Career Path: January 2021–June 2025 - Head of Operations January 2019–January 2021 - Head of Logistics Responsibilities: 1. Manage the company's operations department: 6 divisions (document management, registration, logistics, monitoring, technical maintenance, customer support), up to 350 employees. 2. Manage a portfolio of strategic projects to optimize, digitalize, and integrate business processes, implement IT solutions, and improve customer service. 3. Set KPIs for departments (increase productivity by 10–60% annually), monitor their implementation, and implement a reporting and analytics system (Power BI, Jira, internal dashboard). 4. Build the management team: develop department and division heads, launch specialized training programs, mentor, and manage the talent pool. 5. Integration of acquired companies (Expert-Leasing, Chelyabinsk): process audit, personnel onboarding, transaction portfolio transfer, cost optimization. 6. Interaction with regulatory authorities and government agencies (ESIA, GosKlyuch) to implement digital solutions in the customer service process. 7. Operational risk management, implementation of control and automation tools, mitigation of losses from errors and fraud. 8. Participation in strategic meetings with senior management, development of a digital transformation roadmap, and ensuring seamless customer service processes. 9. Budgeting and cost control for the operating unit, cost optimization through automation and outsourcing. 10. Acting as CEO of the subsidiary AL-Service (insurance brokerage functions within the group). Key achievements: 1. Increased the efficiency of the operating unit by 91% over 4 years through digitalization and business process analysis. 2. Transaction processing cycle reduced from 4 days to 8 hours: implementation of electronic document management (97% of transactions are processed without employee intervention), automated error checking. 3. Automation of the contractual framework: contract preparation reduced from 9 hours to 5 minutes, registration department productivity increased by 86%. 4. Logistics optimization: transition to outsourcing with SLA implementation, federal coverage of over 75 cities, delivery of leased property within 8 hours, annual savings of approximately 15 million rubles. 5. Integration with government platforms (ESIA, GosKlyuch) for automatic completion of client forms: registration time reduced by 1 day, pre-sales process speed increased by 80%. 6. "Digital leasing" concept: launching seamless processes between departments, reducing the time from application to shipment by three times. 7. Expert Leasing Integration (Urals): audit, team and business process adaptation, portfolio transfer, office closure, and cost optimization. 8. Personnel optimization: with business growth 1.5 times, the headcount was reduced from 350 to 260 employees without compromising service quality. 9. Operational risk management: loss prevention of over 100 million rubles through automated contract monitoring and analysis. 10. Creation and development of an internal training system: new employee onboarding, specialized staff courses, burnout prevention programs, and soft and hard skills development. 11. Development of a talent pool: training department and division managers from among line specialists. 12. Awarded a personal corporate award in the "Client" category for outstanding achievements and customer focus. Achievements as Head of Logistics: 1. Created the logistics department from scratch and implemented federal-level processes. 2. Reduced the average turnaround time for leased assets from 36 hours to 8 hours. 3. Achieved a 79% increase in department productivity over two years by optimizing processes and implementing quality standards. 4. Expanded the geographic coverage of logistics services from 15% to 100% of the company's needs (over 75 cities in the Russian Federation). 5. Reduced the number of errors and incidents during shipments from 60% to 10%, ensuring a high level of customer service.

Achievements: 1. Building an efficient intracity transportation system to reduce delivery times for customer requests. This will reduce intracity delivery costs by 30%. 2. Developing a regional route network from scratch to improve transportation profitability and enable business expansion through new logistics solutions. 3. Restructuring a branch and optimizing its logistics processes. Result: +1.5 million rubles in six months. 4. +5% profit due to reduced logistics costs (up to 25%) and the development of new territories. 5. Organizing a zero-cost supply chain from South American countries and the Netherlands to warehouses in Moscow. Based on the previous supply chain example, it was possible to reduce costs by 36,000 euros per year.

Achievements: 1. Formation of a new structure with departmental performance tracking. Development and implementation of an employee incentive system and similar systems nationwide. 2. Establishing vehicle traffic and fuel consumption controls, which will significantly reduce freight delivery costs. Analysis showed a reduction in fuel costs of up to 15%. 3. Increasing the volume of products shipped per vehicle through route optimization, based on the theory of labor resource optimization. This optimization led to a 20% reduction in driver and forwarder wages. 4. Generating additional income by eliminating empty runs. This solution will generate an additional 500,000 rubles per month.