Launching CRM direction from scratch at Uzum Fintech: - Uzum Bank – the first digital bank of Uzbekistan - Uzum Nasiya – online and offline installment and microloan service Responsibilities: launch, operational and strategic management of the CRM direction, team, business processes, platform CDP AltCraft, vendor management, data storage for CRM, campaigns, products, offers, developing and scaling CRM / in app / digital channels, IT projects, implementation ML&AI tools, analytics, research&discovery, assessing efficiency, base growth, LTV, Revenue, team payback. Before: - manual launches of CRM-campaigns with a table in Google Docs Now: - covering the client base by communication with approved stat significant effects (uplift, LTV, Revenue, NPV) - strategy for developing and monetizing the client base (from CRM to CVM) - technology strategy for the CRM platform - plan of developing channels (omnichannel) KPI: - open debit cards - activated cards - deposits - microloans Results - build a team which achieved 10x growth of covering the client base by communication and implementation of sales plans for cards 110% Dec.24 - 2 mln communications ... May.25 - 26,8 mln Push, 8,5 mln SMS, 22,8 thous. open cards, 39,8 thous. activated (uplift), CAC 3,72$ - the lowest CAC from all paid acquisition channels Jun.25 - 52,6 mln Push, 2,7 mln SMS, 22,4 thous. open cards, 31,7 тthous. activated (uplift), CAC 1,55$ - the lowest CAC from all paid acquisition channels - reduced CAC in 2x from 3,72$ to 1,55$ by transferring campaigns to the ML-model Implementation into team full cycle of launching CRM-campaigns: Generation and research hypothesis, segmentation, business logic, offer, mechanic, type, channel (sms, push, landing page, in app format, TM), text, CJ, assessment of efficiency - uplift, economy – LTV, Revenue, NPV, CAC, grooming. Types of launched campaigns: - acquisition - onboarding - upsell - development of consumption - retention / churn - loyalty - service - RTM - follow up CRM tools: - research on historical datas before launching - discovery - personalization - omnichannel - reserved SMS / cascades / chains - ML-models - landing pages 1 scroll / CJ 1 click - FOMO Ensuring the stability of the CRM platform: - fixing bugs in the integration app and CDP Altcraft with the vendor / vendor management - making data marts for CRM queries - importing parameters into CRM via ETL Growth – management: Search for business growth points in data science, analysis of digital track and creating the new business-models - classiс non-public product marketing. Based on research&discovery, I have initiated a non-public product and special conditions of loyalty program for working with base: acquisition, development of consumption, retention. Then I have used it in targeted CRM campaigns. - ecosystem - B2B - a source for new business-models. I have successfully launched a pilot with cashback by high-frequency transaction merchants (mobile, utilities). The business-model was based on reduction of acquiring fee and increase of account balances and POS transactions Omnichannel (developing channels): - Push. The aim is maximum coverage of client base in free channel Push. I have increased Push delivery % from 23% in December 2024 to 52% in August 2025 through forced update of Push-tokens and manual integration of the Uzum Bank app and CRM platform based on the identified bugs - In-app. The strategy «Proactive dialogue with clients in CRM» aims to increase points of contact with a clients in the app with a digital trace to identify a hot leads and sending the list of them to the target sales channel - call center. Implementation. 1Q25 in house IT development (slowly, high competition with product projects), 2Q25 procurement for the implementation of ready B2B in-app solutions. 3Q25 Integration with a provider InAppStory - Telegram. The aim is P&L management, to reduce costs, to transfer SMS-messages to Telegram. Actually for Uzbekistan because of high share of mobile subscriptions (mobile gadgets first than PC in Uzbekistan) in compare with E-mail - Call center&chat support. The aim is monetization and branding every point contact with a client. Integration with a CDP Altcraft. Adding new channels to CRM Analytic, ML-modeling and data marts: Transfered acquisition campaigns to the ML-model datas. Result is reduce CAC from 3,72$ to 1,55$ Next step is: - CVM & RFM model - Marketing optimizer - the aggregator of all ML-models and CRM-queries, which determines what exactly message to send from all multiple campaigns to achieve a business goal at the lowest cost Budgeting / SMS costs: - $800,000 per year - reduction of SMS costs by translating the Russian-language text РУ into transliterated RU - transfer campaigns for open cards to the ML-model - using reserved SMS mechanics (cascade) after send of Push for a clients with a high score by ML-model - setting higher score for a mobile operator with the highest SMS price Result is reduce CAC from 3,72$ to 1,55$ Business processes: - optimization of business processes of launching CRM-campaigns with adjacent teams in the conditions of startup - implementation AI tools to manual operations: improvement the advertising text / reports by using ChatGPT, matching data samples without a single key Managing a team of 5 people, including 3 direct reports and 2 functional colleagues: - build a team which achieved 10x growth of covering the client base by communication and implementation of sales plans for cards 110% - motivation, teambilding, развитие сотрудников. I ve growthed Junior to Middle in 8 months - teamwork planning in the conditions of startup Key competencies: - search for Revenue growth opportunities - search for new business-models - managing P&L of CRM direction - design CRM strategies according to business model. I understand monetization of recurring payments, subscription and transactional business models - launching CRM direction from scratch - strategic and operation management CRM direction - managment and monetization of client base - product marketing - launching new products - building data marts - analytics, management reports - IT projects&vendor management - implementation ML&AI tools - segmentation - personalization - omnichannel / developing channels - in app / digital CRM - negotiations Manager skills: - strategic system thinking - team management - motivation and development of employees - optimization of business process - stress tolerance - emotional intelligence

