Sales, Admin, Finance, HR, etc.

To diversify existing services with focus on international and non-gas/oil industry. New Product development. To organize and manage properly existing “supply chain” QA/QC services: CU TR Certification, quality inspections, construction supervision. To establish solid communication with TUV Group entities. - Daily management of on-going projects; - Project preparation – budgeting, planning, scheduling, team; - Commercial proposals, bids, negotiations; - Execution of dedicated projects as PM.

To increase company annual revenue to 33.000 kUSD. Expanding current business into national market. Client relations management. Construction and installation projects implementation. - Project preparation – budgeting, planning, scheduling, team; - Commercial proposals, bids, negotiations; - Client communications and support, marketing; - Cross-functional management; - Prices analytics and analysis; - Execution of dedicated projects as PM.

To improve operation efficiency, transparency of business processes, staff loyalty. Implementation of LEAN and TPM program, management principles and involvement of staff. - Financial control and HR business processes; - Project management principles in construction depts.; - ERP system; - Execution of dedicated projects as PM.

To start local manufacturing of hygiene products. Investments - 24 MEuro, staff - 150 FTE. Overall responsibility for project success on Russian side in international project team. Project planning, land plot development, design and expertize, infrastructure and utilities construction, recruitment and training program. - Steering of Design, Engineering and Construction companies on day-to-day basis; - Permitting process and GR; - Site selection in Russia, negotiation the lease conditions, due diligence; - Concept of recruitment, evaluation and development; - Communication between Hartmann functions and project stakeholders; - Local raw materials sourcing; - Product certification; - Adaptation of mother company business-processes.

To put “green field” plan into operation. Responsibility for utilities and infrastructure construction. Organization of maintenance department. - Steering of international contractors and suppliers on site; - Ensure utilities supplied; - Communication with energy suppling companies; - Maintenance Excellence implemented; - EH&S system in place; - Dangerous Industrial Objects conducted; - Head of Working committee to accept plant into operation. Professional team of engineers able to reach great results was built. Technical trainings was developed and implemented in term of EHS, Maintenance, People and Food Safety based on Matrix of Competences. KPI cascading system was implemented. A basic multi-skilling program is in place. Individuals were routinely cross-trained to increase basic flexibility. System of Preventive Maintenance was implemented in order to archive Service Level targets. Employee Risk Protection and Environmental Control systems was implemented.

To improve operation efficiency of the plant. Leadership in total productive maintenance activities at the plant level. Annual planning and budgeting. Reporting direct/indirect. - Optimization of Maintenance staff; - Increase equipment reliability and decrease maintenance cost by implementing Maintenance Excellence program; - Reduce Utilities usage; - Communication with authorities; - Safely operation of Dangerous Industrial Objects; - Realize Capital Investment technical/logistics/admin projects.

To realize CAPEX projects in technical/logistics/admin areas in budget/time/quality frames. Responsibility for projects in construction/reconstruction of the brewery (building, equipment installation, technological processes) making it modern and efficient. - Steering of contractors and suppliers in local and international environment (Alfa Laval, GEA-Tuchenhagen, LOOS, EUWA, KHS, Krones, Haffmans, CBI, Danfoss, Packing, etc.). - Planning of Long Range investments according to future production capacity needs; - Annual project budget and controlling; - Timing and scheduling of multiple projects; - Dealing with local authorities for approvals; - Management of the development dept. (3-7 engineers, annual budget 1-7 MEuro).

Leadership in realization of technological CAPEX projects at the plant in B/T/Q. Management of all automation projects (up to 1M USD of CAPEX budget); - Steering of contractors and suppliers in local and international environment; - Planning & scheduling for minor projects; - Budget controlling.

Designing of project documentation for maintenance of equipment and repairs of buildings using AutoCAD including technological schemes, civil and machine drawings.

Programming of electronic electrical counters; High level of electricity counting system programming.