Launched and scaled the PMO: implemented repeatable project delivery processes and methodologies. Managed a cross-functional project portfolio; aligned project goals with company strategy and product roadmaps. Drove performance management via KPIs, dashboards, and regular reporting. Mentored and developed a team of project managers. Owned risk management and ensured adherence to scope, budget, and timelines. Coordinated closely with IT, Product, Compliance, and Business Development

Implementation of IT solutions and organizational consulting for construction organizations

Reporting to “C” level. Main stakeholders – “C” level. Management of large-scale projects in various business areas in order to transform the Holding and automate activities, both in the Management Company and in business assets. - Implemented a project of transfer the holding from an operating to a financial management model - Launched Shared Service Center program (HR, Legal service, Tax, IT) - Updated internal projects methodology, which led to: - standard approach to project management process - timely information for managerial and financial decisions for >80 businesses of the holding In 2023, I headed the project management office for anti-crisis management of the holding's retail assets. Main responsibilities: Management of strategic initiatives and business development. Audit of IT solutions and overall IT architecture with proposals for optimal development. Formation of the Company's project portfolio and roadmap development for its implementation. - Created and automated corporate governance in the Company for 9 departments. Implemented an IT management system, both for the internal cooperation within department and for cross-functional interaction, which increased transparency and executive discipline - Organized and coordinated the Supervisory Board of the Company, incl. with independent directors, and ensured its performance - Implemented a project to optimize product path processes. The results of the project allowed to improve the quality of planning and supplies - Completed a project of the construction of a new office - Implemented an IT system for negotiating commercial contracts, which reduced the negotiation process by 60% - Supervised the implementation of the resource model project - Coordinated the project to develop the Company’s growth strategy and was directly involved in creating the strategy and forming initiatives for its implementation - Supervised the project to create and launch a new format of stores, which ensured their timely opening (7 stores in 5 months)

Reported to “C-1” level. Main stakeholders are “C and C-1” level. Strategy achievement through PMO lead, effective projects delivery and strategic development of an IT function. Managed the development and improvement of new digital products, both for the Company's internal needs and for external clients. - Restarted project management office (PMO): - built the team of 14 direct reports, - established cross-functional processes, - restored confidence in PMO which was confirmed by internal surveys with high rates - Redesigned project management processes and provided automation, what allowed to run projects predictable, have actual up-to-date information for up to 100 active projects yearly - Developed rules and tools for a balanced allocation of the resources, which increased teams' satisfaction and motivation what led to accurate and effective projects delivery (100% of the scope delivery in agreed frames) - Successfully guided the team: decreased staff turnover (3+ years of employees working lifecycle), improved image of the unit and motivated employees for development (career growth of my direct reports) - Implemented a system to reduce the time for clients acceptance process (~4000 end users, ~30% time reduction) - Completed a project to develop an IT solution for storing and managing project documentation in Tax & Legal Practice (~500 users) - Supervised other projects of the Project Management Office, ensuring their timely completion, regular reporting, development of project managers - Ensured implemented projects comply with IT security requirements, compliance and internal requirements of the Company - Launched an IT school in the Company, mentored and constantly developed the team

Reported to “C” level. Main stakeholders – “C” level. Supporting the Company's core business in ensuring the effective implementation of projects for external clients. Preparation of presales. Management of the Company's project teams, monitoring the compliance of ongoing projects with the adopted methodology, reporting. - Created project management framework what led to accuracy and customers satisfaction - Updated back-end and cross-functional processes, which led to increase of signed contracts on 15% - Managed the project to create an Shared Service Center for Procurement services for one of the leaders in the oil and gas sector - Implemented a project to withdraw the Company from the Group - Introduced project management standards in the Company, developed templates - Ensured the implementation of projects management IT system in the Company and its adaptation together with the Management Company of the Group - Developed a motivation scheme for project team members - Formed and ensured the provision of regular transparent reporting on the status of the project portfolio (projects and pre-sales)

Reported to “C” level. Main stakeholders are “C and C-1” level. Management of IT projects to ensure the fulfillment of the strategic goals of the Company. Creation of a division responsible for technical development, alignment of project implementation processes and distribution of a project management culture in the Company. Ensuring the demand management process, setting up cross-functional interaction. Responsibility for the development and optimization of key business processes. - Built an effective department from scratch (20 direct reports) - Designed processes that allowed to manage up to 60 projects annually - Improved the budgeting process, which ensured a balanced investment - Organized work and launched projects which drove Company growth on 28% - Implemented a number of projects to improve the financial, operational and managerial efficiency (for example, automation of the IFRS process, introduction of electronic document management system, WMS implementation, etc.) - Delivered regular reporting, both for the management of the Company and for the parent Company (HSE24) - Ensured compliance of project management methodology and standards with the parent Company's global standards - Management of the Company's project portfolio - Team management and development

Reported to “C” level. Main stakeholders – “C-1” level. Optimization of key business processes, including compliance with external and internal requirements, ensuring their transparency and efficiency - Implemented a business process reengineering project; optimized the flow of communications between 10 departments and reduced routine work by 75% - Introduced new ERP system for ~500 end-users which increased sales up to 20%

Implemented IT projects with a focus on improving internal efficiency - the implementation of a Printing service, Svyaznoy radio, Corporate reporting portal, Internal documentation system - Delivered projects resulted in savings up to 20%, reduced staff turnover on 5% - Additionally, I have participated in development of internal project management methodology, have introduced KPI for project managers which allowed to transparently connect monetary motivation with the performance

Projects delivery for internal and external clients, alignment of project management framework with the global PMO standards - Managed Company's projects portfolio (80 projects per year), established reporting, demand management process - Introduced project management methodology throgh employees, ensured its acceptance, implementated project management tools - Additionally combined the roles of business-analyst, QA in projects and role of business-partner of IT department - Some examples of completed projects: - workflow automation system - portal of technical registration of goods - payment management system - self-service stations - optical recognition system - opening new business channels

Implementation of new IT systems, improvement of existing solutions, processes optimization - Interaction with business users and stakeholders to discover the need and new opportunities - Took part in software and infrastructure projects - As part of the implementation of projects, analysed As-Is processes and developed To-Be models, created Functional and Technical requirements, interacted with developers (internal and external), tested systems, conducted trainings and provided support for launching, adapting and improvement of implemented IT solutions

Team member for the project of ERP implementation - Implemented new ERP system in the role of business analyst responsible for the Sales and Customer Service areas - Additionally, was team member for centralization project

Direct sales - Has increased customers base by 35%