Experience

Auchan Retail Russia

• Russian Federation
• Retail
• 100 - 200 Employee

• Региональный директор

  • Jul 2019 - Present

  Management of financial and economic activities of hypermarkets, which are within the area of responsibilities: Moscow Krasnogorsk, Moscow Airpark, Ivanovo, Kostroma, Yaroslavl, Voronezh, Tambov, Ryazan, Orehovo-zuevo, Lipetsk, Vologda, Belgorod, Kaluga.• Achieved an increase in comparable sales:o Kostroma - 35% LFLo Belgorod - 3% LFLo Lipetsk - 7% LFLo Vladimir - 6% LFL• The introduction of "good practices" has reduced inventory losses by 15% across the hypermarket group;• High-quality work with online-line sales increased the share of turnover for these projects from 0.8% to 4.1%;• Performed the group's annual goals for operating expenses, personnel costs, and inventory losses.

• Директор гипермаркета

  • Apr 2019 - Jul 2020

  Director of the hypermarket Aviapark (total area of the trading hall 18,000 sq.m.)• Management of financial and economic activity of hypermarket Aviaparko Control of KPI (turnover, loss, efficiency of staff);o Develop and implement cost-optimization measureso development and implementation of activities to increase sales.• Management of the shopping center's inventory (38,000 items):o Control of the state of inventory (stock amount, rotation, seasonal fluctuations);• Hypermarket staff management (800 FTE):o Competitors prices and offers monitoring;o Promotions organizing.



X5 Group

• Russian Federation
• Retail
• 700 & Above Employee

• Региональный директор

  • Sep 2017 - Apr 2019

  Regional Office Management, including finance department, manufacturing department, rental department, local suppliers, quality control department, marketing department, chief engineer and security service.• Open issues identifying in operation process and following continues improvement ;• NPS increase from 47% to 60% due to strategy improvement;• Pricing system adjustment;• Rented areas strategy development and optimization;• Two hypermarkets reconstruction based on new company concept and strategy;• Management reporting flow optimization;• Strategy of retail areas development based on traffic analysis, purchasing preferences, purchasing power and competitive environment.



OOO "Huperglobus"

• Regional Manager

  • Jul 2014 - Jun 2017

  Management of hypermarkets in 5 regions with a total FTE numbers - 4000 FTEs (retail space 500,000 sq m. ), including four own productions with a total turnover of 150,000,000 rubles./month.• Start-up of two hypermarkets with a retail area in 10,000 sq m, 700 FTEs staff;• 70% of hired employees have remain to work in the company within 7 years.• Employment social program for people with disabilities creation and implementation, which led to a 10% reduction in the turnover of line staff• Increased NPS hypermarkets to 70%;• Market budget efficiency increased by targeting communication channels rearrangement;• Best practices implementation for efficiency improvement.

• Store manager

  • Sep 2007 - Jun 2014

  • Sales volume increased by 20% by adding local good on market shelf (57 million rubles./month. );• Increased employee productivity from 385 thousand rubles/FTE to 506 thousand rubles/FTE;• Reduced staff costs from 6.8% to 5.6%.• Reduced stock losses from 2.6% to 1.15%;• Reduced the turnover period of the stock by 15%;• The growth of hypermarket sales volume in 2013, 2014, 2015 was40% 25% 20%, respectively;• 40 million rubles saving per hypermarket by reduction of reconstruction period.• Increased NPS hypermarkets to 70%;• Hypermarket traffic increased by 5% by Hypermarket navigation improvement• Sales volume increased by 10% by product layout changes based on customer preferences analyses;• Outflow of buyers did not exceed 3-5 % after business establishment of main competitors (Lenta, Magnit X5) in close proximity



METRO/MAKRO

• Germany
• Wholesale
• 700 & Above Employee

• Store manager

  • Dec 2002 - Apr 2007

  • management of financial and business activities of hypermarket:- controlling all financial and business activities:• sales turnover, losses, working efficiency:• introduction of BART system (special program for making out schedules of work according to the projection of an optimum quantity of employees)• organization of annual inventories (planning and realization of gain in sales projects)• sales promotion projects for the demand promotion• optimization of an in-store display• management of stock-in-trade (20 000 product items) - controlling a performance to sales budget- controlling the quality of inventory level • management control:- cooperating with arms of government;- taking part in charity evens.• human resources management (300 employees):- controlling staff recruitment, assessment, development;- controlling labour discipline in hypermarket- organization of an assessment centre