Strategic development and analysis: I consulted on several large projects. Developed and implemented strategic development plans that led to optimization of value chains and improvement of key business indicators; Conducted in-depth situational analyzes of the market environment (clients, partners, competitors, Marketing Mix, trends, opportunities and threats, etc.), which allowed to recommend new ambitious strategic goals and start work on effective strategies for their achievement Commercial expertise: (Aquaspirit) Proposed an effective model of Commercial services. Structured the work plan for the development of domestic and export sales, marketing, partnership relations and building distribution abroad, which gave a clear plan of action for the six months and allowed to focus on the main thing; (ABU) Increased sales plans from +25% to x2 by organizing strategic sessions with the team, audits of 4 business areas and logistics. Changed the position in the company regarding the status and design of the commercial service, adjusted the functions and introduced responsibility for controlling the volume of revenue and expenses. Added new products and sales channels, complex cross-sells, up-sells and project sales, intensified work with marketplaces Operational efficiency and team development: Introduced regular management practices as a mentor (planning, forecasts, reporting)Increased the base for annual sales planning by 75-80% due to changes in end-to-end business processes of companies at the interface of functional services and CRM work;(ABU) For the logistics service, increased the possibility of transporting 2 times more cargo due to the transition to digital document flow, changing functionality, optimizing the execution of daily procedures Innovations and coaching: cooperated with managers and owners on their requests, facilitated strategy sessions and brainstorms, supported teams through innovative solutions, launched mentoring programs

Creation and implementation of strategic goals and programs:● Improved the business strategy: closed 2 directions as irrelevant, optimized 2 directions for attracting investments and converted 2 to the format of startups by developing presentations for investors (pitch decks)● Implemented an effective Custdev, developed and implemented a procedure for creating new products, built the work of the R&D team so that it was able to generate ideas, create MVPs and test them weekly, developing its own innovationOperational improvement and budget management:● Reduced costs by 25-28%, implementing effective planning and control of finances within the budget during project implementationImplementation of new sales channels and partnerships:● Raised the level of sales by 2.3-2.4 times due to the redistribution of lead generation channels, adaptation of the functionality of managers and introduction of new KPIs for them● Launched the B2B direction: affiliate sales, referral programs, tender sales, working with military units directly, which increased the reach of the target audience by 3.5 times. Introduced cooperation with the Ministry of Defense of Ukraine and local communities within the scope of B2G development

Me with the team:● built a retail business from scratch in a completely monopolized and low margins market in a company that had no retail experience, no infrastructure and no customer baseDevelopment strategy:● Developed and implemented the company's development strategy, financial model and program of tactical actions. That increased the household's market share from 2.1% to 16% and enterprises's from 1.4% to 12.7%. The company's total revenue increased 10 times to UAH 12.2 billion during 2 years of stagnation due to COVID-19Innovative business model:● Introduced a unique business model of customer service in the market of communal services, transferring more than 10 procedures online, which made it possible to receive the company's services anywhere in Ukraine● Built partnerships with Ukrposhta, Nova poshta, Oschadbank, Privatbank, PUIB, etc., to introduce offline customer service through their multi-branch networksOperational efficiency and customer experience:● Built an entirely new sustainable customer service infrastructure, enabling the adoption and retention of approximately 9 million households in 2021. Currently, this is more than 12 million households● Reduced the execution time of the main procedures from 2 months to instant execution due to the study and improvement of the client experience: JTBD and CJM approaches, service measurement system (NPS and CSI indices)● Managed the development and launch of a new website, personal accounts and other interfaces, implemented the principle of seamless omnichannel at all points of interaction with clientsA radical change in the gas market of Ukraine:● Together with colleagues we organized the team on GR and Advocacy. In cooperation with IMF, Government and other state institutions we implemented revolutionary changes in the energy market in Ukraine: overcame the monopoly, introduced the Ideal gas market model, adopted best European practices, launched development of services and consumer rights

Crisis Recovery Program for Enterprise RevitalizationAchievements:• Led the enterprise to self-sufficiency, increasing revenue by 170%• Secured independent funding sources• Spearheaded the development of new business directions (construction, repairs, outsourcing services)• Assembled a team of top-tier professionals and established specialized expert councils• Initiated changes in the city's Housing and Public Utilities system, focusing on parkland landscaping and beautification (which had been neglected for 20 years)• Developed strategies for enhancing and greening key parks and squares in Sevastopol. Created concepts for the development of other green areas in the city, construction, and installation of beautification elements and small architectural forms• Devised and successfully implemented the "City Greening Program," the "Parks, Squares, and Boulevards Development and Beautification Program," and new "City Beautification Regulations," which were adopted by the city council

• Spirits and Liquors Division: "Zlatogor," "Status," "Chekushka," "Davniy Retsept," and more• Confectionery Division: "Svit Lasoshchiv", "Domashnie Svyato", "Imenini Sertsya"• Cosmetics Division: "Cliven" and "Brelil"Achievements:• Elevated the company to leading positions across all three divisions, moving from being outside the top five contenders previously• Developed and implemented a highly effective marketing development strategy, optimized the product portfolio, refined product promotion models and formulated comprehensive marketing communication strategies employing all available communication channels• Established a marketing department from scratch, assembling a powerhouse team of experts• Instituted budgeting processes, introduced standards and optimized business operations• Conducted market research, identified and engaged consultants and organized a system for new product development

TM "Olymp", TM "Vdala", TM "5 Krapel," etc.Initiated from scratch/ and overall management of high-profit business direction within the CorporationAchievements:The company secured a leading position among Ukrainian alcohol exporters (previously not involved in exporting at all)Developed and Implemented:• Effective market entry strategies for Russia, Israel, Moldova, the USA, Germany; models (projects) for entering the markets of Canada, the UK, China, South America• Export product portfolio• Department structure and functions, representation in Moscow (motivational system; interdepartmental relations system for units involved in export production – production, logistics, marketing, finance, and sales)