The team leader and resposible for 2 key Projects roll-out and implementation:- Rosbank Rebranding into Societe Generale standards: external, internal, ATMs, etc.- PSKP reorganization,including project targets follow-up, budget controlling, external and internal contributions with clients, SteerCo for Bank TOP-management presentation.Project team animation and management.

My key responsibilities include team animation and management, relations with external and internal contributors and the management of Retail project portfolio, including: - definition of new principles and approaches for Retail sales- relations with external and internal contributors (Accenture, Neoflex, Teradata) - prioritization between the different streams of Retail project portfolio, - follow up the project budgetI was one of 2 main leaders who launched and implemented the Retail Sales Organization (RSO) project – one of the biggest project in the Bank – transformation Retail in network during 3 years (2010-2012). The main streams of RSO project:- new sales management approach and business processes - client-oriented approach,- creation of the Customer data base (CDB) and Retail reporting solution,- new retail vertical in network (BT creation, new positions implementation)- development and implementation of new training modules for Retail.- transformation back-office staff in outlets to front-office- change management (full support)I made very successful RSO Road-show - more than 40 business tripsThe following Projects were performed/continuing under my leadership/supervision - Rosbank and BSGV merger, Network reorganization project, PSKP reorganization - special division for supervising loan portfolio - into 3 blocks: retail (front-office), risks (recovery), Oper (loan support); Front-office staff workload analysis; Retail business-processes improvement according to workload analysis results study; KYC (know your client) in Retail implementation; Automatization and centralization of Incentive system motivation (retail front-office staff): Front-office staff sizing: relationship managers, tellers, etc.; Outlet working hours optimization; Delegations principles and rules from HQ to the network; SG rebranding - 650 outlets (internal, external, etc); Geo-marketing project - opening new and relocation current outlets / branches

My key responsibilities included planning branch budgets, controlling performance of financial index, analyzing sales data. After monitoring sales data I wrote reports to the Head of the department. I organised network activities and network support. I prepared analytical management documents and proposals on opening / closing outlets. One or two times a year I coordinated meetings with the Heads of the branches and the Bank on the issue of financial results. I supervised and directed 2-3 subordinates.Key achievements:- The branches achieved break-even points with my active participation.- I opened 6 new outlets in Ural and Siberia regions - I took part in the process of the successful merger of ROSBANK with Bank “O.V.K.”.- I took part in the pilot-project “Modification of retail sales organization” (RSO)