Experience

European Medical Center

• Russian Federation
• Medical Practices
• 1 - 100 Employee

• Chief Commercial Officer (CCO)

  • Feb 2020 - Present

  Trade policy management and creation of new sales channels (SK, ISK, OMS) Reorganization of the management and structure of the Commercial Service • Telesales (upsale, retention, unrealized estimates) • Corporate sales (Pobeda, PWC), agent network (over 400), clinics (JSC Medicine, K + 31, Ilyinskaya) • Partner programs (Bioniq, Senteo, McKinsey) • Creation of the MFC and the Center for Client Communications (SL 95%, RLCR 0.1) • Product-platform principle (over 100 new services, 360 - Transformation of service of therapeutic departments, Health plans) • Expansion of the line of diagnostic tests and equipment (subcontracting, rent) • Matrix of remote services and services (Here, You, Remotely) • Mobile application, new website, external devices (Tyto) • First line of contact points, transformation of service departments • Automation of internal processes, OMIS and CRM • Financial services ( crediting, self-write-off, pre-activation) • Automation of processing of client requests and targeted communications • Conciliation commissions, accounts receivable - 0% • A line of complex products and services, autorecommendations for doctors and clients • Unified rehabilitation space • JCI Participation in preparing the company for the IPO



2 Берега

• Restaurants
• 1 - 100 Employee

• Managing Director

  • Jul 2015 - Feb 2020

  Doubling of Revenue in 3 years, over RUB 3 billion • Opening 15 regions and bringing the company to the international market, over 3000 employees • Automation and increase in productivity of more than 100 production facilities in Russia and abroad • Design and opening of St. 1000 m2 • Uberization of production and customer logistics, achieving maximum utilization of the logistics resource, including at the expense of commercial customers, St. 2000 couriers Creation of: IT product (application for couriers, tracking for users, an interface for managing a resource by a group of logisticians, an analytical base, a section for internal raw materials logistics and inter-production), delivery service standards, KPIs for managing management and couriers, algorithms and scenarios for processing complaints on service • Reaching the indicator of 5 million delivered orders per year, TOP-6 in Russia • Reaching the indicator of 5 million delivered orders per year, TOP-6 in Russia • Algorithmization of the territorial assignment of the contractor and the consolidation of orders into groups, the introduction of ratings and improving the quality of the basic product for the core business. Using a courier service to deliver orders from partners: Business lines, Ozon, Pony, DPD, Yulmart, UPS. Integration with partner platforms. Increased utilization of our own logistics resource. • Increase in the number of permanent delivery personnel up to 2000 people. Reducing logistics costs at P&L from 23% to 12%. • Creation of more than 7 mobile applications and 5 sites for working with internal and external users in 2 years, building algorithms for working with BigData, models for forecasting local demand Implementation of quality standards and customer service, building loyalty programs and automation of solutions for customer calls, Active Base> 3.5 million • Creation and launch of new brands on the market (FoodTaxi, DeliveryHub, SundayFamily, WiseBox.ro), attracting investors



Юлмарт ulmart.ru

• Russian Federation
• Retail
• 200 - 300 Employee

• Commercial Director of Russia, Member of the Board of the Company

  • Jun 2010 - Jun 2015

  • Created the Department of services, Sales Department • Services and facilities - EBITDA 2013 \ 2012 + 800% = 220 million rub • Revenue 1 billion $ • Dozens of new services and customer services, warranty and repair • Management of assortment filling and corporate product matrix • Regional marketing • Own brands • Sales growth of B2B + 44%, B2G + 100%, C2C + 210% Participation in preparing the company for the IPO • Created the Department of services, Sales Department • Services and facilities - EBITDA 2013 \ 2012 + 800% = 220 million rub • Revenue 1 billion $ • Dozens of new services and customer services, warranty and repair • Management of assortment filling and corporate product matrix • Regional marketing • Own brands • Sales growth of B2B + 44%, B2G + 100%, C2C + 210% Participation in preparing the company for the IPO



VEON

• Netherlands
• Telecommunications
• 700 & Above Employee

• Regional Director in Business

  • Jun 2008 - May 2010

  • Management of regional trade policy, the model of competition of selling Sim Cards, FTTB, RBB• Project work " sales channels protected from competition", strategic agreements with dealers• Building a regional network of Exclusive sales, development and maintenance services. Extension of payment networks, methods of payment and places of payment• Institute of Regional specialists.• Commercial KPIs, Revenue Analysis• Managing Sales Acquisition Cost & Customer Retention Cost (Loyalty programs dealers & Subs)• Revenue NWR + 19%, Active Base NWR 1M + 18,8%.

