- Purchase of costly, high-end scientific instruments and service; - Implementing costs reduction approaches; - Tendering, bids evaluation and order awarding pursuant to multiple evaluation or sole/single source criteria; - Tender commissions arrangements and support; - Contracting and contract management (international and local suppliers); - Interfacing with Customs broker and forwarding agents, documentation support for customs clearance; - Interaction with internal end-users regarding various supply-specific matters facilitating purchase plans and sourcing bottlenecks; - Interdisciplinary multitasking; - Auditory inquiries mitigation;

Equipment market research. Elaboration and implementation of action plan for equipment purchase costs control.

My professional procurement activities in JSC "Mosenergo" fell into two key focus areas: equipment and accompanying services pursuant to investment and operational programs: OPEX procurement included rotating equipment spares, lamps, lighting equipment, cabling and wiring accessories, electric protection and earthing. CAPEX procurement categories covered steam pipelines; steam generator heating surfaces and axillaries; pressure vessels (deaerators; HP & LP heaters, etc.), VOITH turbo couplings. Approx. 30 projects annually totaling 1 bln. rub. budget ( largest share in capital expenditures). Key points of accountability and competence: • Category spend profile, sourcing strategy, costs reduction analysis; • Category cost breakdown and bid ceiling price estimation; • Annual purchase expenditures planning and budget reconciliation with internal customers; • Prioritizing and bidding process scheduling to ensure timely delivery; • SOW standardization; verifying target budget, supply schedule, deliverables, contractual T&C; • Articulating mandatory, point-rated criteria and corresponding weights; • Issuing RFP and Bidding documents; • Addressing incoming inquiries from bidders and obtaining clarification where applicable; • Proposals evaluation, ranking, AHP, issue of bid tabulations and award recommendations; • Managing negotiations/minutes of meeting, ensuring action items are outlined and adhered to; • Contract administration and supplier performance evaluation; • Action-orientated vendor progress monitor including submission of bonds, drawings and documents, placement of material orders, manufacturing, shipments; • Expediting rush orders and delays, managing claims settlement, escalating breaches; • Conducting prequalification, participating in manufacturers’ shop audits; • SAP procurement operations (SRM, contract and SOW approval, payments, requisitions); • Maintaining interface and support to internal functions on procurement related issues; • Keeping procurement data register with project milestones, change orders and particulars. Pursuing company’s efforts to improve overall procurement efficiency I have been involved in Category Procurement Strategy elaboration within a broader company-wide McKinsey project, carrying out: • Category cost analysis pinpointed cost drivers and value levers; • Internal procurement bottlenecks identification; • Market environment study; • Sourcing and contracting approaches analysis; • Cost saving opportunities analysis; • Aggregation of category projected demand and its specifics. Achievements and contributions: 1. Adopted category procurement strategy triggered 20% purchase costs reduction in 2013; 2. Proposed category cost make-up proved to be a valuable cost benchmarking tool that ultimately ensured precise estimation and prevented budget overruns; 3. Standardized SOW boilerplate eliminated discrepancies and misleading interpretation of requirements by bidders, reduced clarification workloads; 4. SAP implemented SOW agreement process yielded transparency, excluded excessive paperwork, facilitated amendments traceability, shortened approval period; 5. Conducted prequalification and audits outlined suppliers shortlist, reduced rejects/rework.

