Financial reporting of projects / the function of the Management Company. B2B, the number of legal entities >100. Formation of the management reporting concept for the Group. Setting up reporting forms. Collection of financial data for the group's companies. Reconciliation of intercompany turnover. Elimination. Preparation of reports for the Shareholder.

Finance management functions for different portfolio companies, Action in the interests of the shareholder, B2B. Project work with various assets: 1. Full-cycle mining and metallurgical assets (chain of 7 enterprises: metal rolling, chemistry + trading house) 2. oil production/refining 3. auto trading, equipment rental 4. various production companies: textile industry, concrete plate production etc. Indicators: companies with an annual turnover of up to 100 billion rubles. Number of legal entities within groups > 50 business units Functional management of fin blocks of reporting business units in the area of responsibility (economics, management accounting). Reporting to the CFO, lead of projects group: personnel search, task distribution, control over execution. 1. Management reporting. Preparation of financial forms BS, PL, CF (individual and consolidsted). Analysis of indicators plan-actual on a regular basis. Preparation of various project reports for different user group. Creating a methodology for data collection and consolidation rules, writing regulations and procedures for providing information from different departments. Verification and control of the correctness of entering data in accounting books. Reconciliation of RAS and management reporting data. 2. Financial control, budgeting. Implementation cost centers system. Monthly updating of the budget for the upcoming month, transfer price calculation for chain companies. Control of targeted spending of budget limits. 3. Business planning. Organization of the annual planning process. Planning PL, BS, CF, forecast of the sufficiency of funds. Revision of BP prepared by reporting business units. 4. Automatization. Development/analysis of available reporting forms, technical description of the input methodology, mapping. Methodological work on the policies convergence of RAS and management accounting, work with analitics and classifiers. Control over implementation, testing. 5. Financial monitoring. Calculation of financial models NPV, IRR, FCF. Preparation of materials and presentations for financial committees. Regular communication with the bank/auditors on financial matters, providing comments. Results: Cost reduction, reduction of information preparation time. Control over the implementation of corrective measures. Cause of dismissal: Change of shareholder and management of the Projects.

Major project - Joint venture AGCO MACHINERY LLC (Russia-USA), B2B. Business area: manufacturing (SKD assembling) and sales of agricultural machinery through a dealer network: tractors, combines, seeders and equipment. Consolidation of 2 legal entities: production site + trading house. Indicators: annual turnover in units > 600 machines; net profit by year-end 2017 > 300 mln.rub; number of dealers - 60. Subordination to the Finance Manager, number of employees in Fin Department - 5 pers. Project work on improvement of management reporting quality. Results: 1. Improvements in GAAP reporting. Convert technical data into readable reports PL, BS. Provide line-by-line analysis plan vs actual, comments on deviations. Compile consolidation PL, CF, BS. Parallel reporting for 2 shareholders: HQ USA & Russian partner company. 2. Implementation of regular financial analysis: 1) product margin analysis. 2) analysis by category/group/type of machine. 3) cost structure analysis. 3. Development HR data analysis plan vs actuals: headcount, salaries, type of employee. 4. Build up financial model for submission to state authorities to obtain preferences for special investment contract (made in Russia). Various scenario calculations (what if). The reason for the completion of project work: received job-offer of permanent employment from former boss of NefteGazIndustry.

Business area: crude oil processing under tolling scheme, export trading (naphtha, fuel oil, gasoil), B2B Group of 10 legal entities: 2 trade and production companies Moscow, Afipsky oil processing plant Krasnodar, other companies in regions. Indicators: annual volume of production >6 mln tones; turnover > 100 billion rub. Number of employees - 150 pers, Afipsky plant – more than 1500 pers. Reporting to the deputy of CFO, the number of employees in Fin Department - 13 pers, subordinates – 1 person Achievements: 1. Set up from scratch business planning. Development of a dynamic financial model for plan/forecast/actuals PL, CF, BS with possible updates at any time. 2. Financial reporting. Reduction in time of preparation monthly management reporting from 10 to 4 working days. 3. Development mechanism of cost distribution by products (COGS calculation) after the launch of a new oil refining section. 4. Budgeting. Implementation of the cost center system. Pre-control of spending before contract sign, post control during payments execution. Preparation of monthly updated cash flow and payment schedule for treasure department. 5. Special project duration 5 months. Control on Shareholder’ property sales. Result: preserving property saving legal status of estate object worth more than 500 million RUB. Responsibilities: 1. Business planning. Annual Business plan preparation (PL, CF, BS) for individual companies (including remote branches) and Consolidated BP of the Group. Collect data from different sources/communication with departments: production plan, purchase plan, calculation of COGS with cost allocation by products (tolling processing). 2. Management accounting and reporting. Monthly reporting for shareholders, comment on deviations actual vs plan. Providing regular reports and explanatory notes to the bank for monitoring the use of credit funds. Liaising with auditors during annual audit. 3. Budget and control. Control of limits set by cost centers / type of cost: pre-contract approval, contracts checking, post-control during payments approval, control overspendings. Writing internal instructions and local regulations. Monthly updates of payment schedule. 4. Automatization in 1C UPP. Sort out accounting information, build up cost centers structure, coding of cost list, mapping RAP-MR charts of accounts. Assigning tasks to the programmer, test execution. Cause of dismissal: Change of shareholder. Reorganization of all the company. Got a job offer from ex-colleagues of Basic Element.