Before: - there weren’t any communications about Payment&Transactions After: - launched a pull of CRM-campaigns to promote payment service in remote banking, increase client transaction activity, net operating revenue and LTV - made a strategy and tools for engage clients to use payments&transaction services in remote banking KPI: - clients who pay through remote banking - clients who use remote banking for utilities, penalties, and government services Launching CRM-campaigns: Full cycle: generation and research hypothesis, segmentation, business logic, offer, mechanic, type (batch, regular, RTM, onboarding, follow up after banner click), channel (sms, push, email, landing page, in app format), text, CJ, economy, assessment of efficiency - uplift, economy – LTV, CAC, grooming. - Payment&Transactions in remote banking - autoreplenishment of card - cross-border transfers - account balances - tax company 2024 - campaigns to transfer client transaction activity from other bank cards to GPB Product marketing: Redesign the loyalty program with a team of debit&credit cards to engage to transaction inactive clients Negotiations with a merchants: Meetings and negotiations with big national companies for launching cross marketing messages: MTS, Megafon, T2, Yota, Motiv, MGTS, Rostelecom, Ufanet, Krasnoyarskenergosbyt, Steam Ensuring the stability of the CRM platform: - making data marts for Payment&Transactions CRM-campaigns Reporting, analytics and ML-model: - implementation the methodology for efficiency assessment of Payments & Transactions - launching campaigns based on RFM model data Managing a CRM team of 3 people.

Leading: - retention in fixed-line business - retention in mobile business - MNP - transfer a phone number to the other operator KPI: - Saved revenue - Retained subscribers The retention strategy: I have designed, protected and have being implemented an annual strategy of retention and reduce churn for both mobile and fixed-line businesses, with the goal of achieving a year KPI in subscriber base&revenue. Product marketing: Retention / loyalty procedures & tools: retention tools matrix, launhes, procedure of retention, adding to workspace of call center operator the rank of churn possibility and personal offer of retention, evaluation of the effectiveness IT projects: I am responsible for business logic in IT projects and full cycle launch of relevant IT projects: idea – protection – implementation – commercial launch – business effect. Implemented projects: - implementation of subscribers ranking by GM in one segment in configs of outbound calls (how many times and who first gets call) for a managing of saved revenue. Relevant in case of limited resources call center - implementation forecast of margin after retention according to current consumption and matched offer again with the aim of managing of saved revenue implementation to the interface of call center operator and team ot internet monitoring the rank of churn possibility and personal offer of retention Launching CRM-campaigns: CRM-campaigns in retention, up-sell, CVM, selection of personal offer, welcome&onboarding campaigns I am responsible for full cycle, which includes campaigns plan, hypothesis generation, insights, base segmentation according different metrics and methodology (churn possibility, ARPU, consumption…), the segment / funnel, offer, mechanic, type (batch, RTM), channel (sms, push, E-mail, landing (html) banners in app, calls), communication, CJ, economy (offer margin), evaluation of the effectiveness according to the results of A/B tests, post-analysis, offer / campaign tuning, improvement of conversion, work with subscribers fraud (consumer extremism), evaluation of saved revenue, grooming. My results in launching of CRM-campaigns in retention is the growth of quantity communications from 7 mil in 2021 to 37 mil in 2023. Retained subscribers from 27 thsd to 147 thsd per year. I've charged of launch / start new campaigns fron zero, reaching the target conversion and then hold to automatic set up or deliver to other specialists. CRM is being developed to: - quality of segment – ML-modeling: development of churn model, offer model, CLV-model, scoring - enrichment knowledge about clients: «Gosuslugi» and other sources (payment), integration of Data Marts’ companies are in MTS ecosystem - offer value – selection of personal (could be non-public) offer - CJ / UX – seamless CJ «1 click to target action» and branched and multisteps communication continuities in 1 CRM-campaign - The churn model I am responsible for creation of hypothesis and metrics for ML-model. Neverending process of increase accuracy of the model together with colleagues from Big Data Division The result of work with the churn model: 80% CRM-campaigns have been transferred to model data, conversion was improved Managing a cross-functional team of 5 colleagues.

