• Developed a strategy for the Interstate Investment Fund in Central Asia, including the formation of a mission, vision, definition of key investment principles, risk appetite, KPI• Carried out operational diagnostics of the efficiency of the mining processing of one of the largest mining companies in Central Asia: conducted more than 10 interviews, formed a model of bottlenecks, together with team developed initiatives to increase operational efficiency• Within a team developed a three-year digitalization strategy for one of the largest mining companies in Central Asia with an effect on EBITDA of ⁓$130 million: conducted more than 15 interviews with business function owners, was responsible for digital solutions for mining, ensured the formation of three digital solutions portfolio options, organized 2 strategic sessions

• Formed a 10-year plan for the development of an iron ore mining and processing asset in the face of a sharp decrease in demand• Calculated the required amount of mining equipment to implement the plan, optimizing purchases by $ 23 million• Explored at one of the largest quarries in Kazahstan the whole production chain from the mining of iron ore to the production of iron ore concentrate and pellets

• Reduced the volume of unfinished production in 5 manufactories and 2 diamond sorting centers by more than $40 mln through a) synchronization of supplies and processes and b) different process optimizations (exclusion of unnecessary operations, software revision and other)• Lunched and scaled the Production System, incl. system for collecting ideas from employees. During 2 years more than 120 ideas were implemented with an effect more than $32 mln• Led the project aimed at reducing the duration of the production cycle in diamond cutting plant: ensured the time-study of all production operations, developed and implemented initiatives (production increased by 80%)• Developed a digitalization roadmap for one of the key ALROSA’s company• Led the project “from scratch” for the development of the Quality Management System, ensured the transition from the nominal fulfillment of the requirements to a qualitative approach, provided 2 successful external audits

• Reengineered the process of capital investment and construction and reduced its duration by 30%• Participated in a large-scale project to optimize the company's document flow: improved document flow thereby reducing the time costs of employees by 10% (including development of Dividend policy, Corporate glossary, actualization of Corporate development strategy, Corporate innovative development plan, Corporate investment plan)• Developed KPI system for Development department (20 employees)• Compiled process optimizations reports for CEO• Conducted trainings for employees on process optimization

• Developed Rostec Development strategy 2025 (mutually with ex-consultants from The Boston Consulting Group, McKinsey&Company), incl. interviewing top officials of the company and experts, assessment and analysis of more than 30 Russian and international markets • Wrote the text of Rostec Development strategy 2025• Participated in the creation of Development strategies of the largest holding companies and clusters within Rostec