About the Company: AO “MNIC” is an office complex. Responsibilities: • full P&L responsibility before stake holders • interaction and liaison with government, tax inspection, etc. • audit of free space and perspective tenant search, cooperation with real estate agencies • preselection of perspective suppliers of works and services • tender organization for services supply, price and quality analysis • audit of suppliers and control over rendered services and work • negotiations with current and perspective tenants • business-planning, budget spend control, reporting • receivables and debt control Achievements: 1. Revenue increase through rental rate and services' fee raise after competition and market analysis 2. New tenants' search and attraction, no less than 95% of rented space in 2022 3. Revenue increase through cost reduction

About the Company: AO “Krasnaya Presnya” is a warehouse and office complex. Responsibilities: • audit of free space and rental department work • preselection of perspective suppliers of works and services • tender organization for services supply, price and quality analysis • audit of suppliers and control over rendered services and work • negotiations with current and perspective tenants • project development, financial models” preparation for top-management • business-planning, budget spend control • receivables and debt control Achievements: 1. Revenue increase through rental rate and services' fee raise after competition andf market analysis 2. New tenants' search and attraction 3. Revenue increase through cost reduction by introducing automatic parking systen

About the Company: ZAO ``SNS'' is an exclusive distributor of BAT (British American Tobacco) in Russia. It is also a producer and distributor of energy drinks ``Tornado'' and ``E-ON''. It has 101 sudsidiaries throughout Russia, its own logistics company and several production facilities. Number of employees is more than 5 000 people, delivery fleet is 1 500 trucks. Its market share is more than 20% on the tobacco market and already more than 6% on the market of energy drinks (achieved in less than one year). Sales are 35% through wholesale, 35% though modern trade (chains) and 30% though direct distribution (presale and van selling). Responsibilities: * negotiations with distributors. key accounts, governmental structures * participation in tenders * building effective distribution on the assigned territory * business-planning, subsidiaries' budget planninig and spend control * daily management of subsidiaries' sales and operations * receivables and debt control * sales force emplyment, motivation and adaptation, training for new emplyees Achievements: 1. sales growth on the assigned territory (Сentral Region) 2. market share retention on the tobacco market and market share growth for energy drinks

About the Company: ZAO ``Vengerskiye Producty I Tekhnologiy'' is a company 100% owned by Hungarian meat processing company ``Pick Seged'' (includes 3 meat processing plants), which represents its interests on the Russian market. ``Pick Seged'' is the leader of Hungarian market for meat products, its market share ranges from 45% to 50%, in some segments it is more than 70%. It has subsidiaries and affiliated companies in Germany, Japan, Russia and other countries. Currently monthly turnover of ZAO ``Vengerskiye Producty I Tekhnologiy'' equals 30 mln. rubles. Staff is 30 people, including administrative, sales, logistics and accounting functions. Sales are 70% through distributors, 30% through hyper and supermarket chains. Responsibilities: • sales and distribution on the assigned territory • P&L responsibility • product portfolio identification, its analysis and optimization for Russian market, new product development, positioning, pricing and market launch • business-planning, company budget and spend control. debt control • expenses’ analysis, business processes’ optimization to lower expenses • supply chain optimization and its planning, sales analysis and product ordering, customs clearance and negotiations with customs brokers • organizational structure optimization • sales department structure development, its management, personnel selection and motivation • sales, warehouse and product delivery management • negotiations with distributors and key accounts, governmental structures and mother company Achievements: 1. sales growth (10 times), doubling customer base 2. product portfolio optimization and stock reduction 3. break-even point achievement in 8 months, 2009 sales plan execution 99% 4. net profit plan execution 123% in 1st half of 2010

About the Company: ZAO “Orsky myasokombinat» is a part of “Razgulay” agricultural holding. Total number of employees is around 1000 people, from whom 75 were my subordinates, 5 of them direct (sales department heads and economist), in functional subordination were marketing (2 people) and logistics (20 people) departments. The company produces meat products: sausages, delicatessens and canned meat. Monthly turnover of the company is 200 mln.rubles. The company supplies canned meat to Rosreserv and the Ministry of Defense. Its market share for canned meat in 2006-2007 was 8%. At that period of time sausage and delicatessen sales in Orenburg region were 43% direct to retail, 27% through its own mobile pavilions and 30% through distributors. Canned meat sales were through distributors throughout Russia and direct in the native region. Responsibilities: • sales and distribution on the assigned territory • negotiations with distributors, key accounts and governmental structures • participation in tenders • product portfolio analysis and optimization, new product development, pricing and market launch • daily operational management of sales department, warehouse and delivery • sales forecasting, sales department budgeting and spend control • business processes’ development to lower delivery costs and production expenses • debt control • coordination of logistics, production and sales Achievements: 1. sales growth of canned meat by 28% in 2007 and 61% in 2008 (during January-May period), sales growth of sausages by 52% in 2007 and 48% in 2008 (during January-May period) 2. numeric distribution growth in the native region from 50 up to 80%, regional distributors’ expansion by third 3. reorganization of sales department, introduction of a new reporting system for sales reps and supervisors, new motivation system development and launch 4. product portfolio optimization: reduced low sales and low margin SKUs by 30% (from 135 to 94 SKUs), introduced new products in the “middle” and “economy” market segments (one of these SKUs gave 10% sales growth) 5. development and introduction of procedures regulating business processes between sales, logistics and production

