Responsible for developing and implementing sales strategy, managing the efficiency of price and non-price activities, achieving business growth plans (both top & bottom lines).Main achievements:• Made a sales turnaround in the tea category within 1 year (+7% primary, +27.6% secondary sales since 2017 year) by developing a new channel and promo strategy.• Created and implemented the model to assess category growth potential in terms of channels, which allowed assessing the impact of the channel mix on the business growth and determine the level of required investments.• Built the model for determining recommended promo discounts by channels and customers, which allowed maximizing sales and solving the price conflict between channels. As a result, the coverage increased by 44%.• Increased promo efficiency that brings 2.8% savings of promo investments and increase UOP.• Led eCom and Hard Discounters channels strategy development squads, resulting in channel growth significantly ahead of market growth: eCOM +214%, hard discounters +150%.• Introduced a sales management mechanism of issuing quarterly plans to the team, which allowed management of commercial activity with high predictability (deviation from the plan ± 5%).• Led the process of operational closure of the business. In 3 months, it was possible to optimize the production plan taking into account the flow of components, restructure the sales plan and necessary activities, which allowed avoiding early termination of contracts with suppliers and customers. Minimized the write-off of finished products and materials to the level of 0.01%, reduce the cost of business termination by -5 mE. The effective sales strategy allowed not only to maintain, but also to increase sales profitability in the recent period by 9%.• Planned, supervised & coordinated the entire M&A cycle (assets and brands), which allowed to completing it in 6 months in full.

Responsible for developing and implementing the marketing category strategy in channels (6P), setting annual / quarterly goals to the sales team, managing the promotional budget and efficiency of the promo.Main achievements:• Made sales turnaround within 2 years (+24% since 2012) by using NRM concept & unlocking sales in Hard discounters’ channel.• Developed and ensured the toolkit for priority channel growth: eCOM +124%, Hard discounters +120%.• