Experience

Kettler Polska Sp. z o.o.
• Poland
• Sporting Goods Manufacturing
• 1 - 100 Employee
• COO

  • Jun 2022 - Present


TOV NFM Ukraine (part of NFM Group)

• Director

  • Aug 2017 - Present

  Overseeing all operation of the plant (over 100 people) - production, purchasing, HR, outsourcing, logistics, financial (Capex and Opex preparation). Led company from losses to profitability: operating profitability increased from -2.43% (loss) to + 11.8% (profit) • Increased efficiency of the internal production line by over 200% in the first year due to the optimization of production and effective management (Lean Management) • Automated production processes (managed the purchase of AMSs), introduced changes towards the standardization of product elements in cooperation with the R&D department • Implemented a quality management system and successfully led the company through the ISO9001 certification • • Created a new production line in a different location (including the purchase of necessary equipment), implemented a new technology of fusing garment, which allowed to increase the turnover of internal production by 30% • Found a new location for the construction of the plant, conducted all negotiations with the landlord. Together with the architectural office, created a plan for a new plant, including the layout of machines in the production room. • Introduced a transparent incentive system based on KPIs, motivating employees to increase efficiency while taking care of quality (Kaizen) • • Improved customs documentation, which made it possible to eliminate the duty payment for importing pouches from Ukraine to Poland (saving at least 300,000 EUR) • Tripled turnover in outsourcing production due to optimal planning and business negotiations. Implemented specific procedures for producers sourcing which made possible reducing the number of coordinators and technologists on the part of NFM, which allowed to increase the outsourcing activity margin by 25% Show less



Intercoat Nederland BV

• General Manager Polish Department

  • Oct 2013 - Aug 2017

  Managed the process of business transformation and transfer of production activity from Poland to Macedonia and Ukraine • Implemented the inventory valuation and depreciation system and created transfer pricing documentation; in this regard, I cooperated with an auditing company • Increased sales on the Polish market by 150% by looking for new contractors and understanding customer needs, as well as influencing the creation of collections and model construction • Sourced for foreign sub-producers, negotiated contracts; controlled the quality; coordinated all operations • Managed collection preparation (leading the group of pattern makers and sewers; 2 collections per year) • Managed the process of selling, contacts with customers and the pricing policy • Handled administrative and financial activities, including invoicing, controlling settlements • Implemented cost controlling, budgeting and financial reporting for the company's Management Board in English Show less



Foreign Enterprise "Caroline"

• CEO

  • May 1993 - Aug 2013

  DIRECTOR OF OPERATIONS, GENERAL MANAGER AND CHIEF EXECUTIVE OFFICER Start-up and operations • Launched company operations in Brest, Belarus. At time of launch responsibilities included negotiations with local authorities, identification and lease negotiation of manufacturing side, sourcing machinery, hiring staff and setting up logistics operations • Built additional capacity by placing orders in the Ukraine and in Belarus; controlled quality, managed critical path and costings • Held ongoing responsibility for sampling department, production planning, quality assurance, and CMT (Cut-Made-Transport) price calculation Growth and business development • As a part of the transition took on business development responsibilities and in 3 months signed 12 contracts securing 100% utilization, including both European and local contracts • Developed a collection for the local market, priced and marketed successfully in Russia and Belarus from styling through purchase of fabric and trimmings to price calculations, marketing plans and sales • Human resources management • Conducted interviews and hired all staff, including leadership team, factory team leaders, and factory floor employees • Developed flexible salary system based on KPIs considering economic uncertainty (inflation of upwards of 200% and currency devaluation) Sales management • Created own apparel brand and managed sales in own shops (3) and through retailers in Belarus and Russia • Developed sales of R&D and CMT service in West Europe and Russia Shareholder and investor management • Transitioned ownership from original shareholders to “The Line” (2004) and to second ownership structure (2012) • Managed sale of the business to a Russian corporation, including transition of ownership of company assets, and initial integration into parent company Show less