About the Company: ООО «Eurobrand» - a company, which had its production facility in Saint-Petersburg and two trade houses in Saint-Petersburg and Moscow respectively. Total number of people employed was around 300. The company produced mayonnaise, sauces, ketchups and butter. Monthly turnover of the company was around 50 mln.rubles. Sales were mostly direct to supermarket chains of Saint-Petersburg and Moscow. Also the company specialized in production and sales of private labels. Private label sales were up to 50% of the company's sales. Responsibilities: * product portfolio optimization, new product development and launch, trade marks' repositioning • negotiations with major key retail chains for private label production, participation in tenders • negotiations with distributors, key accounts, agencies • negotiations with suppliers of raw materials • pricing and pricing policy control • sales analysis, forecasting and budgeting • sales force management • negotiations with major key retail chains for private label production, participation in tenders • negotiations with distributors, key accounts, agencies • negotiations with suppliers of raw materials • pricing and pricing policy control • sales analysis, forecasting and budgeting • sales force management * pricing and pricing policy control * private label project leadership Achievements: 1. 6 private label contracts signed (Real, 7th Continent, Victoria, Wester, Billa, Grossmart) 2. new pricing and discount policy introduction for regional distributors

About the Company: ZAО «Sibirsky Bereg» is one of the leading Russian snack companies. Total number of employees is around 5000 people, from whom 226 were subordinates, 2 of them were direct reports (directors of subsidiaries in Belarus and Ukraine). Products of the company are snacks from dry bread ТМ «Kirieshki», «Kompashki», «Bombaster», potato chips ТМ «FAN», dry seafood snacks ТМ «Beerka». Monthly turnover of the subsidiary in Ukraine was 25-30 mln. rubles, in Belarus – 13-18 mln.rubles. Sales in Belarus were 60% direct and 40% through distributors, in Ukraine through teams of exclusive sales reps on the basis of distributors. Distribution level in Belarus in 2005 was 89% (10% growth as compared to 2004), in Ukraine 48% (growth 50% as compared to 2004). Responsibilities: • audit of subsidiaries, problem solving of HR issues, organizational structure optimization • operational management of subsidiaries • logistics optimization (stocks and supply chain) to reduce delivery costs and write-offs • tender organization for transport companies and suppliers • sales planning, budgeting and spend control of subsidiaries • marketing activity development to increase subsidiaries’ sales volumes and distribution • negotiations with distributors, key accounts Achievements: 1. solved HR issues of the subsidiary in Ukraine (selected and employed 80% of top and middle level managers of the subsidiary) 2. sales growth in Belarus by 25%, in Ukraine by 47%. 3. supply chain optimization

About the Company: ZAO «Talosto» is one of the leading companies in Russia, ice-cream and prefabricated product producer. Total number of people employed is around 3000 people, 11 of them were my direct reports (10 city-managers and 1 sales analyst). The company produces pan cakes ТМ «Masteritsa», pelmeni ТМ «Sam Samych», «Bogatyrskiye», ice-cream ТМ «La Femme», «Golden ingot», «Oasis». Monthly turnover of the company in 2004 is 250 mln.rubles, from which sales of the Central Russia subsidiary were 40-44 mln. rubles (32 cities of Central and Povolzhsky Federal Districts). ZAO «Talosto» distributes its products through their own regional subsidiaries and official distributors. The subsidiaries are located in Moscow, Saint-Petersburg, Rostov-on-Don and Ekaterinburg. In these cities the company distributes directly to retail as well as through distributors. Responsibilies: * analysis of investment potential of regions, psrticipation in regional policy development * sales strategy development and implementation in accordance with distribution channels' peculiarities * project leadership while developing new commercial policy for the company * sales forecasting and business planning * department budget draft and spend control * negotiations with distributors, key accounts * regional sales department structure development * motivation system development for city managers, their management and training Acievements: 1. annual sales volume increase by 28-32% during 2 years 2. contracts with 9 new regional distributors (Tula, Vladimir, Nizhny Novgorod, Kazan, Ryazan, Bryansk, Cheboksary)

