to the highest level of professionalism.
— Pavel, your path into the profession seems quite unconventional. You started as an individual entrepreneur, and today you manage IT infrastructure at a nuclear power plant construction site. What was the starting point, the initial impulse for choosing this field?
— You could call this interest innate. It appeared back in childhood, without any specialized clubs or training, and was inspired by my uncle’s example. I was always drawn to radio electronics, the ability to understand how complex systems are built and how they interact. Initially, I had no formal education in this specific field — everything was learned through practice. So, the decision in 2015 to start my own business in installing and maintaining video surveillance systems was a completely natural step. It was an opportunity not just to apply the knowledge I had accumulated, but also to take full personal responsibility for the outcome. Private practice became an invaluable school for me — it taught me to think systematically and to find solutions independently.
— Transitioning from your own business to working at Rosatom is a major step. Can this stage be seen as a logical scaling of your activities?
— Absolutely, it was exactly that — a logical continuation and scaling. The tasks remained similar: installation and maintenance of video surveillance and access control systems, but the level of complexity and responsibility changed. Running my own practice gave me vast experience and a deep understanding of the processes. When the opportunity came to apply these competencies within a huge structure like Rosatom, I saw it as both a challenge and a growth point. Working for yourself is excellent experience, but projects of national and international significance open entirely different horizons for professional development.
— Your career at Rosatom has advanced rapidly: in just six months, you moved from a regular employee to a team lead. Such growth is extraordinary. What factors, in your opinion, were decisive in this progression?
— Without a doubt, my many years of practical experience and knowledge played a role. However, the decisive factor was the operational need related to the international project. A specialist was required who not only had deep technical expertise but was also ready to work in the specific conditions of a foreign construction site. At that moment, I was the only employee whose qualifications fully met these requirements. Management entrusted me with this complex task, and I did everything I could to justify that trust.
— You are currently in a leadership position in the Egyptian branch of the company, working on the El-Dabaa Nuclear Power Plant construction project. What are the specifics of your work at this site?
— My area of responsibility includes a range of engineering systems: video surveillance, access control, and the installation of network equipment for the future nuclear power plant.
There are several specifics. First and foremost, this is work abroad, which involves constant interaction with local specialists who have a completely different worldview. This requires flexibility and the ability to find common ground despite cultural differences.
In addition, we often do not build systems from scratch but rather integrate our equipment into existing local infrastructure. Our task is to ensure flawless interoperability so that the final system operates as a unified whole and meets the highest standards of reliability.
— Working in an international team, where half the staff are local specialists, requires a special management approach. How do you establish communication and achieve mutual understanding?
— Professionalism is the foundation. The technical language is universal. When people see that you are an expert in your field and clearly understand the result that needs to be achieved, it earns respect and removes many barriers.
Communication with most local employees happens through an interpreter, since not all of them speak English, but that does not prevent us from achieving excellent mutual understanding.
I believe that the best approach to both management and training is through personal example and practical demonstration. I’m not a theorist — I’m a practitioner. When I show how something should be done and explain the logic behind each action, words become secondary. This creates an atmosphere of trust and a shared focus on results.
I currently supervise six people, and I see my role not just as a manager but also as a mentor.
— When designing complex systems such as structured cabling networks, you’ve mentioned the principles of cost-efficiency, quality, and durability. How do you manage to balance these sometimes conflicting requirements?
— In fact, there is no contradiction. Real cost-efficiency is not about cutting corners on materials in the short term, but rather the result of smart system design that ensures durability and ease of future maintenance.
High-quality installation today means no failures and no expensive repairs tomorrow.
My approach is based on intelligent optimization. You have to design the system in a way that minimizes costs throughout its entire life cycle. This requires deep knowledge of materials, technologies, and potential risks.
Only this kind of approach, in my view, is truly professional.
— Your work has been recognized at a high level, including a Certificate of Honor for professionalism and a Letter of Appreciation from the Vice President for the construction of the El-Dabaa NPP. You’ve said that leadership recognition is important to you. What is the foundation of your professional philosophy that consistently leads to positive results?
— My philosophy is simple: any job must be done properly. When it comes to quality, I do not accept compromises — and that standard was probably instilled in me through upbringing.
I’m inspired by the positive results of my own work, and in my practice, there have been no failed projects, because I don’t see the point in taking on a task unless I’m ready to guarantee flawless execution.
I apply this high standard not only to myself, but also to my team.
I firmly believe that enthusiasm and a willingness to learn are the foundation of professional growth and the key to collective success. When I see genuine determination in a person to become better, I commit myself fully to their development.
That’s why mentorship and transferring practical skills to motivated specialists is just as important to me as direct leadership.
It’s an investment in the future of the team — and of the entire project.
— You are constantly developing yourself: earning a degree at the Moscow Technological Institute, independently reading new literature and research. What advice would you give to specialists who are just starting out in this highly competitive field?
— My main advice is: don’t be afraid of mistakes and don’t dwell on failures.
Our field requires continuous self-improvement because technologies are constantly evolving.
Every mistake is not a failure, but a valuable lesson that makes you stronger and more experienced. We learn through failure.
The challenges you overcome today become your foundation and competitive advantage tomorrow. You just have to keep doing your work, strive to grow, and never stop moving forward.
