o Report to CEO of Holding [20 000 employees, 70+ companies, 3B$ T/O, TOP-100 in Russia].o Non-ferrous metallurgy, electrotechnics, cables, oil service, scrap metals, logistics, trading, sport.o Managing 2B$ purchasing T/O and a team of 250 people.o Consolidating purchasing activities of 70 companies into a 3 level purchasing structure (Holding->Division->Company) with delegation of authorities and common process & strategy approach.o Digitalization of purchasing, reporting and decision-making process, BI system introduction.o Commodities' strategy implementation.o Purchasing economic performance methodology and KPI implementation.o Introduction of AI elements into purchasing process and analytics.o Implementation of cross-functional and cross-companies cooperation, MoB process, common tenders.

o Report to CEO.o P&L responsibility for the whole line-up, 2B€ revenues management.o Revival of a historic automotive Russian brand Moskvich and its production launch on ex Renault Russia plant.o Building EV line-up for Moskvich brand.o Negotiating strategic partnership with EV OEMs and EV battery producers.o Defining product requirements for a new EV platform.o Putting in place DKD & CKD assembly along with partner OEM.o Business plan building for new potential businesses: Special Vehicles, Connected Services, EV charging stations, EV Battery Leasing, Cooperations with IT and hardware companies, autonomous driving.o Ambition – to create a new Russian EV producer becoming market leader. o Result: Successful launch of 2 Moskvich models: Moskvich 3 and Moskvich 3E (EV) in a record short time – 6 months.

o Report to Vice-President for International Programs.o New car launch from market study till implementation in serial production with 1B€ revenues & 500M€ CAPEX/OPEX budget.o Leadership of marketing, product, engineering, design, quality, manufacturing, purchasing, logistics and finance to deliver competitive and profitable car on the market in time.o Technical/design proposals arbitration based on cost/value ratio and competitors’ analysis.o Responsible for: Consolidated Operating Profit / Marginal Profit / Market Share and quality.o Management of Limited Editions / New Model Years / Facelifts.o Result: One of the best Marginal Profit in the Groupe: 30,7% and 66M€ CAPEX/OPEX saving.

o 50 subordinates / 600+ M€ T/O / 7000 parts / 4-plants / 4-brands / 30-cars. o Interior/Cockpit/Exterior/Safety/Seats/Fasteners commodities managemento Supply base consolidation per commodity/technology/location, long term strategy building, tenders, and economic performance management.o Suppliers’ financial and quality risk management.o M&A/JV/TA organization between global and local suppliers. Greenfields/Brownfields follow-up.o Deep cost structure analysis and benchmarking with the best-in-class world practices.o 30M€ saving thanks to commercial negotiations, technical optimization, and suppliers’ panel consolidation 130->70.

o Cross-functional task force team creation from scratch to enhance localisation in Russia => 8M€/y saving.o Export Russian auto components to foreign Alliance plants 6=>29M€ export T/O in 2016.o Vice-Chairman of the Board of Automotive Localization Council at Russian Engineering Union.o Board member of Samara Automotive Cluster.o Negotiations with government on financial support for localization/export activities (SPIC/Decree).o Leadership of transversal working group for unification of components/RM/technologies with other local OEMs.o Automotive Localization Strategy 2025 development with McKinsey for Ministry of Industry.

o Location: Romania, Bucharest (expatriated to Romania for 2 years).o Report to Purchasing Directoro Sourcing/development/pre-production activities for LADA X-RAYo Quality Cost Delivery targets insurance.o Sourcing Plan preparation.o Suppliers’ nomination, part price, R&D, tooling and modifications cost follow-up.o Design to Cost management (parts design within allocated budget): >8M€ saving on T/O.Coordination of work between Avtovaz and Renaulto Joint Alliance Sourcing Committee management at Executive Purchasing Vice-President level Renault and AVTOVAZ.o Unification of existing standards and procedures of two companies within purchasing.o Problem solving and work coordination for purchasing activities.o Challenging planning management in extremely complex environment with 2 companies working according to different standards.

Management of 4 projects (Renault Logan, Sandero, Duster, Nissan Terrano) o Sourcing plan preparation and suppliers’ nomination follow-up.o Quality/Cost/Delivery management for projects under responsibility.Transversal activity “Monozukuri” (Total Delivery Cost reduction) o Lean production implementation. 1,6MEur saving reached in 2012.Suppliers’ Production Capacity Managemento Successful production capacities increase from 80 to 200kveh/year at Moscow plant.o Multisite production capacity management: 3 brands/2 plants/5 cars/40 suppliers.o Implementation of IT system for suppliers’ production capacity management in Renault Russia.o 1,2M€ saving reached by returnable packaging and suppliers’ production optimization.

o Creation of a new position in Renault Russia. o Establishment of new procedures, job split, reporting and KPIs. Management of 3 projects: Logan, Sandero and Dustero Successful launching of Logan phase 2, Sandero and Duster.

o Interior/exterior/cockpit buyer with 12M€ T/O.o International tooling contracts preparation including customs clearance procedures. o Teamwork with different departments: engineering, logistics, quality, customs, finance and legal.o Achieved result: -6% price reduction = 0,7M€ saving on T/O.

o Assembling and control of different lighting systems for hospitals, metro, train stations and airports

o Design of electronic devices based on microcontrollers (Atmel, Microchip).o Tracing of printed circuit boards, welding and MCs programming.http://pulsarnpp.ru