In 2002-2004, I took part in the reform of the energy complex of Russia and was responsible for the reform ofreforming the energy systems ofin the South of Russia. All of these power systems were vertically integrated, joint-stock companies with numerous shareholders. Huge debts, ineffective and non-transparent management, a high level of losses and unprofitable power systems managed by the “Caucasian Energy Management Company” hindered the development of power systems and made it impossible to achieve the specified key performance indicators. As a result of the reform, in all energy systems, assets were separated by business type and a wholesale electricity and capacity market was created. Also, aA lot of work was also done to introduce automated electricity monitoring and metering systems, improve the billing system, and to reduce commercialcommercially and technically inevitable losses.