• competitor analysis; • market analysis; • marketing and sales audit; • the development of marketing strategy for 2023; • marketing strategy implementettion; • SMM manager hunting, taking part in other vacancies candidates' interviews; • photoshooting organising; • content writing; • congratulating the clients on occasions; • creating of the company's personal page on hh.kz.

I had to sell franchise of training programs for medical staff by mobile phone + video calls (Skype, etc).

I had to sell training programs by Victor Lapin to realtors using mobile phone. I was dealing with leads who had reached us (90% of the work) and with leads who hadn't reached us (10% of the work). From the very beginning I was among top 3 sales managers out of 9 collegues. Then I became the best and got the right to deal with VIPs.

1. Restoration of two cafe-canteens after the pandemic: participation in recruiting personnel, sales analyses, developing promo and special offers, customer feedback analyses, huge amount of day-to-day tasks. 2. Participation in the launch of a ready-to-eat packs delivery service.

Research and stating of company positioning strategy, briefing web developers for a corporate website, supervising the whole process, filling the site with the content.

‘BMB’ was established in 1993 as a B2B company, and a marketer position appeared in 2018 only due to the necessity of B2C direction development. I was in charge of: - Increasing the number of B2C customers; - Market analytics; - Organization of company participation in medical exhibitions; - Creation of company’s web-sites, including copyrighting and leading SEO; - POSM. Achievement: under my leadership, the company’s main website, created in 1993, has obtained a modern appearance, usability and has risen in search results to the top positions, which has led to the systematic achievement of targets for the number of retail customers.

I was responsible for the rebranding process, for making web site content, also for advertisment. I chose proper free lancers - experienced specialists in SMM, copyrighting, video production, design, and photography. I was coordinating their work and leading the team to targeted results. I was also responsible for one-year marketing plan and for the implementation of marketing activities planned. And I analysed the result of each marketing activity we'd done.

As a team of 2 people - the Director and me as a Deputy Director - we launched fine dining business restaurant 'Investor'. It used to be a subsidiary of Moscow investment company 'Freedom Finance', and it had to function as a marketing channel of this company. My responsibilities before the opening were: control over the cash flows; organizing and quality control over building, renovation and design processes in the premises of the future rstaurant; looking for the best subcontructors and suppliers, then signing the contracts and controlling over the quality of their work; logistics; head hunting; accounting organization and control; purchasing the quipment and furniture (mostly from Moscow - during my business trips); getting the alcoholic license and all the permissions from medical, fire inspections, town council, etc. After the opening as a Director I was managing the development of a unique mobile application for 'Investor': a team of professionals from Saint-Petersburg were developing an application, where the guests of our restaurants may 'taste' the stock exchange with no risk for their personal savings - just virtually, but very close to the reality, they may buy stocks of world-wide known brands. At the same time I was approving the menu, setting the prices, controlling all the processes in the restaurant and especially the service quality; completing all marketing activities along with PR-manager, dealing with any kind of force-major. My marketing activities were: monitoring the competitors, producing outdoor, video and radio advertising, sponsoring relative radio broadcasts, partnership with financial events, catering, organizing interesting events for adults and children; web site creation; approving each and every publication (Facebook, Instagram); working out the guests' feedback.

Karl Johannesson, an owner of 'J'son & Partners' worldwide, in 2011-2013 used to work in Almaty, where we were organizing an annual international IT-conference 'Digital Communications Kazakhstan'. We were a team of 7-10 members. As a PR Manager I was responsible for media planning and control over the media plan implementation, video, audio, outdoor, and printing advertisement production, media partnership, contact with state agencies, conference catalogueproduction, Internet advertising, souvenirs production, etc. Starting from 2012 - Deputy Director. Key responsibilities: general leadership in the company, finance, staffing, project management,

Our company used to have 3 types of businesses: a dry cleaners network. Thai Spa, and LED lamps. My marketing respomsibilities were ditterent for each business. For 'Pyatnyshko' dry cleaners network they were: web site, online advertising, print advertisement, guerrilla marketing, direct marketing: phone calls, e-mails; surveys, analysis of the effectiveness of advertising channels including BTL, advertising design (modules for magazines, banners, flyers, business cards, brochures, and so on), prepress files (Corel Draw, Corel Photo Paint); development of discount and bonus systems for both 'Chaba Spa' and dry cleaners network; head hunting; procurement. For 'LED-Standard': analysis of the industry before launching the project; project development strategy, sales strategy; credit policy development. I was also responsible for participation in the International Exhibition 'KazBuild-2010' and for the preparation and participation in the 'Contest of Innovations' in the framework of 'KazBuild-2010'; printing products and advertisement production; web site, promo texts writing.

I was happy to participate in the process of rebranding when 'RBS' had purchased ABN AMRO Bank in Kazakhstan with all its obligations. My regular and new responsibilities were: printing marketing materials of the bank - info brochures, leaflets, etc., including desing, writing the texts, control over production, distribution and availability in all the branches and divisions of the Bank. E-mails and SMSs to clients; sending clients' monthly financial statements out, writing promo texts to accompany the statements; ATMs rebranding, promos, media advertisement. I also have a big piece of responsibility for the rebrandin process - we had a clear goal to finalize all the rebranding processes by July, 1, meaning that there must be no one logo of ABN AMRO in any division of the Bank and in any city of Kazakhstan. Logo of RBS should be everywhere instead! In addition to this, I had a task to brand the parking areas in the airport and in the biggest malls with RBS logo, make a wide-range outdoor advertisment, and create a nice video about the rebranding process.