- Conducted detailed audit of existing investment process which revealed risks of inconsistent investment decision making- Developed risks mitigating action plаn which is currently in process of implementation- Introduced new universal investment model for stores based on assumptions reflecting current performance and strategic targets. ROI calculation time decreased by ~30% on average- Implemented process for efficiency projects investment evaluation and approval Devised templates for investment committee, work regulations and financial model from a scratch- Created new business unit responsible for investments evaluation process (4 people)

- Created new business unit responsible for efficiency projects investment evaluation including team set up (7 people), development of business processes and investment / post-investment analysis methodology- Introduced regular PIA process which revealed around 30% of approved projects diluting company’s value- Devised and launched regular CAPEX reporting process which includes annual budgeting and monthly forecasting with preparation of deviations factor analysis. Current forecast accuracy is around 90%

- Performed regular financial close activities to ensure accurate accruals calculation for 28 departments and correct accounting of overhead costs for 150+ cost centers.- Prepared regular full year overhead financial forecast and conduct periodical plan-actual analysis to define key drivers of deviation for further decision-making and overspend controlling- Led overhead task force to reveal opportunities for cost optimization and ensure healthy financial shape. Savings for 2018 from approved projects amounted to 27 M RUB

- Designed and implemented reporting process, which provided information about actual expenditures of 95 distributors with specification to outlets- Launched financial field audits of distributors’ supporting documents which provided 12 M RUB economy- Devised and introduced two controlling procedures to enhance SoD principle and control over input data used for distributors’ incentive calculation.

- Performed valuation of investment projects using DCF model (NPV, IRR, PI), maintained and made changes in it- Conducted plan-actual analysis, SAP ERP registration of projects and approval of contracts under the investment controlling functionality- Led reconstruction project affected over 1000 stores, which required financial modelling, LFL sales/margin analysis and OPEX/CAPEXdeviation controlling- Supervised 16 employees in 8 regional branches. Controlled the execution and consolidated the results of assigned tasks

- Performed feasibility analysis of typical divisional investment projects- Organized divisional investment committees as a secretary- Initiated and devised the reporting tool, which reduced the quantity of projects being secondly validated on divisional investment committee by 30 %

- Managed six credit accounts and 7 Bn Rub debt- Supervised the process of obtaining nine credits for an overall amount of 1.4 Bn Rub- Prepared monthly cash flow forecast for CFO

- Performed company’s assets analysis to determine property for collateralizing resulting in obtaining 45 M Rub credit- Controlled the intended use of loan capital

- Negotiated 20 M Rub contract for the supply of sewing machines. Managed to get 7 % markdown- Supervised the contracts of three major vendors from Asia and Europe

- Held 20 presentations devoted to the 70% of available bank’s services outside the office- Managed up to three loan-granting procedures daily- Received the highest ratings from mystery shopper

- Conducted research to identify real-estate agencies’ interest in collaboration Based on those results signed cooperation agreements with 3 agencies- Promoted to a senior manager of direct sales department in 10 months