About the Company: “Ruyan” group of companies - a leader on the Russian market for insecticides and repellents, shoe care products. Total number of employees is around 300 people, from whom 30 were my subordinates (sales departments’ heads, regional sales reps and sales analyst). The company produces insecticides and repellents TM «Raptor», «Gardex», shoe care products ТМ «Salton», «Patisson». Monthly turnover of the company in 2002 was around 100-150 mln.rubles. The company sold its products in 2002-2003 through Trade House «Storitsa» in Moscow, which served all major flee markets of Russia (45% of sales) and distributors, which were controlled by regional sales reps and sold products to retail.(55% of sales). There were also direct sales in Moscow for shoe care products. Responsibilities: • new sales strategy development, which took into account specifics of two major channels of distribution: flee markets and modern trade • market potential analysis for insecticides, repellents and shoe care products, competition analysis • negotiations with major suppliers of products, key accounts and distributors • analysis of investment potential of regions, regional policy development • seasonality analysis to optimize product supply chain • product pricing and discount system development, control over its implementation • sales forecasting, business planning and budgeting, spend control • sales department reorganization • sales department management, training and motivation Achievements: 1. regional distribution department formation 2. signed 4 contracts with «Procter&Gamble» distributors 3. developed new discount system to coordinate two key channels of distribution and minimize price dumping between them

About the Company: ZAO Trade House «NMZHK» - a leader on the Russian market of yellow fats and mayonnaise. Total number of employees was around 5000 people, from which 300 were my subordinates, including supervisors and sales reps of exclusive teams. There were 7 direct reports (director of subsidiary in Moscow, head of direct sales department, head of B2B sales department, head of technical products sales department, head of customer service department, head of production planning department and sales analyst). The company produces mayonnaise ТМ «Ryaba», «Sdobri», margarines ТМ «Khozyayushka», spread butter ТМ «Kremlevskoye». Monthly turnover of the company in 2001-2002 was 50-60 mln.US dollars. Market share in mayonnaise production was 15%, in margarines 25%. ZAO Trade House «NMZHK» distributed its products in 2000-2002 through exclusive teams of sales reps on the basis of distributors in 30 major cities of Russia. In Moscow there was also direct sales department, which worked with all major hyper and supermarket chains. Responsibilities: • sales and profit targets’ achievement for all company products • sales and distribution on the assigned territory • negotiations with major suppliers, distributors, key accounts • tender organization • participation in the company’s strategy development, its implementation • analysis of investment potential of regions, regional policy development, target markets identification • product portfolio effectiveness and profitability analysis, its optimization • pricing and discount policy development, control over implementation • debt control, sales forecasting, business planning and budgeting, spend control • business processes’ development to lower delivery costs and production expenses • coordination of logistics, production and sales • new product development, its launch on the market • sales structure reorganization • sales force employment, training, motivation Achievements: 1. Sales and profit targer achievement 2. Sales structure reorganization (direct sales and distribution built in 30 major cities)

About the Company: «Pepsi-Cola General Bottlers» is a soft drink company, which was the biggest bottler of “Pepsi-Cola” company in the USA and Eastern Europe. Total number of employees in Europe was around 3500 people, from whom 7 people were my direct reports. The company produced “Pepsi-Cola” soft drinks and 100% natural juices ТМ «Jeden». Direct sales were 65% of turnover, 35% of sales were through distributors. Responsibilities: • soft drink and natural juice market and competition analysis in Poland, Baltic States, Belarus and North-West of Russia • product portfolio optimization, participation in new product development projects • search for and negotiation with potential suppliers about distribution of their products (Siegrams, Holsten, Jeden) • marketing activities and promotion development in all channels of distribution • project efficiency assessment and execution • retail audits and correctional plan development, trade census • sales forecasting, business-planning, budgeting and spend control • recommendations’ development for distribution optimization • project leadership Achievements: 1. distribution optimization in Kaliningrad 2. project development for Belarus

About the Company: «Coca-Cola Inchcape Nizhny Novgorod» - a soft drink company, bottler of the “Coca-Cola” company. Total number of employees in Russia was around 2500 people, in Nizhny Novgorod 600, 75 of them were my subordinates (sales department, marketing department, warehouse, delivery department and subsidiary in Kazan). Sales volume in 1997 was 3 mln.unit cases (equals 16,3 mln.litres). Sales were executed directly (75%) and through van-selling (25%). Responsibilities: • implementation of the “Colca-Cola” marketing strategy on the assigned territory, local promotions • sales and distribution on the assigned terrtory (through distributors, wholesale, direct presell and van-selling) • sales analysis, forecasting, business planning, budget spend control • debt and receivables control • tender organization for marketing and advertising activities, efficiency and cost analysis • negotiations with partners (advertising, marketing agencies, contractors from construction, engineering companies and equipment suppliers) • sales force emplyment, motivation and training • retail audits • negotiations with key accounts and distributors Achievements: 1. direct distribution system built from scratch on the territory with 11mln. people population (Nizhny Novgorod, Mordovia, Chuvashia, Mari-El, Tatarstan) 2. effective team building (selected and employed all personnel besides financial department) 3. market share achieved - 45-50% 4. sales target achievement