End-to-end S&OP process leadership for contract manufacturing deals. Aligning commercial demand, manufacturing capacity, and financial objectives to ensure supply continuity in regulated environments Launched Demand Control Tower - Power BI based tool that presents commercial and financial performance of divested deals; compares rolling forecasts vs budgets and contract terms Led a complex project to automate real-time order status visibility to buyers (scope: harmonization of order management process for contact manufacturing across 8 plants; creation of real-time order tracking solution in Qlik based on SAP data; measurement of backorders and CSL KPIs)

S&OP ownership in 2 markets – Russia & CIS and France. 600 SKUs in Russia & CIS and 300 SKUs in France. 10 Ontex plants + 2 contract manufacturers. Reported to SCH Director Russia with a dotted line to VP SCH Europe. Managed Demand Planning Managers (2) based in Russia & France S&OP / Demand planning: - Built S&OP / demand process from the scratch in the CIS. Took CIS FA to record 64% (+17%) and maintained SL at 98%. Put bias under full control (+-5%) - Led S&OP and the Executive sign-off (in volume and value). Prepared and led monthly S&OP meeting - Managed the team of 2 Demand Planning Managers based in Russia & France. Ensured smooth transition of France demand process to new commercial team - Performed monthly demand planning on SKU/ client level - 40 CIS clients, 10 France clients - on 18 months horizon. Maintained forecast in SAP APO - Led consensus building between commercial sales plans and SKU-level forecast (gap closure) - Led monthly Initiative Master Plan meeting with KAMs and Product Managers - Member of the project team to move to the new demand system: blue print requirements development and support of parallel run Capacity / supply planning / inventory management: - Coordinated capacity planning process with Group Operations and Plant Supply Chain. Prepared capacity utilization plans (different demand scenarios) and communicated with Group operations on request / provision of outside support, new product lines move or replacement - Led annual target stock setting for finished product and raw materials/packaging (based on lead time, volatility parameters, desired SL, etc.) - Led Inventory Control Tower pilot and implementation - Prepared monthly stock projections and proposed changes to line working schedule to bring inventory to target - Led monthly review of slow moving and obsolete stock - Decreased Plant stock from 42 to 36 DOC in 2020 - Established weekly product availability meeting with Customer Service and Production Planning teams to drive service level

Introduced channel-based forecasting (Distributors, NKA) Led monthly NKA demand review w/ KAMs (10 top KAs) Increased NKA FA from 67% to 77% Kicked off joint forecasting w/ the biggest KA - Detskiy Mir Automated forecast accuracy reporting and analytics (“demand cube” solution) Performed maturity assessment of SCH department processes and led the design of department Master Plan Developed and put in life obsolete stock management process

Project and team management (project planning, resource and risk management, project execution, stakeholder communication). Practice development. Large Russian meat processing holding: Led procurement stream on a cross-functional operating model design project Initiated and led procurement centralization across 12 legal entities of holding Reached 5% cost saving for categories centralized within Wave 1 (indirect materials) Designed procurement policy, implemented segregation of duties, “No PO – No Pay” Global vegetables / canned food manufacturer: Managed working capital optimization and logistics cost reduction project Identified cost saving opportunities with annual P/L impact > 1mln EUR. Among initiatives: - Supply and payment terms review for major direct material (90% of cost) - Increase of direct delivery from plant warehouse (optimal customer-warehouse allocation taking into account production constraints by SKU) - Increase of full truck share and MOQ compliance in customer delivery

Separate streams management on the project, team management Largest alcohol distributor in Russia: Led S&OP and demand planning implementation (assortment > 5000 SKU) Performed forecast calculation and alignment Trained, coordinated team of 5 analysts of the client during demand planning roll-out Developed new Supply Planning setup - inventory distribution between Moscow DC and excise warehouse in Riga Redesigned key business processes - product receipt, stamp labeling, product and excise stamp planning - in line with new Supply setup Result: forecast error reduction by 20% during first 6 months. Inventory carrying cost decrease in new Supply Planning setup. National sparkling wine manufacturer: Led end-to-end planning roll-out: inventory planning, production planning, MRP Designed production planning tool and led implementation pilot. Built target stock calculation model. Prepared system requirements to automate planning. Requirements implemented. Result: 10% finished product inventory reduction. Cost avoidance in federal special stamps’ urgent delivery

Managed team of 7 people, performed hiring, task setting, career development Redesigned roles and responsibilities to prepare for key consumption period: redistributed process (claims management, testers, document collection) and clients Led master data gap analysis; introduced changes to product, customer creation process

Controlled product replenishment and outbound transportation (inventory planning parameters update, order cuts analysis, delivery reliability and unloading) Coordinated work of 6 customer service representatives – training, contests to achieve best product availability, weekly operational meetings Led / participated in the projects: - Real Time Distributor Connect (product master date synchronization with distributors and customers, change of order processing algorithm, case fill rate and root cause reporting) - Distributor as 3PL provider (direct shipment to NA accounts via distributor) - Double deck trucks and containers launch - Deadpile shipments to distributors - Trade and efficient logistics terms review Prepared storage and throughput capacity forecasts. Negotiated distributors WH expansion Conducted annual distributors’ logistics and warehouse assessment Improved distributor case fill rate from 90% to 95% Reduced logistics cost on one of the Siberian lanes by 300,000 USD (annual effect) due to launch of multi-modal transportation scheme

Adapted and implemented global QA policy on artwork development and stock accounting. Conducted efficiency study of inventory reservation system for direct delivery customers

Demand and supply planning for Oral Care category (3 plants, 100 SKUs) in Russia & CIS Calculated forecast for 18 months and ran weekly demand control Participated in S&OP process: initiative, demand and supply review meetings Coordinated product initiatives; communicated w/ Marketing, Trade Marketing, Sales teams Calculated and maintained inventory parameters, including safety stock Conducted weekly requirements update (DRP) and aligned supply plans with plants Coordinated production relocation from Germany to Russia Participated in SAP APO implementation. Performed APO key user role. Ensured product availability at 99.5% level Reduced finished product inventory by 20% (due to improvements in initiative planning)