Podarking is a Russian company producing merchandise and souvenirs (B2B). Due to the relocation of key customers to Europe, it was necessary to open a garment production facility. — started a garment production in a new jurisdiction with no local language skills from scratch in 3 weeks: business plan, P&L, cashflow accounting forms; — built processes that allowed the business to grow from 0 to 30,000 euros per month by the third month of operation; — built processes for standard and non-standard orders, built recruitment and selection processes, processes for working with suppliers; — developed job descriptions and reporting system for all personnel; — increased the production speed of a standard order from 3 weeks to 3 days: revenue per employee increased from 2,200 euros to 13,200 euros in 4 months; — increased production speed by 75%; — increased production capacity from 200 products per month to 4,000 products per month in the first 6 months of operation.

Koftyonyshi is a clothing brand sold through the D2C model.I have built a clothing brand, built a product line from scratch (150 SKUs and 2500 color-sizes) that went on sales from 0 to 250M rubles per year: market analysis, formed a business and commercial strategy, launched my own (>1000 sq. m.) and contract manufacturing, built sales and marketing channels.Commercial performance: — 400 sales per day at peak, customer base size of 250,000 — CR in sales up to 7% for websites and landings and up to 25% for marketplaces — Cost of attraction 170 rubles for websites and landings and 94 rubles for marketplaces (ROMI 1100%)Operational performance: — Production capacity of 44,000 products per month with a scrap rate of 0.03% — Organized logistics processes for 6000–12000 shipments per month (seasonality)Also: — Implemented regular management: regulations, reporting forms, KPIs — Set up managerial, financial and accounting records — Implemented lean manufacturing, accounting systems, Stylon (industry solution), 1C, Roistat.55 employees in charge.

Responsible for Tele2's entire Internet presence:1. Developed and implemented federal advertising campaigns.2. Coordinated and participated in the development of regional OMNI-channel advertising campaigns, including TV, OOH, BTL, trade marketing and PR (65 regions).3. Developed standards for the company's Internet presence and standardized regional advertising campaigns.Results: — The company now has an online presence strategy for B2C and B2B segments — Successful budget planning and execution (BU, F1, F2, F3) along with regular fulfillment of department KPIs for six consecutive years — 7x growth in internet sales — Traffic growth by 2 times — Growth in the number of advertising campaigns by 6 times — Launched the company's Internet presence in Moscow and in 26 other regions (up to 13% of new connections were via the Internet)Regularly developed new approaches in advertising. Advertising campaigns were recognized by the Ministry of Communications. Regularly participated in cross-functional working groups with all departments of the company: product, sales, HR (HR-brand promotion, internet projects for internal communications), legal and security services (control of brand usage and pessimization of fraudsters), technical department (network coverage maps, crowdsourcing in detecting technical failures). Speaker at Russian and foreign conferences on behalf of the company.

Responsible for Tele2's presence in social networks:1. Developed the strategy of presence in social networks.2. Conducted promotional activities aimed at increasing the company's citation volume.Results: — built a strategy for the company's presence in social networks: advertising, PR, service; — made Tele2 the leader in terms of quotability in social networks, despite its 4th place in terms of subscribers among cellular operators; — built a well-coordinated reporting system and monitoring of mentions (citation).In forming the new direction, I gathered business requirements from all departments, developed, defended and implemented a strategy for the company's presence in social networks. The strategy was seamlessly integrated into the operational activities of the departments: standards, procedures and new positions in marketing, PR and customer service appeared.

Managed advertising projects: idea development, customer presentation, implementation, reporting and paperwork.Results:- built relationships with the largest agencies: ViVaKi, Saatchi&Saatchi Moscow;- developed universal comprehensive business offers for viral marketing campaigns;- developed comprehensive offers for clients in the low price group (up to 100 000 rubles per campaign);- developed business relations with advertising platforms, significant discounts for the agency (up to 70%) were obtained;- created a database of 7000+ popular bloggers.- Executed over 200 advertising campaigns for Pioneer, Motorola, Kaspersky Lab, MIRAX, Microsoft (SharePoint, TechDays, Hyper V), VGTRK (movie "Taras Bulba"), Electronic Arts (Spore), Coca-Cola (Coca-Cola, Sprite, Burn), Channel One (Admiral movie), Gold's Gym, QIWI, Molotok, Beeline, ROSNO, Picnic, Yota (Yota Egg), Sony Pictures (2012 movie).

Maintained and improved relationship between distributor and point of sales:1. Managed a team of merchandisers.2. Analyzed competitor activity at retail outlets.3. Sold P&G products to the points of sales.Results:- Increased sales at supervised outlets quarterly by 3-12%;- Developed and implemented planograms for the largest hypermarket in St. Petersburg (Real Park Pobedy);- developed and implemented the planograms for three new GM O'kay and Lenta shopping centers.5 merchandisers in charge.