My job profile at VAG Group correlated with my previous job and was a logical follow-up on activities undertaken thereat which included the following key points of accountability and competence: • Researching market potential, competitive environment, target customers, selling and marketing approaches; • Raising consumer awareness of the Company’s products in power generation sector; • Direct sales to hydroelectric, nuclear and conventional power generation and oil & gas customers; • Developing distribution network; • Administering contracts and handling receivables; • Sustaining business relationships with key accounts and direct marketing; • Customer relationship management using tailored software tool VAG CRM; • Monitoring product related tenders, RFQs and bid invitations; • Elaborating bidding and general supply proposals; • Demonstration visits to target end-users, designers and prime contractors; • Ensuring presence at the main relevant exhibitions and trade shows; • Maintaining awareness of and focus on major construction projects to ensure all relevant data is provided and company’s products are utilized in the design; • Managing logistics and other sales-related services contracting; Achievements and contributions: 1. Well-defined and properly executed marketing, sales and distributing strategies resulted in € 1.7 million of direct sales to Rosneft and € 2 million of booked sales to Rushydro. 2. Raised awareness of products triggered a noticeable increase in RFQ and PO volume. 3. Frequent business contacts with customers and day-to-day usage of tailored CRM tool ensured significant customer data enrichment.

As a project manager I was primarily accountable for elaborating Power Island part of the Bid in EPC projects (greenfield & retrofitting) on the prime contractor’s side and procurement follow-up (Customers: TGK-8, TGK-5 and TGK-4). Achievement of the objective required multiple interdisciplinary interactions and management efforts within a broad stakeholder environment:  Managing critical procurement activities starting from the EPC proposal stage to post contract award.  RFP solicitation for long lead items, scope and technology clarifications collaboratively with global OEMs, Customer’s and internal engineering departments;  Proposals evaluation and ranking based on responsiveness, customer preferences, TCO;  Elaboration and reconciliation of contractual T&C for supply, erection and commissioning supervision services;  Selecting and contracting logistics and other accompanying service providers;  Conducting project-relevant negotiations and minutes of meeting with commitment to finding a solution and issue settlement while leveraging favorable conditions;  Monitoring vendor progress including submission of drawings and design documentation, placement of material orders, manufacturing, testing and shipment;  Maintaining proactive interface with multiple stakeholders and functions to ensure a single point of contact and unity of effort in delivering procurement value;  Reporting on the contracts’ progress and milestones performance. Starting from April 2009 I switched to investigating smaller-scale commercial opportunities in power generation sector. Considerable progress was made in MIV (main inlet valve) retrofit projects at RusHydro hydroelectric plants. The projects’ scope included valve chamber turn-key retrofit at three hydro plants totaling 10 main inlet valves from 1800 to 2800 mm. Scope of work included: • Market research for valve retrofitting potential and competitive environment analysis; • Valve manufacturer selection with order-winning characteristics based on the mix of long service life, sustained performance, low operation & maintenance costs, seeking market share improvement and local cooperation partner; • Assisting Customer in feasibility study; clarification of technical parameters, reliability and installation requirements; • Total project cost estimation and budget planning; • Preparation of detailed bid proposal; • Procurement and contracting activities, • Subcontractors outsourcing. Achievements and contributions: 1. Total value of equipment entrusted for procurement and management - more than $50 million. Gas & steam turbines, HRSG, draft-induced cooling towers, fuel booster compressors. 2. An assumed single point of contact in procurement ensured the improved communication and coordination process, better unity of effort and control over change orders implementation. 3. Adherence to internally well-defined and planned sourcing, contracting and negotiating strategies with emphasis on vital goals and acceptable trade-offs produced tangible cost savings and negotiating leverage; 4. A number of expediting shop visits coupled with supplier’s senior management involvement yielded schedule recoveries and ultimately prevented delayed deliveries.

• Coordination and communication activities with the End‐user. • Participation in quality audits carried out in compliance with ISO 9001 prescriptions at internal departments. • Elaboration of punch lists, corrective measures and non‐conformances elimination program. • Quality assurance procedures elaboration with regard to welding and testing operations to be carried out at NPP «Bushehr» (Iran), «Kudan Kulam» NPP (India), Tianwan NPP (China). Clients - Atomstroyexport, JSC «Izhorskie Zavody». • Participation in quality audits carried out in compliance with ISO 9001 prescriptions at internal departments. • Elaboration of punch lists, corrective measures and non‐conformances elimination program. • Support in translations of Quality Assurance Program for welding works and non‐destructive testing of welds and applicable correspondence.