- Managed the operational department of an agroholding, overseeing the following divisions: * Production Department (crop production across 5 clusters) * Engineering Service (maintenance and repair of machinery) * Animal Husbandry Department (dairy farming across 4 farms) * Grain Storage and Warehouse Department (7 elevators, warehouses) * Logistics and Dispatch Management Department (production and transport logistics, fleet management)- Developed strategy and led the implementation of operational development projects, shaping the operational direction of the company.- Built the organizational structure of the operational department and developed a KPI system to track performance.- Implemented operational planning, new management reporting systems, automated information flows, and optimized business processes to enhance efficiency.- Formed and developed a production team, introducing new methods such as soil analysis, optimal timing and agronomic control of operations, agronomic scouting, R&D, input resource control, and meteorological stations.- Changed agricultural production technologies to more effective, implemented a machinery renewal strategy, optimized spare parts management, reduced warehouse inventory, and lowered machinery maintenance costs. Transitioned away from using hired machinery (except of harvesting).- Developed and implemented a strategy for the infrastructure development of agricultural enterprises, managing projects. Organized the repair and reconstruction of elevators and preparation for seasonal operations, including generator supply. Led the sale of non-liquid assets and reduced costs for maintaining infrastructure facilities.- Provided leadership and developed the team, fostering a high-performance culture.

- Conducted organizational audits for companies, identifying areas for improvement and offering strategic recommendations.- Provided consulting services on increasing operational efficiency, designing productive organizational structures, and implementing management reporting systems to monitor performance.- Developed employee motivation systems to enhance productivity and engagement across various sectors.- Areas of consulting expertise include: equipment manufacturing, mineral fertilizer trade, textile production, brick manufacturing and sales, IT, hospitality (HoReCa), logistics, agriculture, and the production and distribution of personal protective equipment (PPE).

- Managed and organized operations for an agricultural enterprise with a 20,000-hectare land bank, implementing new principles and values that improved the efficiency of all business processes.- Increased machinery productivity, minimized machinery downtime, and introduced new systems to monitor machinery performance in the field, including video surveillance.- Optimal aligning all agricultural operations with seasonal requirements.- Established productive cooperation with local communities and government authorities, fostering positive relationships and collaboration.- Reorganized the land and social department. Conducted a comprehensive audit of the land bank. Identified and addressed key issues, streamlined land exchanges with competitors, and renegotiated over 70% of land lease agreements until 2036.- Improved reporting on key business processes, automating reporting on resource and fuel usage to enhance decision-making.- Introduced a team-based approach to work, implementing a task management system across the enterprise, and reorganized the approach to meetings for better coordination and efficiency.- Developed and implemented a strategy for infrastructure development, introduced project management principles, and improved working conditions.

- Led projects focused on optimizing and automating the tracking and usage of fuel and resources from warehouse to fields.- Developed and coordinated a training program for agrokebety.com at an agricultural university, teaching time management, management principles, and methodologies such as Adizes and the Theory of Constraints.- Managed projects to optimize and automate the waybills for all types of machinery, ensuring 100% automatic generation of primary documents without paper and streamlining support staff numbers.- Led a comprehensive review of all business processes within the company, optimizing the organizational structure and reducing headcount. Achieved a target of 14 employees per 1,000 hectares, and developed a model for reducing it to 9 employees per 1,000 hectares.- Reduced the number of auxiliary machinery, such as decreasing the fleet of small tractors from 150 to 80 within a year.- Played a leading role in training management staff at MIM, conducting benchmarking with other agricultural holdings through AgroHub, and other key initiatives.

- Led the restructuring of the production and transport logistics department for a large agricultural holding, improving efficiency and building one of the company’s most productive teams.- Increased the productivity of agricultural operations without adding staff, contributing to the most efficient harvest in 2018.- Enhanced communication between the logistics department and other divisions, fostering better collaboration across the company.- Introduced an operational reporting system, providing senior management with accurate, daily updates on fieldwork progress to support timely decision-making.- Automated the tracking of key field operations, eliminating paper-based waybills, and streamlined the process of contract and completion management for transport services.- Developed a new medium-term planning system (operating plans), built a model for planning investments in crop production, and implemented an updated model for harvest planning.- Led the implementation of multiple technical projects, including new software for vehicle monitoring, driver identification, and equipment status tracking, as well as upgrading fuel level and GPS monitoring sensors.- Actively contributed to the implementation of NFC technology to track grain movement from fields to elevators, and introduced a speed control procedure, enhancing operational control and efficiency.

- Managed crisis recovery for an agricultural enterprise with a 10,000-hectare land bank and a team of 150 employees.- Successfully restructured the enterprise and optimized key business processes to enhance efficiency.- Boosted overall productivity, ensuring sustainable growth and operational stability.

- Optimized key business processes (harvesting, sowing, logistics, railway operations), developing planning, monitoring, and control systems that significantly boosted productivity.- Implemented management reporting systems for "Crop Production," "Logistics," and "Elevators," enhancing transparency and operational control across the organization.- Led and collaborated on projects in business process automation, strategic planning, and investment planning, working closely with external consulting firms.

- Led enterprise restructuring, driving efficiency and operational improvements.- Optimized all business processes, enhancing overall performance and profitability.- Successfully turned the enterprise around, shifting from UAH 1.2 million in losses to UAH 3 million in annual net profit.- Achieved annual savings of over $1 million through logistics optimization initiatives.

- Implemented a management reporting and control system, identifying and reducing unreasonable expenses.- Optimized and automated business processes through key improvement projects.- Analyzed and enhanced departmental performance, driving efficiency and productivity.- Contributed to the development of the company's 2009–2015 strategic business plan.

- Prepared detailed reports for board members, supporting decision-making processes.- Contributed to the strategic planning process for 2008–2009, aligning goals with organizational priorities.- Conducted various analytical tasks, providing insights to drive business improvements.