- Sales department management (head office and three branches, 9 employees); - Optimization of department activities; - Setting tasks. Monitoring results; - Interaction with related departments; - Monitoring and increasing sales marginality; Key results: - Order was restored in the sales department, reliable reporting was set up; - Sales marginality was increased for a number of products; - New employee motivation was developed; - Regulated interaction with related departments was set up; - 3 new products were developed and launched for sale; - Sales plan fulfillment - 107%.

- Development of sales of the SAAS product ASM-ERA in the Siberian and Far Eastern Federal Districts; - Management of the partner channel and control over the implementation of Government Resolution No. 2216; - Interaction with federal and regional executive authorities (divisions of the Ministry of Transport, the Ministry of Digital Development, Communications, and Mass Media, Rostransnadzor); - Opening new partners, monitoring compliance with existing standards.

- Sales management in the Company; - Development of direct and partner sales in the territory of the Russian Federation; - Personal sales; - Search for new promotion opportunities and creation of a USP; Key results: - A strategic sales development plan has been created; - An in-depth analysis of the competitive environment was carried out; - A unified sales policy has been formed; - The first commercial customers (mining industry, grocery retail) were personally involved in the company

- Ensuring the fulfillment of the planned financial and economic indicators of the company's activities in the area of ​​responsibility (systems for monitoring transport and controlling fuel consumption); geography of responsibility: RF and CIS countries; - Anti-crisis management (negative, overdue debt), support and development of the dealer network; - Assessment of dealers, formation and approval of a strategic development plan; coordination of individual plans / KPIs; - Full information support for dealers (prices, discounts, implementation of plans); - Assisting in conducting "difficult" negotiations on working with "heavy" clients at various levels of decision-making; - Training of dealers' sales departments, ensuring the growth of sales and market share; - Training of the company's own employees (about 20 people in functional subordination), including motivation of employees, setting tasks and monitoring performance; Key results: - Stable increase in sales volumes + 15-20% quarterly; - Partnership and dealer status with four companies were restored; - Repaid overdue debts (debts for some dealers for more than two years); - Contracts were signed with new dealers: Armenia, branch in Georgia. A direct agreement has been concluded with the largest telecom operator in Kazakhstan (KCell).

- Development of the company's business in the CIS (new direction); - Formation of a development plan for countries, search for potential regional representatives, negotiations, joint development of a promotion strategy; - Determination of pricing policy and special conditions of sales; The project was "frozen" due to the lack of certificates for the use of banking technology

- Development of sales of key corporate clients (the largest enterprises in Russia) through distributors; - Development and implementation of sales plans for the partner network for the medium term (year) and short-term periods (quarter, month); - Full informational support of partners (prices, discounts, implementation of plans); - Training of partners' employees, ensuring the growth of sales and market share; - Control over the fulfillment of contract terms by distributors, effective management of financial obligations and receivables; control over the execution of assortment and pricing policies; - Development and implementation of programs to motivate customers and partners, as well as organization and control of marketing programs; participation in exhibitions and conferences; - Constant market monitoring, sales forecasting. Key results: - Signed a direct contract with UMMC - Fulfillment of sales plans + 40%

- Expansion of the partner network throughout Russia in the field of accepting non-cash payment for fuel and related services (network filling stations of large oil companies and companies that own small networks); - Development and implementation of new commercial projects: formation of a business plan, budget calculation, defense of concepts before the management of the Company; - Operational management of project teams (up to 20 people, depending on the project) Key results: - The number of filling stations increased from 2,200 to 6,500; the company's profit in the direction was increased by 29%; - Implemented projects: - a network of payment terminals was created on the basis of its own filling stations with the possibility of paying for additional services; - a system of automated acceptance of bank cards was introduced (from the formation of technical specifications and to testing and commissioning); - an advertising network based on gas stations was created, providing specialized surfaces for rent to advertisers; - launched a number of discount co-brand projects

- Development of a dealer network; negotiation, implementation of projects of dealer enterprises, control of drawing up dealer agreements, protocols, applications; - Development of alternative sales channels (direct sales to corporate clients). The sales volume was increased by 27%. Brand awareness in regional markets was significantly increased.

Sales of software products.