Functions: - Organization: 1. Automation of key financial processes in the Company: forecasting cash flows, assessing the profitability of projects/contracts/business units, management accounting and budgeting, coordination of contracts 2. Budget process in the Company (statement of the process, description of regulations, control); - Planning and management of cash flow (coordination of daily payment registers, payment calendars, work with accounts receivable); - Development of a system of motivation and rewards for the Company’s employees; - Preparation, evaluation and implementation of measures to optimize the use of Company resources; - Interaction with credit institutions, attracting financing (including collection and preparation of analytical data), monitoring the implementation of covenants; - Coordination and evaluation of contracts with counterparties for their economic feasibility; - Assessing the profitability of projects, building financial models; Achievements: - Automation of document flow - Launching a mechanism for approving transactions (based on calculation of their profitability), - Leading the process of changing the target orientation of a group of companies: the transition from creating and growing a sales funnel to focusing on concluding marginal profitable transactions. Signing client transactions only with the necessary and sufficient level of margin, - Preparation of end-to-end management accounting policies (description and preparation of reference books, writing regulations and instructions), - Automation of project accounting in the company, - Introducing the practice of conducting regular reviews of business units in a group of companies (preparing materials, holding discussions, developing measures for identified growth areas), - Organization of a budget company, timely preparation and protection of the budget

- Benchmarking, Realization of quarterly data exchange on expenses with operators of BIG3- identification of potential of increase in operational efficiency according to exchange matrixes and the analysis of gaps with competitors. - Automation of internal Benchmarking by means of Power BI (between regions of MTC, countries). - Development and implementation of initiatives to improve business performance:  optimization of Technological Lease processes, more than 50 thousand landlords;  identification of ineffective contracts - preparation of opposition materials when agreeing on new terms of contracts with Discovery, as a result of a decrease in content costs by 1.6 billion rubles in 3-year contract;  Evaluating the priority development of network operations functions to evaluate the inhome / outsource approach - Driver headcount models - introducing new ones, updating existing ones in order to increase personnel utilization because of using the best benchmarks for driver headcounts of units of large MTS functions (technical, sales, B2C, B2B). - Operational management of Cross-functional projects: EDO B2B, EDO OEBS (Electronic document management). - Preparation of materials on projects to improve business efficiency (presentations, financial models, Operational Efficiency protocols). - iDA portal (crowdsourcing platform) - a digital platform has been formed with a convenient interface and functionality in order to promote the iDA (internal Digital Automation) program and increase employee engagement. Crowdsourcing platform allows you to submit ideas to the portal, check ideas for uniqueness, online status monitoring in your account, maintain a register of ideas, implemented interactive dashboards to evaluate program statuses

Functions and Achievements: * direct subordination (35 people): Share Services Center for Management Reporting, Planning department HQ, Management reporting department HQ, business partners on management reporting in branches; * plus functional management (80 people): planning and regional controlling departments of branches and subsidiaries; * Approval of Budget - successful approval of the annual budget in the conditions of the telecom market fall, * Functional Planning - the transition from planning by branches to planning by functions, * Transformation of Financial Function - introduction of a new organizational structure: * Management reporting - through the creation of one Share Service Center Management Reporting processes were transferred from 8 branches to a single SSC, saving about 40% FTE * Combining the finances of GO and the Moscow branch - savings amounted to 33% FTE * Transformation of RO / CO - Optimization of financial managers and the General structure of branch finances (41% savings on FTE) * Implementation of SAP S4HANA: * Implementation of the approach in budget control on the principle of "soft power". Setting up a flexible management and budget control tool * Carrying out of extensive training for employees * Building and coordinating with the functions of control routes and updating the budget. Communication with functions to build a coordination process that meets the needs of the business (including cluster logic) * Benchmarking, Realization of quarterly data exchange on expenses with operators of BIG3-identification of potential of increase in operational efficiency according to exchange matrixes and the analysis of gaps with competitors * Creation of the uniform Portal of Financial statements and Analysis - for representation to board and management of key financial information and KPIs * Creation of a system of goal-setting Megafon for clusters, regional offices, subsidiaries: development of target parameters, assessment of results - implementations of the techniques allowing to implement new approaches to goal-setting on management of distribution of B2C * Chat boat Finance. Realization of functionality Question-answer in Botman Megafon in the directions: Investments, Planning

Key achievements: * Integrated 11 M&A business (including 4 holdings) for efficient return of investment: * Implemented corporate standards of MEGAFON and processes in financial services of integrated companies (budgeting, reporting, treasury, controlling) * Reorganized financial departments and headcounts of new businesses * With regard to M&A of related telecom businesses to MEGAFON I implemented required changes in Group itself, specifically: * Implemented reporting for universal telecom operator that allowed to management evaluate efficiency of MEGAFON business overall in different segments (mobile, fixed, retail, voice-data-transfer) and by categories of customers (B2C, B2B, B2G) * Developed and implemented of consolidated management reporting (Hyperion) which allowed to reduce time for consolidated reports by 10 days * I realized of project for efficiency improvement (accompanied with McKinsey) - Developed and applied number of initiatives that allowed gaining 400 million RUR p.a. of savings by complete standardizing of all processes (internal reporting & financial forecasting in branches and subsidiaries). Developed of new system of management Dashboards for simplification of data representing to management of key financial data (profit/loss, cash flow, CAPEX) and KPIs of all other departments (commercial KPIs, networks, construction, etc) * I realized the unification of billing statements for the financial functions inside project "Unified Billing" - reports for the financiers have been standardized between the branches, it has been developed and put into productive operation of a unified set of reporting forms, which is issued on the basis of EDW (Enterprise Date Warehouse) * Unified Regional Reporting (PL, Capex) - I developed a general approach to the structure of the PL for the micro-regions, identical regional cycles. Now the Profit and Loss statements, Capex reports - allow assessing the effectiveness of each region, to carry out a comparison between them, to rank the regions within the groups (regions of perspective growth, stability regions, and others.)

- Managed and completed transfer of reporting from SCALA to SAP R3 and then from SAP R3 to SAP ERP - Increased net revenue for 252 mln. RUR by implementing of new approach to reporting of revenue approved by auditors - Created Code of management reporting - Developed model of management reporting for Company - Reduced timing of monthly management reporting, reporting date moved from 20th to 5th. - Managed setup of cross operations and reconciled Billing system and SAP R3