Developed and implemented a unified e-commerce and marketing strategy for a group of companies (4 brands, 3 countries). Managed a team of 11 managers and 60 specialists, restructuring processes to improve digital efficiency. Key Achievements: - Increased conversion rate (CR%) to 40% through customer journey optimization and brand repositioning. - Grew monthly active users (MAU) to over 1 million. - Achieved a 25% increase in average order value (AOV) through cross-sell strategies and assortment premiumization. - Launched 2 new sales channels (B2B, services), contributing 15% to total company revenue.

Developed from scratch a strategy for entering the B2B Travel market, creating a new e-commerce division. Key Achievements: - Attracted 5+ key strategic partners with a combined GMV potential of over ₽500 million per year. - Launched a pilot project, integrating 50,000 properties for 5,000 corporate clients. - Achieved target commercial metrics from the first month, exceeding revenue plan by 15%.

Led digital transformation and e-commerce strategy development projects for major clients. Key Achievements (Implemented Projects): - Evraz Steel Building: Digitalization strategy reduced the deal cycle by 20% and laid the foundation for a new digital sales channel. - Cosmo Beauty: E-commerce strategy projected online revenue growth of ₽200 million over 2 years through expansion to new digital platforms. - Canape Club: Implemented IT product management processes, reducing time-to-market by 30% and improving internal stakeholder satisfaction.

Sales channel development and launch of innovative projects. Development and implementation of company business strategy. Management of cross-functional teams. Key Achievements: - Launched and scaled a B2B division from scratch to 30% of total company revenue (₽200 million/month). - Launched an offline retail channel, opening 100 retail points in 6 months. - Implemented a multi-storefront system, increasing online assortment 10x (to 1,000 SKUs) and achieving ₽20 million/month in revenue.

Managed commercial strategy for the Russian market and built a local assortment business model. Key Achievements: - Led the Russian business unit to #1 position within the holding (27% share). - Achieved 30% CAGR and NPS of 90. - Launched a multi-shipment model, expanding local assortment by 30% across 7 categories. - Increased average order value (AOV) by 30%.

Full-cycle management of OMNI E-commerce sales channel for the DIY market leader. Key Achievements: - Scaled e-commerce to 10% of company revenue (₽40 billion/year) with 9% market share in DIY segment. - Achieved positive EBITDA for the channel. - Launched and scaled a marketplace to ₽1 billion/year (100,000 SKUs, 300 merchants). - Managed cross-functional team of up to 150 people. - Transformed offline retail into a "Dark Store" format, increasing orders 7x during peak periods. - Ensured >95% infrastructure stability during 100% traffic growth through close collaboration with IT teams. - Achieved record DIY market conversion rate (5%) through transformation of delivery and order pickup processes.

Performing Operational Assurance and Compliance Audits according to Annual Audit Plan: - Preparation of Risk Assessment for Risk Based Auditing - Document results of Audit Reviews in Working Papers - Conducting Interviews with Auditees and 3rd Parties - Provide Recommendations for Compliance, Control and Efficiency Fraud Investigations: - Identification of red flags during the audits - Detailed analysis of red flags together with security department - Presentation of fraud report with evaluation of the situation to management - Supporting HR and legal in dealing with fraud issues for their resolution

Marketing Finance - Pricing and Excise Stream (Competitor Analysis, Variance Analysis, Profitability assessments, Affordability analysis) - Financial scenarios modelling for changes in prices, product cost, distribution cost with identification of impact on company’s objectives on SKU level Corporate Finance – Planning and Reporting Streams (Cash Flow forecasting, Control Navigator assessment, HFM submission, Purchase vs Lease analysis, Financial Modelling) - Preparation of monthly financial forecasts based on consolidated financial information across the company - Internal controls self-assessment coordination across the company (Control Navigator) - Reporting of forecasts to the group headquarters - Cost/benefit analysis for purchase vs lease agreements Operations Finance – Transfer prices modelling; Planning and reporting variance analysis. - Financial scenarios modelling for changes in transfer price methodology - Variance analysis between RAS and IFRS, gap closure through update of planning methodology