Privately held development company with projects in Moscow and Moscow region, St.Petersburg, Ekaterinburg, Sochi, Perm, Novosibirsk, Salekhard.

Business Division Urals comprised Nijniy Tagil Iron&Steel Works (www.ntmk.ru), Russia’s 5th producer of steel, and four smaller plants in Ukraine (DMZ named after Petrovsky and three coke plants, www.dmz- petrovka.dp.ua): combined output of 5 mln ton of crude steel and 1,5 mln ton of coke; $3,5 bln in revenues and $500 mln of EBITDA in 2010.

LDTP was initially an SPV, joint venture of Evraz, Gazprom and Russian Government. Apart from routine CFO function, at the initial state as the project manager was responsible for preparation of feasibility study. When the project was turned down due to large CAPEX and high competition in the market, was responsible for consolidation of ownership – Evraz purchased the last 25% stake of Russian Government in the end of 2010.

Business Division Steel comprised all Evraz steelmaking facilities in Russia (NTMK, Zapsib and NKMK) and Ukraine: combined output of 13 mln ton of crude steel in 2008.

Designed and deployed from scratch Evraz Project Management System (“Project Drive”):- Split project and operation management at sites, institutionalized professional project managers. - Reorganized project management and control processes at sites in order to empower project managers. - Set up project management methodology (based on PMI guidelines), designed corporate procedures forproject initiation, analysis and approvals. - Formed a strong team – internal search and external recruitment and development of project managers,formation of Moscow Project Management Office and PMOs at sites. - Designed motivation system for project teams. - Redesigned investment project procurement procedures based on total cost of ownership (TCO). - Introduced project monitoring and control procedures.- Initiated strategic project management (project initiation linked to strategy). - As a result, over three years and up to now share of project with budget overruns decreased from 70% to less than 20%, share of projects with significant time overruns decreased form 50% to 20%.

Was accountable for elaboration of NTMK strategy and investment program (annual NTMK CAPEX budget of $200 mln in 2005-2006), preparation of project feasibility studies and projects presentation to the Board of the Group.Made first steps in setting up project evaluation and project management system. Redesigned internal processes and IT system in order to achieve maximum functionality usage in IM (Investment Management) and PS (Project System) SAP modules and exclude unauthorized CAPEX spending – experience was further spread across all the other sites.

Set up PMO office from scratch as a part of new management team right after acquisition of KGOK by Evraz.Had the same core functions as at NTMK, only at a smaller scale (annual KGOK CAPEX budget of $30 mln in 2005) and with no SAP.