Investment analysis: Preparing and protect investment projects of mobile and fixed-line business including includes address program, rates of return, NPV, IRR, payback period, sales and profit KPI, project’s presentation. The result is provision region of CAPEX for a new base stations and building landline networks. Project management: - Investment projects 2016-2020. The leadership of cross-functional groups: commercial and technical departments, devision for interaction with HOA (homeowners association), financial controlling function - Supervisor BTL 2016-2020 - Manager of project «Kid's room by MTS in Izhevsk airport». Negotiation with airport, agreement of commercial conditions, render of 3D-model together with designers, purchase, construction and installation, PR of opening The enforcement of revenue through: - Management of product (tariffs). Input / output / adjustment of tariffs, price and product characteristics, according market requirements and budget execution - Actions with subscriber base. Monetization of old base: comparison of churn with forecast revenues after indexation. Work with churn through retention instrument - Management of sales-split. Motivation and limiting sales for sales channels - Competitive environment monitoring Budgeting: - Preparing and agreement revenue annual budget Promotion: - OOH, indoor, radio, on-line, BTL (event), target CRM, site maintenance, POSM - Media planning Trade marketing: - Creating and adaptation resource kit about tariffs and marketing activities. Sales department training - Ensuring sales department and retail current reference material Management of marketing department consisting of 3 persons

Analytics: - Development of analysis tool, report of tariffs sales broken down by dealers and points of sales to management of sales of priority product, bundle tariffs - Development of analysis tool, report of month dynamics of sales to management of Revenue New - Policy briefs based on management accounts indicating current trends and potential for return (points of growth) Producing presentation and speech as speaker on staff meeting, providing company's goals and targets to employees Document management: - Workflow of Izhevsk branch CEO: travel support, hospitality expenditures - Work with accounting documents in SAP ERP Maintaining appointment book Preparation and organization meetings, setting up conference-calls, record keeping

Analytics: - Development of analysis tool, report of structural comparison sales of new vehicles on Russian and regional markets broken down by brands, classes of vehicle and dynamics of sales for identify segments of the market for increase profits and market share gain - Market forecasts based on done analytics, SWOT analysis, expert reviews - Competitive environment monitoring - Estimation of cost-effectiveness advertising and marketing actions, BTL (events) Promotion: - Advertising Suzuki, Peugeot, Citroen, Mitsubishi on radio, TV, on-line, OOH, press, BTL (event), CRM campaigns, own sites - Showroom-dressing, control of distributor's standard observance - Building target clients' base (the population universe 20000 customers), writing scripts, calling Staff training: - Development of a service customers' loyalty program, preparation of training materials, staff training Preparing application forms for the getting dealership contracts including english versions of documents Procurement: - Bidding for meet the needs of marketing department: design, printing, large format printing (banners 6x3 m., advertising flags 10х1 m.), installation work (dismantling and papering of the car dealership's facades), souvenir products Document management: - Work with accounting documents from marketing department's counterparties (agreements, invoices, statements, reconciliation reports)

Estimation of economic efficiency of USB-modem sales The calculation of ARPU, MoU, APPM indicators (there was no automated management reports) The calculation of MTS market share in Udmurt Republic districts Competitive environment monitoring Development of manual and holding BTL (events) Development of a commercial proposal about new mobile option launching. Making recommendations about changing tariff policy on 3G options and sales channels' reducing Adaptation printing for abons (price lists, retail tutorials, Sales Scripts)

Estimates, staffing table, calculation of material, labour and financial costs, statistic reports, payments with contractors, banking transactions, cashier operations, advance statements Organization and holding the requests for quotations from state customer side on the site zakupki.gov.ru Preparing the documents for engagement БУК УР РБДЮ in a republican and departmental Target Programs. Reporting by Target Programs Participation in a development of «Pprovision for remuneration payable for work», «Provision on using extrabudgetary funds», «Instruction about accounting library collection»