Holding Management company of Industrial Group, B2B Subordination to the Financial Director of Basic Element Holding company. Supervision of affiliated companies by sectors: 1. Russian Machines Group (icld. GAZ Group automobile manufacturing; RM Rail production of freight cars; RM Terex road construction equipment; AGCO RM agricultural machinery) 2. Energy En+ Group (EuroSibEnergo, En+ Coal, Logistics, Strikeforce Mining and Resources (SMR) 3. Logistics (Pony Express) 4. Retail (Rospechat) Corporate management of Group's companies (incl. remote branches). Consolidated report of financial indicators for shareholder. Vertical and horizontal analysis of financial data actual vs plan; comments on deviations (what happened, why took place). Control over execution on financial/non-financial KPI at budget committees. Member of board of directors in some reporting companies. Cause of dismissal: Very high level of control with not sufficient details. Willing to work closely to the core business.

Business area: exploration and production of oil and gas; Italian Gas & Oil concern ENI, B2B Career development: accountant -> IFRS accountant -> economist budget and financial control Subordination at the last position to the deputy of Finance Manager, the number of employees in Fin Department - 4 pers. Full financial support of project office. Responsibilities: 1. IFRS reporting for mother company Milan (ORACLE HYPERION). Conduct monthly closing, control over correctness of Russian accounting postings, transformation RAS-IFRS, accruals calculation. Reporting: PL, BS, CF. Additional forms: Fixed Assets, Segment reporting in Oracle Hyperion etc. 2. Business planning. Preparation down-top detailed annual BP, coordination budget holders OPEX/CAPEX. Revision/actualization Forecasts 3 times per year. Long-term 4 year BP. Rolling-forecast cash flow. 3. Budget Control, Analysis. SOX compliance. Approval of incoming invoices vs budget, authorization of payments - second signature in bank. Monthly actual vs budget/forecast variance analysis. Achievements: Automatization of IFRS and Budgeting in 1C UPP. Run tender, select supplier, road-map, description of the methodology, control over implementation. Writing technical design for programmers, mapping RAP-IFRS charts of accounts, testing of the system, analysis of critical errors and failures. On-job training for colleagues with new 1C environment, creation of manuals for users. Participation in production activities. Joint Venture with JSC Gazprom: field development, gas& oil production, exploration company SeverEnergia. Joint Venture with Rosneft: organizing exploration of 3 offshore exploration fields. Transformation RAS-IFRS, reporting to mother company, modeling of different scenarios. Cause of dismissal: Willing of career growth.

Audit company (IFRS, consultancy), B2B Transformation RAS-IFRS for different clients. Audit of clients’ reporting package in accordance with IFRS, preparing disclosures. Communication with Big4 auditors concerning transformation and audit. Cause of dismissal: Crisis 2008. All employees were sent on unpaid holidays.

Branch of USA Company John Deere Agricultural Holdings Inc. / wholesales of agricultural machines (tractors, harvesters, seeder etc.), maintenance of equipment, B2B Accounting: import trade & custom clearance (INCOTERMS), sales/purchase book, VAT reconciliation, bank reconciliation, currency control. Stock-taking: whole goods, parts, fixed assets. Intercompany reconciliations, communication with offices Europe/USA. Cause of dismissal: Willing to change accounting practice and broadband knowledge in other financial areas.

Business accounting studying (ACCA's course CAT - Certified Accountant Technician)

petty cash transactions, advance reports processing (50, 71), bank transactions, including operation with foreign currency(51, 52), debtors & creditors ledgers (60, 62, 76), accounting for goods received/sold, including import goods transactions and custom operations recording (41), fixed assets and material accounting (10, 01, 02) office support, hotel reservation, tickets booking