Chain of Lacoste boutiques, 40 shops all over Russia, over 300 employees of the retail chain. Chain of Super Step boutiques, 28 shops all over Russia, over 210 employees of the retail chain. Responsibilities: - Сonduction of classroom and outdoor trainings. - Creation and launch of the company’s LMS. - Translation and adaptation of learning content from France and Turkey. - Creation of new standards and support of the existing ones. - Monitoring of the secret shopper procedure. - Creation of the customer service quality assessment scheme. Achievements: 1. Launch of a native online and offline LMS. 2. Before launch of the system we achieved a 40% budget reduction retaining the system’s functionality. 3. Creation of a training and testing system. 4. Conduction of 37 offline trainings in 7 regions of the country. 5. Creation of the sales matrix and a customer service system. 6. Launch of S-S 2019 collections and conduction of a fashion show attended by 120 employees. 7. Creation of the new staff adaptation system. 8. Planning and budgeting of the training department. Commercial results: - recorded conversion growth of 29% in key boutiques as compared to previous records. - UPT growth from 1.4 to 2 items (customers buy more in one visit). - increase of average check amount.

A major player at the Moscow region real estate market specialized in construction and sales of town house villages. Sales department of the company – 40 employees. 1 person subordinate. Responsibilities: - Creation and development of the new staff adaptation system - Creation of training products meeting requirements of the business: growth of conversion at all steps of the sales process. - Conduction of trainings on negotiation techniques, creation of cases. - Monitoring and analyses of the secret shopper results’ records. Achievements: 1. Creation and launch of the company’s new staff adaptation system based on welcome trainings (5-days' session), “buddy” system and online training system in a closed Facebook group. 2. Introduction of a system of evaluation and control of harness of skills based on the content of the training courses through testing, secret shoppers and test calls. 3. Creation of a unique brand new product, sales and competence matrix, containing 246 customer service parameters allowing to almost fully digitalize the customer service system. 4. Creation and introduction of the most effective negotiation patterns based on the best practices resulting in maximal sales. 5. Planning and budgeting of the training center. 6. SOD (separation of duties). Commercial results: - recorded 20% growth of call to walk-through conversion, the company became the branch leader in this term. - average growth of walk-through to deal conversion of 3-5% depending on the market segment and real estate type.

A Russian-Italian joint venture. Owns the chain of Incanto boutiques all over Russia, 35% of lingerie market, yearly turnover over 15 bln RUR. Two major manufacturing sites in Italy and Serbia. A holding of over 2000 employees. A training center of 5 employees. Responsibilities: - Creation and development of the company’s brand new training center. - Creation of sales standards and of their follow-up system. - Creation and development of online and offline training courses both for retail and wholesale departments. - Creation and development of a training program for the sales representatives. - Planning and budgeting of the training center. - SOD (separation of duties). Achievements: - Creation and development of the holding training system. Please see the completed projects at: https://www.youtube.com/watch?v=Ke2xAtAoukw or https://vk.com/club79968502 or https://vk.com/club114897012. or https://www.youtube.com/watch?v=t_2cXKpHRgU&t=113s - - Creation of the internal company portal containing: * test and evaluation system * online video and audio courses * modules of training attendance and creation of personal development programs. *total of 22 online training courses created for the holding, Every year the training center conducted: - over 500 offline trainings for the line personnel - 25 trainings for middle managers - 2 major conferences for owners of distribution businesses both in Russia and abroad. https://www.youtube.com/watch?v=PU-ZZ3Q0Yfw - 2 major conferences for sales directors of the company’s business partners. Commercial results: - 18-24% growth of conversion in Incanto boutiques depending on the region. - growth of UPT from 1.7 to 2.3 items in average check. - growth of average check amount about 28%. Achievements in collaboration with the business partners: -increase of the product’s presence at the assigned territories of expansion from 32% to 78% of the market share. -wider range of presented SKU (increase from 10 to 16 items averagely by the region, 60% growth). -sell-out increase up to 27% from the kick-off figures (data collected by 1C analytics system).

Sollers JSC, a major Russian car manufacturer. The company owns brand name UAZ and collaborates with car manufacturers FIAT, SsangYong, MAZDA. The training center contained two facilities and a team of 11 people. Responsibilities: Creation and conduction of trainings for the company’s and dealer chain’s personnel. Effective car sales B2B car sales Negotiation techniques Resistance to manipulations in course of negotiations Staff management Effective work at the exhibition Development of management skills of repair shop managers. Time management at the place of work Delegation and control as the most effective administration skills. Achievements: Taking part in creation and development of the company’s sales standards. Creation of a company training film (script, filming). Assessment of the company staff (B2B sales department, area managers, head designers of the central UAZ design office). Opening of the Training Center (document management, choice of the building) Apart from the company brands, I managed to work with other car manufacturers, such as Mitsubishi, MAN, Mercedes.

CG Arkonada, Linia Toka retail chain, over 350 shops of household appliances and accessories all over Russia. Business trainer. Head of Linia Toka franchise chain support line. Responsibilities: Conduction of trainings with retailers, managers and company owners. Conduction of management trainings in the Company’s regional wholesale centers. Development, construction and administration of the training system for the retail chain. Assessment of the sales staff by the competences. Organization and conduction of a conference on a single staff training and development concept. Achievements: Creation and conduction of Time Management training for shop managers and middle managers. Creation and conduction of Effective Manager training for managers of the company's branch offices. Creation and conduction of trainings: Effective Retail Sales, Objection Handling, Demand Handling, Forecast Demand. During 2 years of my work I conducted over 400 trainings with staff of all levels. Training budget for 1 person made 1 350 RUR with average branch rate of 2 150 RUR. Average learners’ satisfaction index made 9.6 of 10.

ASC Management is a holding – owner of brand names AvtoSpec Center Audi at Taganka and Varshavka. Official car dealer of trade marks Nissan, Audi, Škoda, Mazda, Opel, Infinity, Chevrolet. Company staff about 600 employees. The training center consisted of 3 people. Responsibilities: 1. Development of a training system in the company. Planning of the training processes: yearly, quarterly, monthly. 2. Development of the training programs for company employees. 3. Conduction of all brand new and existing company trainings. 4. Creation and support of the system of control of performance of sales standards and processes. Achievements: Development of a 3-level training course on sales technique. The basic level included introduction of a brand (for example, Audi) and of the company sales standards. The middle level focused on certain aspects, such as objection handling and car presentation by the 6 points' method. The expert level included analyses of psychological techniques pushing the customer to take a decision to buy right in this showroom on the spot. Conducting of the staff assessment for 150 employees (top managers, middle managers, sales managers, sales staff). My in-house customers were following departments: Retail car sales Trade-In Wholesale B2B VIP Diplomatic Auto customizing Maintenance shop managers Sales managers