The main responsibilities: - Market segmentation and market definition (close work with sales team, marketing and independent vendor to describe the groups of the products in each business) - Salesforce sizing calculation - CRM system (salesforce.com) support - developing of politics and procedures of database maintaining in the CRM according GDPR - SFE KPI's - assessment of historical data, calculation and developing, agreeing on quarterly base on national level with leadership marketing and sales team - Direct sales model calculation - GDPR maintaining - Developing, maintaining, improving and implementation of training strategy for sales team (independent vendors and trainings assessment, bidding and agreeing the best suppliers by price and quality, close work with foreign internal training team, adaptation of English training content for Russian end users). Training path for new hires. - Close collaboration with HR, developing and implementation competency model for sales team (TDS-FDS)

Had been launched the SOVI project (share of visible inventory) in TOP 20 city of the country. Had been developed the launch plan, Picture of Success (PofS), KPIs, reporting, had been found and agreed partner, hired and trained 28 Auditors and 3 TLs. Project results: * Together with Marketing team and Commercial Excellence had been developed and modified the PofS by sales channel for 340k AA * Together with Route to Market team had been developed and implemented customer service policy for 3k MC and 1.2k BD depending on the channel, segment and location of customer * Together with commercial managers and marketing had been developed and implemented actions to increase market share +0.6ppt * Together with SKAMs had been identified products affecting to out of stock availability (OSA), developed and implemented action plan, achieved growth OSA to 92% (+3% vs before start) * Had been developed individual tracking system and score cards to FIFA2018 Cities, achieved result 96% PofS

* Had been calculated head count BD ~230-280, MC ~450-500 across the business plan, strategy, business needs and forecast of increasing market share * Had been increased efficiency of sales force from 39% to 60% * Had been managed process of the season rerouting of sales force twice per year across The Customer Service Policy and seasonal demand * Had been trained sales force and implemented tools of efficient work with customer, achieved PofS implementation from 40% to 64% * Had been launched Call Center of the region, achieved efficiency of Telesales operators from 22% to 52% * Had been approved policy and formed staff backup business developers * Had been launched process monitoring of Primary Age in the accounts, achieved decrease of non-conditional product on the market to 0.05% (-0.2 vs PY) * Successfully certified by international and internal standards of EATB at the 92% * Had been developed, trained and built regional SFE team, one of the employees moved to head office * Together with GFK Rus (independent auditor of market) had been calculated customer satisfaction index, developed and implemented action plan across sales team, delivery, supply chain, marketing and HR. Had been achieved growth of loyalty and service level to "Champion league" in NKA accounts and the "First league" in fragmented trade channel.

* The salesforce training plan had been fully implemented includs the class trainings, conducting trainings and mini modules, the residual knowledge had been controlled * Was trained SF in the fields * Adapted the new employees, turnover in first working year of new employees had been reduced to 33% (-17% vs PY) * Level of knowledge of salesforce had been reached on 3.1 (+0.5 vs PY, at max 4) and the promotion level of semi-annual BD and TL assessment had been achieved at 66% (+21% vs PY)

* Managed and developed SF in Yekaterinburg City * Development AA (+12% vs PY), was returned to work TOP Trade Names * Was increased market share to 38% (+3% vs PY) * Stabilized work with juice business after merge the Multon company * Reduced turnover BDs 22% (was 32%), formed a team

* Manage group of BD and MC * Development AA (+17% vs PY) and loyality at customers * Sucsessful realised project to increase distribution in Tobolsk city, increased most then 120 AA, installed 30 additional point of sales and most then 80 CSEs * Sucsessful realised project to improve representation in LKA (increase volume +40%), installed more than 100 additional point of sales, developed and conducted unique marketing actions * Sucsessful implemented strategical project -"RED Zone"

* Increased representation within the outlet * Control financial discipline of clients * Initial negotiations with clients * Increased AA from 83 to 120 * Installed +32 additional point of sales and +54 CDEs