Management of a full-cycle veterinary drugs manufacturing company (top 5 of the Russian Federation) consisting of two manufacturing enterprises and the company headquarters. Formation of the management team and organizational structure of the enterprise, achievement of financial and economic goals and operational efficiency, automation of business processes and CRM & ERP implementation projects. The formation of new technological production standards, as well as the concept of building a new plant with the attraction of investments. Preparation for obtaining GMP. Bringing new R&D products to national and international markets.

Management of two full-cycle pharmaceutical plants Samarkand England Eco Medical & Bayan Medical (over 1,500 employees) included in MEROS Group, as well as financial and economic activities of the group of companies.— Fulfillment of the financial and economic goals set by the shareholders within the framework of P&L— Management and development of a portfolio of products from R&D => Production (development, clinical research, launch).— Implementation of centralized processes and IT systems for the management company within the framework of achieving operational and financial and economic efficiency.— Introduction of new organizational and functional activities with the formation of a management team.— Organization of the production process and the production of products of proper quality in accordance with the GxP contour and quality standards.— Ensuring licensing, certification of production and registration of finished products.— Management of investment activities aimed at the development of production facilities and capital construction.— Formation of the company's development strategy and implementation of measures to achieve it at all levels of management.— Execution of orders of the Shareholders' Meeting and the Board of Directors.

Full operational and strategic management in Headquarters Company: Departments under control (more 250 employees): Сommerce and sales support Department; Сustomer service Department; Sourcing Department, Production and planning Department (direct); Non-production Department (indirect); Logistics & Warehousing Department; International offices (China, India, USA).Key tasks:— Fulfillment by the financial and economic goals set by the shareholders within the framework of P&L (Sales Revenue, NPF, GM, POI, DOH, etc.)— Development of an international presence in the direction of Sales and Support with the opening of representative offices in international markets with replication of structure, systems, processes.— Implementation of strategic projects for the development of technological equipment and commissioning of new production sites.— Achieving strategic & operational efficiency in the Company's processes (centralization of commercial and procurement activities with further integration and absorption of the transaction load with the design of a seamless process approach Source to Contract, Plan to Produce, Procure to Pay).— Achieving cost saving at all stages of the Company's activities (management of Technical and Commercial policies at the enterprise, import substitution programs, etc.).— Development and implementation of IT landscape and tools aimed at efficiency, cleanliness and transparency of processes.Identification of development areas and key projects of the Company's activities.— Identification of development zones and key projects of the Company's activities that contribute to business growth.

Divisions in the management: (70 employees): Sourcing and tenders Department (CAPEX & OPEX); Planning and production Department, Logistics and warehouse Department.Key role:— Formation and reconstruction of business processes and Enterprise support systems at the stages of construction and commissioning (fully functional business processes, organizational structure, IT landscape).— Timely commissioning of the Enterprise and profile infrastructure (Warehouse complexes, railway terminals, convoys and own fleet).— Formation and implementation of KPI metrics for the Enterprise.— Standardization, harmonization and unification of supply sources with the establishment of a strategic approach based on performance criteria.— Implementation of measures for the development of the Function together with the Headquarters Company.

Key role:— Execution of KPIs: Cost effective, Savings, Inflation, Inventory, Payment terms, Delivery performance.— Contracting (RUS & ENG) and full negotiation support.— Conducting negotiations with top-level management in order to achieve the most favorable commercial terms of contracts: DPO 60NET/90NET, cost saving and cost avoidance, rebate system.— Claiming work with suppliers.— Inventory management DOH.— Control over the supply chain of goods and services.— Control and minimization of tax risks.— Implementation of tender procedures and tendering, search for new/alternative suppliers.