My accountability comprises: Leading SAP Implementation Project team Coordination with Global Implementation team Planning (Training and Testing plans) Executing of Project Governance (Control on Resources, timeline, regular status meetings) Business adoption coordination (leading of Business adoption local team) Steering Committee preparation and execution Support for the Cut-over planning Control on Sign-off process Control on Testing and Training activities Issue/Risk management

My accountability comprises: Develop strategy vision of ERP further grow in accordance with ITIL framework. Budget planning and control Establish and coordinate solution Support processes with Integration with ITSM system Establish sufficient communication with Customers (Business units) Daily Manage ERP support department (over 35 employees including Key User Competence Center) Establishing of Key User Competence Center Leading of ongoing implementation projects (WMS – 2015/16, MDM-2016) Leading system integration with Legacy systems and external operators (WMS systems) Integration (in terms of projects/solutions) with other markets (Poland, Italy) Integration between ERP platforms (SAP & 1C) used in the organization

Within Pepsico I was engaged in three different roles: June 2012 - September 2012: Troyka 1B Project Hypercare Manager (over 120 people) September 2012 – May 2013: APO Implementation – Project Manager ( 45 people) June 2013 – now: Troyka PO1 Commercial Project – PMO Lead ( over 150 people) My accountability comprised/comprises: Methodology support (Project Governance set up, alignment and Communication) Project Planning (Stages, Consolidation of the Project plan) Leading Stage Gate Management (methodology and process) Leading Weekly status meetings Leading status reporting process (on weekly basis) Leading Project team PMO related activities (Issue/Risk management) Steering Committee status preparation (supporting Program Management) Support Ways of Working Integration with Global Team/ distributed teams (streamlining the communication and reporting) Support in Project budget preparation and tracking (Delivering and Leading timesheet management) As a Hypercare manager I was responsible for Conducting Business adoption assessments And leading of handover process to Sustain organization

I was responsible for running several concurrent SAP projects as well as for leading of Change management process. My accountability comprised: - Coordination of User Department team - Planning the new Projects (timeline and resources) - Reporting the progress to the Bosch Program Management - Leading the Project stages (Blueprint sessions, Cut-over, e.t.c.) - Managing communication between central development team and local business - Conducting Russian Steering Committees

I was responsible for: - Delivering the Deployment methodology - Planning of deployment activities - Planning Cut-over stage (Elaboration of detailed on-site migration strategies, as well as alignment of these strategies with business). - Monitoring Data Migration process, setting priorities, planning the stages, monitoring the process of data collection, cleansing and normalization - Support integration processes and reporting to Steering committee

As Project Manager I was setting up the project in Novokuznetsk (Russia). I was responsible for: - drafting the Project team, - delivering the Project Plan - Setting up the milestones, documentation and reporting standards - Daily managing the local team - Reporting the Project status and issues - Managing process of Project scope definition and sign-off - Conducting Blue print sessions

My position was “Infosys Russia Cluster leader”. I was responsible for: - Coordination of implementation process of two Russian clusters (Prestige and Professional care) - Identification and communication the most critical aspects (normally caused by Russian legal requirements), - Managing and monitoring GAP analysis process especially for GAPS, caused by specific Russian legal requirements - Reporting GAP analysis status (weekly) to the Project Board; - Communication of X-functionality issues; - Leading the process of identification/preparation of Test scenarios/Test cases for Testing Stage; - Monitoring and leading Data Migration process for Professional Care (Wella); - Managing defect resolution during testing stages - Tracking Test Execution process; - Contributing in Cutover plan; - Report cutover status; - Managing defect resolution during Hyper care and Ramp-up stages

During my work at IBM I was involved in number of Implementation projects, such as: NESTLE Globe RUSSIA (2004-2005) - Senour Data Team Consultant NESTLE Globe UKRAINE (2006) - Data Integration Manager British American Tobacco RU (2006) - Project Manager (support project) InBev RU (2007) - Senior Consultant Panasonic CIS (2007-2008) - Project Manager

My responsibilities comprised: making Functional/Technical specs for requested functionality, customizing Logistics (MM,SD modules), making reports in ABAP along with technical design. I was involved in a Project for making evaluation of Manufacturing Execution System (MES) at ASML. The MES is a set of ABAP developed tools that combine some standard functionality from different SAP Modules (MM, PP, QM, and HR) and provide user with convenient and functionally reach interface.

I was involved in a complete, full-cycle SAP implementation project. As team lead I was responsible for SAP MM functional design and customizing. My responsibilities comprised: - Managing the SAP MM module team and Master Data Team. - Customizing SAP MM. - Developing service programs and reports for the MM/SD/FICO users. - Developing and conducting training courses for end-users and managing certification.