• Commercial Director

  • Jun 2006 - Jun 2008

  • The reorganization of the internal structure of commercial service, building sales of foreign trade network, the organization and its own exclusive network of sales and service offices, staging the work of the Corporate Department, Marketing and Advertising, PR-service• Management of media strategy, product creation, promotion offers, market analysis, the search for opportunities for the development and implementation in close cooperation of all departments• Creation of the wave theory of the life cycle of the rate proposal and its implementation in the media strategy, planning of the product department and marketing service • Project "Managed sales. Grocery mixed. "Increasing the share of high operations. 2006• Project «Sales Force». Approach to the organization of the sales department, the methodology, tools, implementation. 2007• Project "Alternative sales channels." The creation of new distribution channels, the share in the sales structure >50% 2008• Press conferences, interviews, hotlines, press lunches, comments.• Purchasing equipment for own sales network, warranty and repairLeadership in sales in St. Petersburg among mobile operators 2006-2008. Achieving the highest level of sales in the history of the branch, with a significant level of market saturation. The creator of a number of alternative sales channels. Revenue SBb + 80%, Active Base SPb 1M + 28%, MS + 9%



Home Credit Russia

• Russian Federation
• Banking
• 500 - 600 Employee

• Regional Director

  • Jun 2004 - Jun 2006

  • 1 500 employees, St. Petersburg, Karelia, Murmansk, Pskov, V. Novgorod, Arkhangelsk, Severodvinsk, Vologda, Cherepovets, Kaliningrad. • Opening 8 missions from scratch, recruitment and business organization, preparation and execution of sales plans and budget model, Strategy Development • Ensuring interaction of the branch with the government, outside organizations and citizens. Attraction to cooperation with state, public and commercial organizations, foundations. • Development and participation in the development of commercial documents of the Bank regulating the activities of the consumer credit market, the creation of products, adaptation of credit conditions, pricing, risk analysis • Analysis of commercial documents, projects, schemes of sales of products using consumer loans and issue opinions on them. Work with legal entities, business partners lending, investment projects • Organization of technology and regulation activities of providing banking services consumer lending partners • Market Share about 27% from scratch



WeMaTec

• Saint Petersburg, Russian Federation

• Commercial Director

  • Jun 2003 - Jun 2004

  • 13 divisions and departments, 150 employees, 10 000 products • Strategy development; pricing, discounts and discount cards, payroll services; inventory optimization, organizational structures and in-house processes • Purchases (FEA), logistics, trade halls, contracts, branches, regions, sales, key partners, marketing, service center staff • Strategic and operational management of the Commercial Department (purchasing, sales, marketing); development, implementation and monitoring of business strategy; business planning and budgeting, business, forecasting of purchase, sales and key financial indicators, monitoring executionof plans; management of purchase, the definition of assortment and pricing policy, negotiating with foreign suppliers and manufacturers, obtaining marketing and advertising budgets from suppliers; Retail Sales Management, the construction of the retail network, improvement of the efficiency of retail outlets; control of movement of goods, participation in international exhibitions (Intertraffic Amsterdam, Drupa Düsseldorf).



PepsiCo

• United States
• Food and Beverage Services
• 700 & Above Employee

• The head of a direction on development of the market

  • May 2002 - Jun 2003

  Member of the team «Best of PBG International», contracts "Grand Hotel Europe", "Astoria", the Kremlin, the Smolny, «SPb-Open». Evian, Adrenalin Rush, Gatorade Member of the team «Best of PBG International», contracts "Grand Hotel Europe", "Astoria", the Kremlin, the Smolny, «SPb-Open». Evian, Adrenalin Rush, Gatorade