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Turnaround of the long-term trend of falling revenues and profit (together with the team).Restructured big loan obligations and ensured their further fulfillmentCreated regular financial management processes: promotional evaluation, store profitability management, forecasting financial resultsImplemented customer finance programBuilt a process of pursuing counterfeiting and illegal online sale of Pandora productsOptimized operating costs by improving tender proceduresShortened terms and improved the quality of preparation of financial statementsStrengthened electronic document flow - internal and external to improve control and reduce the bureaucratic burden on business

Roust is #2 global vodka producer (Russian Standard)Roust has the widest portfolio of alcoholic beverages in Russia amongst other companies in Russia (including own brands Russian Standard, Green Mark, Talka, etc and agency brands Remy Martin, Jägermeister, JP Chenet, Concha Y Toro, Gallo and some more)Formed a team in a new finance departmentImproved commercial decision making by developing and implementing procedures and controls related to commercial finance (pricing, SKU/brands performance regular reports and reviews, etc)Established FX risks management on weekly (daily on request) basis for more agile profit management of imported products Improved commercial finance reports speed and reliabilitySupported sales in identifying and utilizing opportunities to increase profits in distributor’s channelIdentified pricing opportunities with marketing and sales teamsEnsured good quality and responsive New Products Development support from financeLed competitors financial analysis which allowed the company to use opportunities in new categories

Made the business profitable - (profit margin increase 10% of revenue)Improved working capital – stocks and receivables reduction (as a result of a project)Optimized taxes for all businesses of Roust Russia (as a result of a project)Reduced risk of alcoholic license loss and increased attractiveness As a result a loan was attracted after 3 years of failures to attract a loanImproved quality and integrity of the reportingContributed substantially to marketing and sales strategy development, sales policy development. Market share increase +1pp while profit growingOrganized local accounting audits, participated in corporate audits and tax inspection audits. No material issues after audits (US GAAP audit by KPMG)

Finance director of Juices category. Turnover ~$1.5Bn. #1 player in Russia Juices market with market share close to 50% after acquisition of WBD. Delivering profit targets while merging 2 Juices brands portfolios and several categories / companies. Strategy and tactics advising related to portfolio integration / optimization in Juices. Supporting integration of WBDF company to Pepsi organization. Leading integration of WBD Beverages business unit finance function to PEPSI finance. Developing solid mid-long term strategy to drive sustainable growth and build strong brands. Supporting the Category GM. Development of strategy financials for the Category. Leading annual planning processes – Annual Plan (Budget) / Forecasts - P&L, Balance Sheets, Cash Flows. Budgeting, forecasting. Managing financial reporting and analysis processes and communicate Category results (management reporting and US GAPP reporting). Participating in accounting and control processes related to Juices, especially COGs and A&M. Supporting implementation of SAP ERP system - best launch of SAP system in Pepsi was in Juices plant. Evaluating Category investments, including economic appraisal of new products and production optimization. Providing financial leadership on category growth and innovation agenda. Participation in audits. Supporting & facilitating operations operating plans aligned with the strategic agendaю

CFO / Finance director of Beverages (Juices, Water, Tea) business unit. Turnover ~$0.5Bn. Developing from #4th to #2nd player in Russian Juices market. Growing profit +30% and OCF +200% while supporting business to gain share and revenue growth; Reduced operating cycle of the company by 50%; Established regular financial forecasting and integrated it into S&OP process; Shortened reporting period (statutory accounting, management reporting and US GAAP) by 40%. Financial department with around 80 employees. Strategy and tactics advising. Budgeting. P&L, Balance Sheet, Cash Flow, CAPEX managing, reporting and forecasting / planning. Management and US GAAP reporting. Statutory accounting and tax management. Credit control and revenue management. Financial analysis including production costs. Investments projects appraising. M&A projects participation. Supporting business development projects. Economic KPIs development. Participating in audits including SOX controls auditю

Sales and Marketing Finance Director of Foods business unit (Dairy and Baby Food). Turnover ~$3Bn. Turnaround of the trend of overdue accounts receivables – from growing every year to reduction by 3 times in one year. And further contribution to cash flows due to reduction next years. Supporting growth of revenue and profit by better discounts management – discounts became more result oriented and there were no “surprises” at the year end closure and during audit. Improved level of support for marketing allowed to faster and wiser execute new products launches. All of that due to newly created department of 20 employees “from scratch” during merge of Dairy and Baby food divisions. Designed and managed new department - developed and implemented new processes, hired and trained people. Monitoring debts level. Company receivables control (credit control, reconciliations with clients, implementing changes in accounting ERP systems). Discounts budgeting / planning, control and reporting - development and implementation. Advised management on sales strategy from financial POV (E.g. discounts policy change). Sales & Marketing OPEX, A&M and trade marketing planning and budgets control. Sales and Marketing initiatives analysis and evaluation including new products business cases evaluation. Participation in negotiations with key clients and government authorities on relevant topics / issues. Extended administrative functions in organization to support activities during absence of Moscow sales director.

Wimm-Bill-Dannоктябрь 2006 г. – февраль 2008 г. (1 год 5 месяцев)Finance director of Baby Food business unit, turnover >$150M at that time with sales primarily in Russia. Fastest growing business of WBDF company – 50% year a year both revenue and profit.Consistent planning to keep things together and in line with the strategy. Lots of external and internal changes were managed due to such rapid growth like raw milk prices increase or extending production plants and changing approaches to sales (Go-To- Market systems). As a member of the management board of Baby Food business unit I was responsible for strategy advising, budgeting, forecasting and control over financials. Managed department of 22 employees. Responsibilities: Management reporting, US GAAP reporting, Russian accounting reporting (during first year, then responsibilities transferred to shared center) - P&Ls, Balance Sheets. Efficiency analysis. Business development support. Cash flow management. Plans / Budgets. Presentation of financial results and forecasts to the management boards of the division and HQ. Decision support / different business cases economic evaluation. Investment projects evaluation. Participation in audits. Extra responsibilities during absence of the General Manager first 6 months.

Baby Food business unit, turnover >$100M at that time with sales primarily in Russia.Business was transformed from single baby food dairy plant with sales primarily in Moscow to multi-categories business with coverage over the whole Russia.I managed departments with up to 10 employees.I had been responsible for different areas of finance: management / US GAAP reporting, budgeting, forecasting, investment projects evaluations, cash flow reporting, accounting, tax management etcWBD company's IPO in 2002 raised new requirements for finance department. I took the responsibility for preparing US GAAP statements for Baby Food division to be consolidated at the group level and be reported as company's segment.When I joined the company the management reporting was at very initial state - almost no rules and procedures existed for the reporting. Through time the company began to demand more and more accurate and timely management reporting. I ensured that Baby Food division met all the requirements from both holding an divisional stakeholders for financial management reporting.Baby Food business unit was the fastest growing business unit in WBD company (up to +50% in volume/revenue and up to +100% in profit). That created a need for change management.E.g. I set up management reporting and forecasting for additional 2 plants, set up consolidation of management reporting, substantially changed budgeting processes from very draft and "nobody knows why we do that but HQ asked" to granular and useful tool for the management of the division.Participated in implementation of new ERP system (internally developed) to ensure it meets finance department needs.I led the raw materials stock reduction project in Baby Food business unit. As the result the company got extra cash for the investment projects.I participated in several M&As projects. As the result Baby Food division acquired Juices plant at Kursk and decided to make in-house production of meat purees.