- led a team of 25 people responsible for finance business partnering, budgeting & forecasting, cash, working capital and credit management, local accounting & tax, IFRS reporting, treasury, risk and internal control management, audit preparation, insurance, and Information Technology in Russia, Ukraine, and Belarus- improved Gross Profit by 3 percentage points by pricing policy optimization, product and customer portfolio management, focusing on profit generating promo campaigns, and rigorous production & logistics cost control- kept overdues at 3% of total receivables via thorough customer credit assessment, strict order release processes, and redesigning sales force motivation scheme to reward timely collection- implemented a new budget & forecast model that increased P&L forecast reliability, provided for easy calculation of multiple business scenarios and clear revenue & cost driver analysis per product group and distribution channel- introduced automated tools for contract (re-)negotiation, promo campaign and tender offer profitability calculation- prepared FrieslandCampina Russia for acquisition by Ehrmann SE including business case preparation, company valuation, due diligence and transition service agreements- managed business operations of FrieslandCampina in Russia & CIS for 3 months in the absence of Managing Director until the company was handed over to Ehrmann SE

- led a team of 50 people responsible for finance business partnering, planning & control, credit management, local accounting & tax management, IFRS reporting, treasury, and financial compliance in Russia, Ukraine and Kazakhstan- structured weather guarantee, crop commodity price guarantee, and bank promissory note commercial offers, which generated more than 30% incremental sales for participating customers- redesigned contractual and operational set-up to stimulate distributor sales rather than distributor purchases- maintained credit management system to keep bad debt write-offs in Russia within 1% of sales despite large number of high risk customers- coordinated integration of Maribo sugar beet business in Russia- coordinated divestment of Syngenta sugar beet business to DLF and structured 1 year sugar-beet distribution deal post divestment- developed finance operating model for the newly built production facility- structured a price undertaking agreement with Eurasian Economic Commission to avoid imposition of 27.5% anti-dumping duties on Syngenta herbicides imported from European Union- secured 0.2 mln US$ (30%) overall saving via outsourcing finance operations in Russia, Ukraine, and Kazakhstan to Poland and India and subsequently moving to service delivery center in Omsk, Russia- released 12 mln US$ cash flow by proactive management of Corporate Income Tax and Value Added Tax prepayment balances- implemented SAP based Procure-To-Pay and Travel & Expense management systems in Russia- co-led development & implementation of the Compliance Framework for Russia and CIS (15 essential compliance risk mitigation policies)- achieved “basically controlled” internal audit ratings in Russia and Ukraine for 7 consecutive years

- led a team of 30 people responsible for finance business partnering, planning & control, local accounting & tax management, IFRS reporting, credit control, treasury, and procurement- implemented cost management strategy to generate 6.5 mln US$ (11.4%) operational expense saving vs budget in 2010- revised commercial policy to achieve 4.8 mln US$ (5.3%) working capital reduction over 2010- redesigned financial policies and procedures to provide for implementing Russia & CIS finance shared service center- set up new healthcare professional interaction procedures to simplify personal income filing requirements for healthcare professionals- optimized finance business partnering, planning & control organization size by 45% maintaining required service levels and business controls

- led a team of 30 people responsible for financial planning & control, accounting, purchasing, distribution & logistics, IT and office administration in Ukraine and CIS countries (Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Tajikistan, Turkmenistan, Uzbekistan)- integrated Organon operations in Ukraine and CIS among the very first local companies of Schering-Plough- consolidated financial planning & control, accounting, purchasing, distribution & logistics, and IT functions to form a regional management hub for Ukraine and CIS- set up management information reporting system for CIS markets on country / brand level- developed local currency devaluation compensation for distributors in Ukraine to stabilize in-market prices and ensure product availability- performed Q2 2008 financial closing of Organon legal entity and representative office in Russia

- supervised financial planning and controlling activities in 6 head-office departments and 28 local companies (250+ mln US$ project and organizational budget, 640+ employees)- achieved 2.3 mln US$ (2%) saving in organizational cost submission vs. budget target 2008 (the only R&D sector with a saving)- implemented cost forecasting and follow-up tool for clinical studies- redesigned monthly and quarterly performance and latest estimate reports in a financial analysis oriented and user friendly format- developed automated revenue vs. cost analysis tool for global marketing and sales operations

- managed 7 people (including 2 department heads)- 8 licensing / co-promotion deals analyzed, structured and presented for approval by management- aligned distribution and pricing policies in Russia, Ukraine, Belarus and Kazakhstan- implemented global demand planning system and revenue forecasting tool for Russia, Ukraine, Belarus and Kazakhstan- kept trade receivables at 45 days (#2 ranking among international pharmaceutical manufacturers in Russia), no bad debts since 2001- established exchange of distributor credit and sales information through Association of International Pharmaceutical Manufacturers- rationalized portfolio of Organon trademarks and domain names in Russia, Ukraine, Belarus and Kazakhstan- coordinated implementation of non-state corporate pension plan- performed 1st signature duties in the absence of GM and FD

- managed 6 people- performed complete restructuring of distribution system from representative office to local company- achieved 17.8 mln US$ NPV (4% of sales) saving in customs duties and VAT by transfer price implementation- set up and licensed new bonded warehouse and new warehouse for imported products- implemented BPCS and SCALA ERP systems