Business development

EMEA marketing strategy localization and execution for Amer Sports brand portfolio (Salomon, Atomic, Suunto, Arcteryx, Wilson) in Russia, including: media, digital, trade, retail, sport and event marketing. Ensuring brands development, market share and AS sales growth via comprehensive 360 marketing programs development and implementation in close collaboration with commercial, sales, retail teams and key trade partners. Leadership, mentoring and development a marketing team (9 subordinates). Key achievements: - Increased the company’s sales (AS GS 2018 = +7% vs LY, AS GS 2019 = +20% vs LY) through implementation updated commercial policy, tools and comprehensive 360 local marketing plans and campaigns.

EMEA commercial strategy localization and execution for Amer Sports key categories (Salomon Footwear, A&G, Suunto, Arcteryx) in Russia. Achieving commercial targets for the categories: GS, Net sales, Margin, Stock level. Full category P&L responsibility. Leadership and mentoring a team, talents development, 3 subordinates. Key achievements: - GS, NS, Margin 2017 targets had been overachieved by 10%, stock level had been optimized to minimal healthy level; - Key commercial actions were made and it allowed to ensure the further categories growth: pricing revision, assortment optimization, new commercial policy and Trade terms development, Channel right assortment standards developments.

Development and execution of trade marketing projects in KA (Merchandising project, carton stands and sales; Trade Information, Price programs and etc.). Managing a calendar of new launches and assortment rotations for KA, ensuring new-products fast listing. KA Assortment efficiency assessment and providing recommendations. Leadership and mentoring a team, talents development, 3 subordinates

Ensuring an effective process of trade marketing activities planning for whole JTI portfolio and for all trade channels in accordance with portfolio and regional priorities, alignment across the organization and communication to sales team. Merchandising standards development for Traditional Trade. Distribution targets calculation for every SKU in JTI portfolio. Leadership and mentoring a team, talents development, 5 subordinates Key achievements: - The whole process of Cycle Planning and Cycle Briefing for trade marketing programs had been developed from the stretch. The planning process became, synchronized and aligned across all departments (brand marketing, trade marketing, sales, Excom members). The impact on the business was huge: a speed of alignment, transparency, portfolio priorities compliance, time savings, a quality of programs preparation, briefings and implementation; - A speed and a quality of new launches introduction across all trade channels had been significantly improved; The process of distribution targets calculation was significantly optimized via new IT solution development (1 hour vs. 1 week)

Development and execution of Horeca channel strategy, incl. Horeca doors segmentation principles based on visitors profile, TA coverage, distribution, activation strategy and tools development (POSM, events, fly teams and promos), execution excellence standards and etc. Horeca Budget management (1bln. rub + per year). Leadership and mentoring Horeca teams, talents development: HQ team 10 subordinates and regional team 59 employees. Key achievements: - JTI became #1 in TA coverage in the key segments (key clubs, bars and restaurants); - Cost per contact (contracts cost) had been optimised by 30%; - Events platforms had been developed for the brands and TA activated to drive brands indicators (>600 events per year); - New activation tools, guidelines and approaches had been developed and implemented (POSM, fly teams, execution excellence and etc) - Distribution project had been developed and launched and distribution for JTI portfolio in Horeca channel had been built for the year (+>2700 doors);

Development and execution of Activations strategy, standards, toolkits and programs for Brands in Horeca channel in cooperation with brand teams (Merchandising standards, POSM, Events, Fly teams, special projects, loyalty and staff education programs, tailor made branding). Leadership and mentoring a team, talents development, 3 subordinates

Execution of Horeca channel strategy in Moscow region, incl. building of contracting platform in accordance with targets from HQ and brands, Negotiations with clients, ensuring operational KPIs achievements ( Calls rates, doors coverage), execution of Execution Excellence standards, execution of Activations strategy (sponsorship events; fly teams, special branding), budget management. Building and development of professional Horeca team: Horeca Representatives, 6 subordinates

Responsibility: HoReCa channel Moscow and Central Russia

Responsibility: TOP HoReCa clients 1/2 of Moscow Managing a team of 4 On premise representatives

Responsibility: TOP HoReCa clients 1/4 of Moscow

digital printing platform development

sales