Responsibilities: • Managing business of €25 ML annual turnover. • Launch and control of dry pet food factory in Klin, Moscow Area • Manage team of 55 people (9 reporting directly) • Company’s EBITDA and NOI targets achievement • OWC and CapEx control • Business development with existed and looking for a new customers • Interaction with government authority and professional unions & associations • Cross-European trading • Reporting to head-quarter and CEO of the company. Achievements: • Developed company strategy for Russia and CIS shifted from B2B to FMSG approach • Developed 2 local brands from “0” (launched in Dec 2010 and June 2011) with BTL launch support programs and strategy of its further development. • Developed 7 brands with more then 40 varieties as private label for customers (started from market research up to launch support strategies) • Obtained ALL necessary permissions and licenses for import products to Russia • Started distribution in Ukraine and Kazakhstan • Broad 8 customers to the business with annual turnover about 16,000 tons • Negotiated with Klin’ government utilities price decreased that followed to 17% decrease of COGS • Less then in 1 year after plant launched achieve operational brake-even point • Found pouches producer in EU and organized supply to Russia including all permissions and certificates. • Improved procurement department structure • Developed and Implement new bonus system in the plant • Launched new laboratory for plant’ needs • Participated in professional trade show in Russia and EU

Responsibilities: • Development company’s sales and operation strategy • Creation and achievement of operation plan • Profitability of company’s operation • NVOs control (incl. offices in Moscow and St.-Petersburg) • Product demand planning • Cash flow control • SOM targets achievement • Supply chain effectiveness and efficiency • Trade Marketing department control and BTL strategy development • POP/POS production control • Top-to-Top negotiation with key distributors/retailers • $76ML annual turnover • About 400 subordinates (18 reports directly) Achievements: • In according to Company strategy shifted distribution chain to one exclusive distributor with minimum losses in sales & distribution • Restructured company structure in Central and NW Russia on base of merging functions of two regions to one unified structure • Developed and implemented new bonus system for distributors • Developed 2 marketing campaigns (360 degrees) for new testing brands (Trident, Wedel) • After financial crises has started, launched cost saving program with minimal influence to sales staff and kept distribution on pre-crises level • Developed and launched new procedure of “retailers bonus” control with saving about 35% of budgeted GtN.

Responsibilities: • Building strong personal and business relations with the distributors and key local and multinational retail chains. • Formulation and implementation of regional sales strategy in line with company’s one • Development and implementation the product, promotional, and sales policy in NW Region on the basis of the company policy and specific targets related to the Northwestern Region. • NW structure/operations P&L control • BTL marketing management • Trade-Marketing activities planning. Based on the sales and marketing needs, creation and implementation all Region-related promotions both in wholesale and consumer segments. • Short and long-terms forecasting and budgeting. • Regional warehouse management, improvement of its effectiveness and efficiency. • Keep contacts with the city administration for using city events for CP promotional activities • Participating in top-to-top negotiation with multinational and main local retail chains Achievements: • Development North-Western Region’s share in the whole company’s Russian turnover from 7,5% to 12,8%. • Increased CP market share in TP category from 9,8% to 36,3%; TB from 18,8% to 41,2%; PSG from 16,6% to 35,6% and gained market leadership position in all categories of CP product. • Built trustworthy business relations with the major local retail chain Lenta (25% of SPb retail market) implementing 5P strategy successfully so that CP took unexampled SOS (TP – 52%, TB – 61%) and became a category captain in a CatMan project (Oral Care and Personal Care). • Lead the “New Ajaks” brand launch on Russian market based on 360 degree marketing principals (ATL&BTL strategy). • Being a good negotiator built work so that CP now is present in all retail chains operating at NW market in line with CP 5Ps strategy. • Created a successful supply chain model following which 99% case-fill was achieved. This best practice was rewarded with a special diploma “To the best supplier” issued by Lenta. • Launch of the Exclusive Sales Reps Project for covering the key retail outlets in St. Petersburg, which increased the sales in this sector more then twice within 6 months time. • Build-up and develop a distribution chain in the North-Western Russia Region (14,7 Million population in 18 cities) • Launched VAN sales project (18 VANs in 4 cities) • Created and launched separate project to cover pharmacies in St. Petersburg. • Appointed as a Project Team-leader for development a new merchandizing concept. Had created a display, which was tested in St. Petersburg and using worldwide now. • Launched ITT with major distributor in NW region Parfum. • North-Western Region was appointed as a Pilot Region for all new promotional techniques to be used further in Russia. • Conducted 8 training sessions of “Key Account Management as a business” and “Field Sales Leadership” in English for Colgate’ employees worldwide

Responsibilities: Carried out business development functions for the North-Western and Russia Far East regions: • customer base build-up and development – creating the whole structure of distributor – sub-distributor relationships to obtain the total sales network coverage • development and implementation of promotional activity • responsible for whole ATL & BTL marketing activities in Far Eastern Russia, including TV campaigns • launch and coordinate retail outlets coverage in Moscow, developed the distribution chain in the North-West (St.Petersburg, Murmansk, Arkhangelsk, Petrozavodsk, Novgorod, Pskov); established SCJW business in the Far East (Khabarovsk, Vladivostok). Handled 19% of total SCJW business in Russia. • After the relocation of SCJW office to Moscow, launched a program called "Best Distribution" with the Moscow Sales Team that enable to increase overall distribution by 35%. • Worked out a new credit policy for the implementation and development of the "Driving Forward" program in the Northwest and Far East which resulted in adding 5 new direct clients and increasing sales volume by 35% over target. • Launched Master Distributor project in St.Petersburg, Khabarovsk, Vladivostok and 2 consignment warehouses in the North-West and Far East resulting in the immediate increase of indirect customer base by 27%. • Recruited, trained and coached 2 Territory Sales Managers (in St.Petersburg and Khabarovsk). • Established and developed the «re-routing» program for Exclusive Sales Reps which has allowed reducing ineffective spending of working time and increase number of calls up to 18 per day as well as to improve coverage density on the assigned territory and bring successful strike rate from 32% to 56%. • Launched Van Selling program in St.Petersburg, which has enabled SCJ to cover open markets and to establish brand presence there. • Participated in working out and implementation of trade marketing program s that resulted in successful launch of 5 new products.

established and managed Cadbury’s wholesale business in the Northwestern Russia (13 cities with >0,1M population) Has build up distributors chain in Northwestern Russia. Worked out and implemented new wholesale pricing policy and credit policy Worked out and implemented an anti-dumping trading policy which has allowed to double the sales volume in three months' time. Worked out and installed Dedicated Sales force based on three main distributors in Saint-Petersburg (at least 15 DSReps) Was responsible for working out and coordination of BTL marketing activity in Northwestern Russia. Participated design and development of new product (“Tempo” bar, “Biarritz”) Had five subordinates in Saint-Petersburg, Murmansk, Arkhangelsk and Novgorod

established and managed Cadbury’s business in the suburbs of St. Petersburg. Has build up distributors chain in suburbs area of Saint-Petersburg. Organized delivery system to all cities located up to 150 km. Implemented inventory management system to sub-wholesalers in the area. Held monthly turnover from $15,000 at the beginning to $110,000 after fore months time and transferred customers database to own Cadbury’s sales force later on

to sale and promote Cadbury’s products on the area of 1/12 of Saint Petersburg. Developing business from the beginning of Cadbury’s sales operation in Russia

Radiocommunication, diploma