- Modified the procedure of market analysis and new business opportunities identification by implementing new tools- Internet resources (like https://ru.investinrussia.com), partnerships with professional associations (like Confindustria, AmCham, Association of Industrial Parks of Russia) - Participated for 27 events and business missions, which gave around 300 new contacts of the representatives of foreign companies, considering localization in Russia or modernization of their existing facilities, as well as Russian manufacturers and people in Regional Governments, who responsible for investment projects in industrial construction Initiated the creation of an effective EWS (Early Warning System)- the tool which enables to get the information about new investment projects, which require design and engineering services, as early as possible prior to the publication of the information about those projects in media. - Arranged 17 meetings with prospects to negotiate the details of possible deals in presence of Technical Director - Prepared 8 Commercial Offers together with Technical Director in price range between 150 000 and 4 000 000 Euros.

- Initiated a project to create a Park of Gardens in Borovsky district of Kaluga region, which will give the company a long-term competitive advantage on the landscape market. - Attracted a strategic partner-ETNOMIR, which allowed to find a land plot of 25 Hectares for the construction of the Park and get the first investment to finalize the concept of the Park. - Attracted 5 world-class landscape architects to work on the Park area of the project.

Responsible for attracting new partners for the TV- channel and producing company.

Accountable for heliports network development across Russia, new business opportunities investigation, regular market research and partner training programs. Two direct reports and total department staff of 7 persons. KEY ACHIEVEMENTS - Designed and developed the model of the typical heliport, which allowed implementing the unified standard of Aerosouz brand and business model representation. - Adopted the regional partnership model, which attracts better quality prospects. - Opened 3 new heliports, which increased the total revenue for 14%.

Accountable for dealer network development, dealer trainings program and special projects in the area. KEY ACHIEVEMENTS - Adopted and tested Global Dealer Appointment Process to the local conditions, which ensures the attraction of more qualitative and financially strong dealers. - Appointed 6 new dealers in CIS (Moscow, Baku, Almaty, Ekaterinburg, Minsk and Irkutsk), which provided the incremental sales growth for the total region as of 56% for 2012. - Initiated and implemented Visual Merchandising project in 2012, which brought the dealers’ showrooms look to a new professional level and ensured at least 17% incremental PAM (parts, accessories, general merchandise) retail sales at participating dealers. - Initiated and implemented the dealers instructor- led commercial trainings in Russian through the selected training provider

KEY ACHIEVEMENTS - Worked out and implemented the new system of BRP distributor activity management by setting 3 year objectives and market development fund allocation together with a new dealer network development program, which ensured 34 % sales growth for the first year of implementation. - Appointed 7 more distributors in CIS republics (Byelorussia, Kazakhstan, Latvia, Lithuania, Armenia, Azerbaijan, Moldova) in addition to Russia and Ukraine, which gave sales growth for the total region as of 38% for 2007. Key responsibilities: Reporting to Sales Director for CEE. Accountable for one direct report and 10 distributors on 9 CIS markets. - Co- ordination of the sales/ marketing activity, dealers network development, merchandising and promotional activity, implementing by distributors on the territory of CIS. - Perspective sales forecasting and budget allocations submission. - Projects management. - Development and maintaining of a close working relationship with distributors.

KEY ACHIEVEMENTS - Worked out and implemented the new headcount structure and procedures for AVALON, which ensured an optimization of business processes, increase total sales volume for 26% versus year 2002 and additional cost savings. Key responsibilities: Reporting to shareholders. Accountable for 6 direct reports and total staff of 137. - Increasing capitalisation of the Company by implementing changes in the structure, prescribing procedures and finding additional opportunities to boost sales and save costs.

KEY ACHIEVEMENTS - Increased Saint Springs regional sales volume from 23 mill. to 32 mill. liters per year with an overall effect of gross sales increasing for 28% per year. - Initiated and implemented, within five months from the date of posting, a country- wide branch distribution/ reporting system with monthly objectives and performance evaluation of sales force and distributors. Key responsibilities: Reporting to General Director. Accountable for 6 direct reports and total staff of 347. - Co- ordination of the sales/ marketing, merchandising and promotional activity in 13 regional offices including implementation of a distribution driven, unified direct sales program/reporting. - Distributor management/ market information procurement, strategic planning, budgeting and ultimately achieving an annual sales volume of 44 mill. liters with General Management Cost of $2,000,000, Direct Marketing Cost of $540,000, Net Sales Revenue of $7,000,000. - Development and maintaining of a close working relationship to influence functional heads of Finance, Marketing and Logistics.

KEY ACHIEVEMENTS - Successfully implemented a direct sales program as well as numerous consumer promotions, which secured 85%+ retail distribution figures for Rothmans focus brands. This resulted in a 5% over- achievement of challenging (post crisis) annual regional volume objectives during a period of significant economic decline. - Timely/cost effective relocation and re- organization of the Urals/ North Volga market office with annual savings of $220,000 (a 15% saving on annual budget) Key responsibilities: - Managed and controlled volume by brand, by distributor - Managed and controlled DMC and GMC budgets - Implemented marketing initiatives - Controlled and improved performance of local distributors, affiliates and key accounts - Managed Human Resources (total headcount 29 people) - Developed and maintained close working relationships to influence functional heads of Finance, Marketing, Logistics and Human Resources