Organization of current managing of two own business projects: • Day care & Baby school; • Franchising baby beauty studio. Responsibilities: • Whole business administration: strategy, managing vision and purpose, clients attraction and service development. Subsequent operational activities: promotion, personnel management, reporting, analytics. Highlights: • During 6 months, both businesses have achieved stable, well-functioning work; • Economic viability was reached after 7 months for Day care project and later 1,2 years for beauty studio; • Square of Day care was enhanced from 30 sq.m. to 360 sq.m. and increasing of clients from 20 to more than 150; • Both projects keep working, developing and gain stable neat income.

Management of: • Five sales departments, • Full staff (targets, control, motivation, development, hiring, dismissal) • New way to the market of the region, • General responsibilities of the branch.

Responsibilities: • Managing the commercial unit of a manufacturing enterprise, • Building a strategy, developing sales, searching for new directions for selling products on the territory of the Russian Federation, • Cross-functional interaction with departments, control of manufacturing and supply, • Negotiations, customer service, • Promoting the company's image in the metalworking market. Highlights: The company had empty underload capacities and facilities, • I analysed the long list of current clients, • Brought out the areas of activity of existing partners and selected the most popular areas, • Conducted the market's census for companies with a similar field of activity and identified the list of TOP companies, • Harnessed both a cold search and warm through existing partners, I reached out to the companies, held negotiations, made individual commercial offers, • As a result, our company received about 10 new clients, one of them (a large state-owned company) later became the main customer, with contracts for several million rubles per month.

Responsibilities: • Manage corporate blocks in retail line; • Two departments: payroll card program, direct sales, 20 managers in the team; • Development strategy: prioritization of companies, collection of information and preparation, coverage through the team; • Commercial policy: lending, implementation of the salary projects, endorsing of other services of the bank; • Personal negotiations and attraction of companies of 1000+ employees of B2B, B2G, both commercial and government companies; •Interaction work with related divisions of the bank: development and implementation of a mutual package of products and services for companies; •Evaluation of performance, budget, analytics and reporting. Highlights: • Created a unified interactive database of companies, with monitoring of overall retail and corporate products; • Implemented over 15 successful cross projects within the VTB Group; • Made strides in personal negotiations with further bargains, more than 150 TOP companies • Under my charging the department has built work with 75% of companies in the 1000+ segment and 85% of the 500+ segment; • The department achieved an increase in the client base of + 37% by 2017.

Responsibilities: • Partners (Distributors) management: sell in, sell out, stock, budget; • Driving of sell out by all channels; • Team: 3 RB Area Sales Managers of Kemerovo, Novokuznetsk, Tomsk & direct distributor team - 25 employees; • Budget of Unit: forecast, defence, P&L, ROI; • Analysis & reporting. Highlights: • Changed Kemerovo distributor model: growth of outlets: 36%; • Signed Marketing contract with TOP 30% chains within 1st year; • Sales growth: 2012 +14%, 2013 +38%, 2014 +22%, 2015 +27%; • Initiated store checks & field trainings approach, was introduced in Siberia-Far East.

Responsibilities: • All business sections across Tomsk region: distributors, field force, clients, budget, strategy; • Field force: full management cycle of exclusive team, store checks, classroom trainings; • Distributors block: shipments, stock, sales' development, covering, pricing, debts; • Customers business: driving all channels, 4P tools, marketing contracts, shares; • Reports & accounts. Highlights: • Got promotion to Unit Sales Manager position; • Sales growth: 2011 vs 2010 +27%, 2010 vs 2009 +17%; • Created & approved the marketing contract's form for key customers; • Agreed marketing contract with each key customers during 1st year; • Changed distributor model: instead of 2 sub distributors launched one federal direct; • Developed efficient team, reduced rotation up to 20%.

• Distributors' block, 2 exclusive teams (city & rural), sell out, representation of products & displays, promo, report. • First succeeded people management skills, sales growth 2.5 to 4.5 million rubles av/month, Monthly overfulfilled KPIs 20%-110%, led the launch of the "Sales mobile" project.

• Responsible for all key account channel: off takes, assortment, displays, merchandising, debts etc. • Got Best key account manager Siberia - Far East 2007 award, Singed contracts with all key chains, Achieved 2 merchandiser position in stuff, Increased sales value 38 - 71 thou. usd, Successful promo roll out.

Responsibilities: • Customers’ searching; • Effective sales; • Maintaining the maximum range in retail outlets; • Contracting, installation of refrigeration equipment. Highlights: • Developed outlets clients base from zero to 80; • An exclusive agreement in 30% of the points; • Organized exit street trade each summer season.