Chemical manufacturer and service solutions for the oil, gas and chemical industries. Key customers: Rosneft, Lukoil, Gazpromneft, NNK, INK, Belorusneft, Surgutneftegaz, Novatek, Severstal, MMK, Schlumberger. Geography: CIS countries (Kazakhstan, Uzbekistan, Azerbaijan, Turkmenistan, Belarus) and strategically important markets of the Middle East (Saudi Arabia, UAE, Qatar, Oman). Key tasks: – Operational and strategic sales management in the group of companies: 7 business units, 3 divisions, 45 employees subordinate (managers and heads of sales departments). – Budget management at the level of 15 billion rubles. – Representation of the interests of the Group of Companies at the level of the head offices of key customers, suppliers, competitors, GR. – Development and implementation of a strategy for the company's entry into international markets, including analysis of target regions and the competitive environment. – Negotiating and concluding contracts with foreign partners, participating in international tenders. – Managing projects to localize products/services for foreign markets. – Organizing and participating in international exhibitions, forums and business missions to promote the company. – Ensuring compliance of contracts and transactions with international legal norms and customs requirements. – Developing partnerships with key clients and suppliers abroad. – Controlling logistics and optimizing supply chains for international operations. – Coordinating the work of departments on export-import operations. – Managing currency risks and optimizing costs in foreign economic activity. Results: – Over 3 years of managing the sales function the Group's revenue increased by 2.5 times, and marginal profit by 2.2 times. – Developed foreign economic activity: a representative office was opened in Kazakhstan, production was localized, vital tenders were won in Uzbekistan, Azerbaijan and Belarus, industrial trails were successfully conducted in the KSA and the UAE. These activities increased the share of export revenue to more than 10% with a steady upward trend. – Formed, updated and implemented the Group's sales planning strategy for 5 years. – Optimized business processes: reduced the transaction approval cycle by 60% due to the implementation of a CRM system (Bitrix24), dashboards (Power BI) and implemented customer scoring (credit limits). – Participated in procurement activities: formed alternative supply channels from the Asia-Pacific region, reduced prices by 5-10%, increased payment deferrals by 2-3 times and reduced delivery times by half.

Key tasks: - Company development from the ground up including strategic planning and organization of foreign economic activity. – Organization of HR processes: implementation of a motivation system, development and implementation of KPI for employees, management of personnel changes and labor discipline. – Description, optimization and control of business processes, including the creation of regulatory documents and regulations to ensure effective foreign economic activity. – Representation of the interests of NGOs at the level of corporate centers (head offices) of key clients, including international companies. – Management of the commercial department (7 people subordinated, including sales engineers, technical support service, logistics and foreign economic activity), ensuring the fulfillment of the sales plan and expansion of the client base, including in international markets. – Formation and development of sales abroad, including expansion of the international client base and development of foreign economic relations. Results: – Won the acceleration programs of Russian Railways and Tatneft. – Concluded direct contracts with the ports of Rotterdam and Amsterdam. – Organized the solutions for increasing the extraction of palm oil to Malaysia and Indonesia (Textima, Kemindo, Marubishi, RCL).

Exclusive components distributor for mechanical and machine tool industries. Support the project temporarily and in combination. • Creating and implementation of a company’s commercial development strategy. • Customer base formation. • Procurement management. • Negotiations with customers and suppliers, managing foreign trade activities (Germany, Poland, China, Vietnam etc). • Coordination all logistic processes (warehouse, transport); team management.

Production and service Group of companies. Main activities - production and supply of chemicals for various purposes, engineering support and service. The Gropu includes 10 business units, 2 divisions, and HQ. • Operational and strategic Sales management in the Group of Companies. • Implementation of a key project for the conceptual description and unification of sales processes for all business units: - Description, implementation, optimization and control of processes, the creation of a regulatory framework. • Representation Group of Companies at the head offices of key customers: Rosneft, Lukoil, Gazprom, Sugetneftegaz, Schlumberger, etc. • Managing outside export sales project (Middle East). • Team management (38 people functionally, 11 direct): selection, training, motivation, rotation, performance monitoring, annual assessment, grading. Achieved results: Revenue overfulfillment in 4Q 2016 by 23%. Revenue and margin overfulfillment 2016 sales plan by more than 20%. Margin and receipts overfulfillment in 2017 by by 4.5 and 12%. Conceptual description of sales management process, interaction with key customers, participation in the customer’s projects. Implement receivables management, credit limits and tender analysis. Implement annual staff assessment, KPI mapping to all sales team. Start of sales on export markets - tenders won in Oman, UAE and Qatar.

Global supplier of tricon and PDC bits for the oil and mining markets. • Anti-crisis management of a bankrupt enterprise. • Structure optimization and operational management of the following departments: sales, product development, marketing, service and back office. • Sales development, incl. export (45 countries of supply), product line increase. • Strategic and tactical negotiations with key customers and suppliers. • Creation of effective business processes for the commercial management, implementation of the project approach and sales planning system. • Team management (36 p). Key results: – Developed and implemented an export development strategy, which led to a 62% increase in export revenue. – Brought the company to the Middle East market (KSA, UAE, Oman, Kuwait, Jordan), providing supplies and industrial testing to Aramco, ADNOC, KPC. Developed supplies to the CIS countries (Kazakhstan, Azerbaijan) and Africa (CAR, Egypt, Nigeria). – Concluded 2 distribution agreements with American and Australian companies. – Participated in the initiation of the expansion of the product line, introducing matrix bits and PDC bits, which ensured a 30% increase in sales in the first year.

Wholesale and retail of Delphi Connection Systems product line and our own production of molding plastic parts. Subsidiary of a global DELPHI (currently APTIV) • Localization and production expand in Russia. • Product promotion at all levels of automotive market. • Creation of a distribution share. • Assortment and procurement policy management, foreign trade activities. Key results: – Prepared a draft 3- and 5-year development strategy for the company, ensuring an increase in the product range by 3.5 times in 3 years. – Organized the purchase of raw materials from Romania and Germany, improving quality and reducing procurement costs by 12%. – Created a distribution network in the Russian Federation through Jefco and 7 distributors, providing 4,000+ items and revenue of more than $5 million in the first year. – Ensured the launch of cable channel production with subsequent sale of products both within the country for AvtoVAZ-Renault and to Dacia plants in Romania and France. – Concluded direct supply contracts with key manufacturers of wire harnesses in Russia: Yazaki, LEONI, LEAR.

• Operational management, development of strategic and tactical plans. • Organization of wholesale sales of metal, the implementation of targets. • Management of procurement, warehouse and transport logistics. • Operational management of financial, economic and administrative activities. • Interaction with state and regulatory authorities. • Full cycle management team (21 people). Achieved Results: • Turnover in 2008 amounted to $ 2.2M, 2009 - $ 3.9M. • Reduced branch costs by 60%. Stage of career development in the company: Deputy Director for Sales (2007 - 2008).

Finance & credit, Economics and Management of the Enterprise (by industry)

Project management club

RUDN

Stepik

European Prague school

Russian management school, Public speaking and successful presentation skills

Xpand, Sales, teamwork, Leadership & Strategy development traning

Xpand, Leadership, EMPOWER to Lead “Myself and My Team”

Maestro, Communication technology and commercial activity

Berlitz, Teamwork

German language school, German language А1-A2, course

Status lingvo, Business economic English, course

DELPHI, Innovation and Continues Improvement Methodologies, Six Sigma Green Belt

DELPHI, Innovation and Continues Improvement Methodologies, Six Sigma Green Belt