The group has started developing its co-living projects in CEE and Northern Europe countries. The Czhech Republic, UK, Sweden, Poland, Latvia has become priority markets. Group financial management team was set up to deal with new corporate goals. The first property for developing co-living business abroad was acquired in Prague, the Czech Republic. Several other projects are under preparation in other priority markets. -Participating in internal strategic team developing international co-living business expansion strategy, its KPIs, milestones, investment criterias and processes. -Developing the group financial management function with emphasis on skill sett needed to activate funding possibilities from local and international capital markets. -Setting up group financial management framework and processes.-Implementing capital market transactions to fund implementation of the group's growth strategy.

The group has added co-living to its existing residential development business. In 2022 the group has become the biggest co-living player in Lithuania owning a portfolio of 555 rental units. The group has become one of top 10 developers in Lithuania in terms of residential units sales.-Setting up a financial management unit and the team of financial professionals.-Setting up financial management framework and processes (liquidity management, budgeting, financing, reporting, internal transfer pricing etc.).-Applying a range of financing and capital markets instruments to fund residential residential development and co-living projects via increased number of funding sources.-Introducing risk management indicators and tools to manage risks.

Advisory role to the Board and the management team in developing strategy and execution plan for adding co-living / built-to-rent property business to the group's core business.-Performing feasibility study of co-living market and business, defining financial model for co-living business and preparing execution plan.-Identifying local and international funding sources for co-living investments.-Assessing the properties within the group's portfolio suitable for co-living business.

Managing the company established in 1998 focused on real estate fund management, real estate development, private equity investments. In 2010 Inova Baltic as investment house and Inova Experts as accounting and tax adviser have together formed an investment platform targeting Nordic corporates interested in setting up their operations in the Baltics. Inova Baltic has acted in a number of business ventures as an active investment initiator, asset manager, strategic partner for Nordic corporates and investors.-Managing the company's operations to ensure smooth implementation of real estate and private equity investment projects. -Facilitating strategic expansion of Nordic corporates entering the Baltics by providing them an integrated financial services platform.-Acting as an asset manager, strategic adviser for Nordic family offices, private equity investors, real estate investment funds.-Setting up an accounting and tax advisory company Inova Experts which has become a member of international network Clarkson Hyde Global.-Board member work representing investors in a range of manufacturing, real estate, agriculture, land investment companies.

Advisory work as a Board member in projects owned by international investors with emphasis on strategy development, corporate turnaround and business development issues.

Setting up and managing a real estate investment and development company. The focus was on substantial mixed use real estate development projects in prime locations of Vilnius and Kaunas.-Setting up real estate organisation and being involved in all aspects of real estate investment, development, financing, exit stages.-Setting up financial and development appraisal process to source and implement real estate projects. -Organizing funding of real estate projects in local and international capital markets. -Organizing real estate development operations including sourcing, funding, planning, construction, sales.

The Retail banking business with 409 branches and 4000 branch employees equalled ca.60% of the bank's business. It was a result of Hansabankas and Lithuanian Savings Bank merger. The goal was to create efficient organization, swiftly implement consolidation and modernization of the bank branch network and achieve the leading position in mortgage lending, consumer lending, retail investment services, pension savings sectors. The goal was achieved in 2003-2004. At this time the Retail banking gained the biggest market share and high profitability in all retail banking segments.-Consolidation, modernization of the branch network which led to the largest market share in all retail banking product segments.-Introduction of sales planning, service quality, qualification, motivation management systems which coupled with new operational software system led to high retail banking profitability.-Merging retail banking organizations of two banks. -Work in Corporate and Retail Credit Committees and introduction of new retail lending products. -Leading development of Private banking service for the most affluent private clients.-Leading development of life insurance business within the bank and as a member of strategic team executed acquisition of the largest life insurance company in the Baltics from the largest insurer Lietuvos Draudimas.-Integration of life insurance retail organization into the retail banking organization. -Initiation of legal framework change in Lithuania making bankassurance possible in retail banking.-Participation in strategic team who prepared and implemented introduction of pension savings products of the bank's investment management company to the reail bank network.

Lithuanian Savings Bank was the biggest state owned bank in the country with dominating position in retail banking. Mortgage lending, payment cards, savings accounts, payments, insurance services were the strongholds of the bank. As Executive Board member I was directly responsible for supervision of Treasury, Investment Banking, Fund management, Insurance, International banking operations. I was Chairman of Asset and Liability Committee, Deputy Chairman of Credit Committee, Member of Loan Restructuring Committee, Member of Risk Management Committee. In addition to all executive responsibilities I was directly responsible for preparation and implementation of Lithuanian Savings Bank privatization transaction. It required intensive cooperation with the Ministry of Finance, the Central Bank of Lithuania, Privatization Fund of Lithuania, other public institutions.-Developing and executing Treasury management strategy to ensure increased and sustainable liquidity and returns through investments in local and international capital markets.-Developing and maintaining international banking relations. -Increasing savings, insurance, investment product availability in the retail banking branch network.-Developing fund management business strategy to provide investment services for retail clients.-Leading the team responsible for the bank's privatization transaction, facilitating due diligence process, communicating with international banks participating in the bidding process which was successfully completed by Swedbank Group becoming the sole owner of the bank. -Participating in selection of international investment bank as adviser in privatization transaction of the bank and cooperating with selected international adviser Daiwa Securities in completing successful privatization transaction.

Investment banking company owned by Norwegian private equity investors was focused on the needs of the leading local industrial companies interested in raising capital or implementing expansion via mergers and acquisitions. The company had strong Nordic private equity investor as well as local corporate client base. I have been managing sourcing, deal structuring, raising capital for corporates representing banking, metal processing, food processing, household chemicals etc..-Identifying attractive corporate clients willing to raise capital or do M&A transactions. -Performing full fledge equity investment analysis and due diligence.-Structuring equity raising deals.-Raising capital from Nordic and Western European investors.

The representative office of Norwegian private equity investment company had responsibility for investment sourcing, assessment, investment execution, performance monitoring and analysis. The investment portfolio included corporates from banking, investment banking, construction, household chemicals, house manufacturing etc. The team was actively involved in private equity and venture capital investment process.-Investment analysis focused on advice to investors and Boards re value added actions. -Execution of value added actions as company restructurings, mergers and acquisitions, turnarounds. -Setting up and managing private equity and venture capital investment funds focused on equity investment opportunities in the Baltics.

Work at the Norwegian headquarters of the Swedish software development company WM-data -Responsibility for daily accounting, payments, receivables management. -Responsibility for project accounting of corporate software sales group Cascade, budget follow up, monitoring and assessment of project profitability. -Member in a project team responsible for implementation of management information system.

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