I opened this company in Bulgaria in 2002 for one of construction project, but later transformed it in my own project management office. We, our team and I as the project office leader, have participated in a variety of projects in different areas, leaded some of them and consulted other project teams. as well. The major 5 were in the construction and hospitality industries- the leisure village construction project;- scuba diving school foundation;- hotel business development;- property management business development;- sewage purification station construction.The last project is in the area of smart metering of water and energy consumption for leisure properties given for letting. This project is still be in a process of execution.

I resigned from LUKOIL Resource LLC for returning to my old company as a leader of the program of international expansion. I was responsible for strategic planning of the business development, marketing programs and relations with foreign stakeholders.

The only one my experience in a role of operational finance manager. I was responsible for finance management in group of trading companies oriented on oil product supply for government structures (army, police, FSB etc.). I managed the process of preparation for government tenders and contract documentation. It was quite dramatic but very useful experience opened my eyes on dark side of the system of the government bureaucracy.

The next project I had been assigned by LUKOIL top management was acquisition of the major Bulgarian oil refinery Nefrochim Burgas (7 mln ton annual refining capacity, 9 thousand employees). In a position of CFO and role of acquisition program manager, I was responsible for the following projects:- redesign of corporate structure in finance, accounting and IT areas;- redesign of business processes by LUKOIL corporate standards, implementing ERP system (SAP R3)- management of social/public/government issues arising in connection with acquisition process.

Working for LUKOIL in Head Quarter I initiated "LUKOIL fuel card" program - establishing of payment network system based on smart card technology. I leaded this program as a general manager of a new start-up processing company LUKOIL-Inter-Card JSC - the core of the LUKOIL fuel card network. As a CEO I was responsible for the whole business and in a role of project portfolio manager controlled the following projects:- developing of fuel card marketing strategy connected with LUKOIL budget model;- developing of the processing company organisational structure in Russian regions and counties where LUKOIL ar its partners had petrol station networks.- software/hardware design of the payment system components, transaction processing and transaction exchange with other payment systems;- the company business processes design and management structure building including regional offices and representative offices abroad.

After successful LUKOIL Nafta sturt-up I started corporative carriere in LUKOIL headquarter in Moscow as a finance manager responsible for finance planning. I introduced the first LUKOIL budget planning system that described wide set of assumptions and external trends, basic forecast principles, internal sources of input information and information flows, rules of adequacy checking, rules of information integrating and integrity checking, departments and managers responsible for different parts of budgeting process etc.

NAFTA LLC finance company was established for attracting private investments into an oil industry and later was transformed into finance company LUKOIL Nafta. I was fully responsible for the whole NAFTA LLC start-up project and managed organisational, finance, HR, IT areas and further business development. The project initiating, planning and preparation work, including software design took for about 5 months and in February 1994 the finance company LUKOIL NAFTA FT started its operations as a part of LUKOIL corporate structure..