Objective: creation of an effective sales system in Russia in the shortest possible time from the start of sales. December 2019 – first shipment from the factory to our warehouse & first sales out to the market. December 2020 – over 1% market share volume achievement. An individual strategy for entering the Russian market was worked out, taking into account the MRP, margins for sales channels, and delivery terms for customers. There is a long-term strategy of sales increase. I have data on the Russian tobacco market, working client base, sales team, proven technique for entering the market and maintaining sales growth, practice of working with a wholesale channel, key accounts, branches’ opening, and launch of own direct delivery. The job description was drawn up taking into the consideration requirements of the labor Contract in terms of compliance with commercial secrets.

Head of project in Central Purchasing Department. The following areas have been explored, evaluated and modernized: - The information portal, reports generated by the program, the algorithm for providing information was upgraded, which allowed the company to work with information files more efficiently. - The process of category management was analyzed and modified, the process of analysis and decision making under crisis management conditions was simplified. - Developed a system of rules for the preparation and conduct of promotional programs. - A program of transition to a centralized system of assortment administration of commodity matrixes and orders was proposed. - An analysis was made, and solutions were proposed for the direct import of goods to increase the company's margins. - A control system has been established for working with information flows about competitors' actions. - Participation in the annual negotiating company with major suppliers, recommendations on negotiation processes. - Preparation and conduct of the first ever Auchan in Russia promotional program with the participation of specialists (sommeliers) in outlets’ selling areas of the company.

“Caspian Galaxy” Co. is a brunch of a GILAN holding structure in Azerbaijan. Inside Gilan Holding there is a Baku Tobacco factory which had restarted production after a full stop from 2013 till beginning of 2017. Caspian Galaxy was looking for a specialist who will be able to create a full scale distribution Co. in Azerbaijan tobacco market. AT the moment of the end of my contract Sales & Logistics structure consisted of 169 employees (2 Regional Directors, 13 Regional Managers, 111 Sales Agents, 1 Logistics Director, 13 Warehouse heads, 12 warehouse workers, 3 delivery drivers, 14 security workers). - April to June demonstrated 268% sales volume growth in comparison to March. - “Caspian Galaxy” had ended June’17 with 9,2% of Azerbaijan cigarettes market share. - Co. had started first structure development in a Pre Sales strategy & by the end of September’17 Co. had been a full scale Van Sales distribution organization. - No OOS in any regional warehouse during all time of employment. - Positive effect from all BTL activities. - Successful launches of all new products.

According to Megapolis President’s request I had joined the company as a leader of a strategic project named “Post of Russia”. Within 6 months after start of the project Megapolis had got +42 000 retail outlets in distribution due to “Post of Russia”, or +33,6% of outlets in coverage of the company. Incremental market share & volume of the company due to additional channel development. From February 2016 had been nominated to a position of a National Account Manager. Key Account (KA) channel had been growing inside Co. business from share of 35% to 45% during a year period. +2% of market share annual result of Megapolis Co. due to KA channel development.

Subordinates – 5 Regional Wholesale Executives, 1 Agent Project manager, 16 Area Wholesale Executives & District Wholesale Executives in regions, exclusive distribution structures all over Russia. - Greenfield wholesale project for the Company from creation of department within ITG to positive result. - 23 employees (from 751 in Sales Department) were managing 50% of ITG volume in Russia. Wholesale incentives were giving up to 2%annual volume of wholesale channel growth in comparison to annual Co. monthly 7 - 8% volume losses. - Team recruitment & management, Including 6 month period evaluations & subordinates’ personnel development planning. - Budget management. - Creation & implementation of a reporting system. - Targets setting. - Workout of a strategy for the wholesale department on a yearly basis. - TM support arrangements (workout, annual planning, quarterly adjustments, and monthly implementation control). - Exclusive van selling & preselling units management. - Monthly production planning.

Subordinates – 9 Regional Business Development managers, 1 National Account Manager, shared Merchandising structure with 598 people, exclusive teams, TM team. - Co. stabilization after Yaroslavl plant purchasing. - Switching to a mono distributor. Bad debts issue. - Joint distribution structure setup with Imperial Tobacco (Sangria project). - Team recruitment & management. - Targets setting. - Budget management. - Exclusive van selling & preselling units management. - Merchandising team management. - Monthly production planning.

branch of olam international National sales director Subordinates – 6 Regional Managers, 120 Sales Representatives, Supervisors & Territory Managers, 100 dedicated Sales Representatives. - Green field project, coffee 3 in 1 launch & development (Enrista), nut market entrance (Ponchos). - TM activities only, strong focus on outlets motivation & distribution development by wholesale partners. - By Jan’06 Co. market share in Coffee 3 in 1 in Russia was 4,7%

Subordinates – 6 Regional Managers, 32 Territory Managers, 170 Sales Representatives., 1 Deputy, 7 tele - sales Managers, 250 Agent Project representatives - Moving Co. sales from 100% wholesale to a distribution building company. - Creation of the business & strategy plan for the year 2003 & 2004. - Brand & TM management for 8 months till Marketing department was created. 4P analyses of product portfolio, Image & slogan of the brand change, preparation of the brand to become a distribution brand. - Calculation & implementation of а discount system in Co. business. - 2002 target: Shift of the business from 100% sales to wholesalers to a 50\50% sales to channels (wholesale & direct distribution). Result: Sales Out was + 3,3% VS Co. plan, & + 6,3% VS last year result). - 2003 target: +10% volume growth VS 2002 with a help of a massive TV advertising campaign on federal channels. Result: +8,8% VS 2002 actual.

Subordinates - 21 Sales Representatives, 4 National Account Managers, 2 Regional Managers - Had full responsibility sales in Russia & Belorussia. - Target №1: Work out a national system of product spread through sales channels in Russia. Result: plan had been approved during board of Directors in a headquarters of RB (in Slough GB). - Target №2: Implement first stage of the plan. Result: Preliminary sales structure had been set & tested; first structures appeared in Moscow & SPB. - Target №3: Implementation of tasks № 1 & № 2 without volume & market share loss both in Russia & Belorussia. Result: Co. Volume +8% VS 2000 actual, market share 2001 had grown from 7,5% to 8% according to MMRIB data. - Establishment of a VAN sales structures for the 1st time in RB Russian history.

Subordinates - 5 NAM, 4 Supervisors 16 SR, 10 Merchandisers - Has full responsibility for Territory sales volume (Moscow – 23% of HPC sales in Russia). - Has to produce sales forecast for Moscow & agree the target with each Customer. - Has to produce business plan for the territory in line with Company’s objectives & Distributor’s objectives. - Has full responsibility for creating systems to ensure achieving the objectives for the Unit. - Co-ordinate & control Unilever price policy & sales strategy at city level. - Implement & co-ordinate: launch plans, schemes for evaluating & motivating sales force & distributors. - Has to co-ordinate & control trade terms for the distributors. - Collecting & transferring sales information from the territory & centralize sales reports. - Has full responsibility for organizing & administrating together with Distributors (sales routes). - Develop an action plan to increase our customer’s focus on our HPC brands. - Recommend and implement schemes to motivate team members to achieve objectives. - Deliver price stability in the distribution area.

Key Account Manager (sales of all the range of Unilever products to key customers) Subordinates - NO - Co-ordinate & control Unilever price policy & sales strategy with Key Customers. ; - Has to produce the sales forecast for Customer & agree each target with clients. ; - Has to produce business plan for clients in line with Company's objectives & Distributor's objectives. * Has full responsibility for creating systems to ensure achieving the objectives. ; * Has full responsibility for Key customer's sales volume. - Implement & co-ordinate with Clients: launch plans, schemes for evaluating & motivating sales force & distributors. ; - Has to co-ordinate & control trade terms for the distributors. ; - Develop an action plan to increase our customer's focus on our brands. ; - Deliver price stability in the distribution area of the customer. ;

Tea sales. (Lipton, Brooke Bond, Beseda) Coffee sales (Bon) (categories of F.M.C.G.) Business Unit Executive Subordinates - 2 NAM, 2 Supervisors, 10 SR - Has full responsibility for Business Unit sales volume. ; - Has to produce the sales forecast for the Unit & agree the target with each Customer. ; - Has to produce business plan for the Unit in line with Company's objectives & Distributor's objectives. ; - Has full responsibility for creating systems to ensure achieving the objectives for the Unit. ; - Co-ordinate & control Unilever price policy & sales strategy at Unit level. ; - Implement & co-ordinate in the Unit: launch plans, schemes for evaluating & motivating sales force & distributors. ; - Has to co-ordinate & control trade terms for the distributors. ; - Collecting & transferring sales information from the Unit, centralize sales reports of the Unit. ; - Has full responsibility for organizing & administrating together with Distributors (sales routes). ; - Develop an action plan to increase our customer's focus on Unilever tea brands. ; - Recommend and implement schemes to motivate team members to achieve objectives. ; - Deliver price stability in the distribution area of the Unit. ;

Subordinates - NO * Work with 5 groups of products - Bubble gum, Chocolate eggs, Ice - Cream, Frozen foods, HARIBO products; ; * Preparation & signing of Contracts; ; * Planned & organized sales & delivery process; ; * Improving of distribution net of the above mentioned confectionery; ; * Search for the new Clients; * Monitoring Market Trends and Competition; ; * Development and management of regional accounts and smaller sub-distributors in the Siberia & Ural region; ; * Design and development the communication network with the company's clients; ; * Complied financial reports on confectionery sales; ; * Work in a close connection with the main office in Barcelona. Every day telephone briefings with Barcelona brand managers & Logistic department; ;

Subordinates – NO • Planned & organized sales process; • Preparation & signing of Contracts; • Searching for the new clients; • Creation of the computer files for each client; • Complied financial reports on sales of the acclimatization components; • Participation in Exhibitions in 1995 & 1996 (Consumexpo ‘95&Prodexpo ‘96

The Co. acted in the market of the valuable papers The head of the Legal Department of the Co. Subordinates - 2 Lawyers in Department * Foundation & work with the created base of the Law institutes in the sphere of the fund activities; ; * Compiled reports on the possible ways of avoiding taxes; ; * Arranged an effective system of lowering of taxes using the valuable papers of different trade Co. and state structures as a mean of payment. ;

one of the Co. in RUSSIAN SUGAR Corporation. Import unit. Manager of the foreign department of the Co. Subordinates - NO * Planned & organized purchasing process; ; * Maintained business relationship with the following Co. & structures: ``Tate & Lyle'' Corporation (GB); The Stocks of London & New - York (through the computer net); The ``Sugar Trading'' Co. BV (Netherlands). * Completed financial reports with the foreign suppliers; ; * Participated in creation of the ``Russian Sugar Commercial Certificate'' - the Valuable paper of ``Russian Sugar'' Corporation. ;

Subordinates - NO * Planned & organized sales & delivery process of General Motors & Suzuki production (Sales of cars); ; * Work with conversion former military air cargo organizations (organization of delivery of goods, including cars); ; * Preparation & signing of Contracts; * Searching for the new clients; * Complied financial reports on sales; ; * Work in the close connection with foreign producers & dealers.; ; * Establishing of distribution net in Russia in the sphere of car business ;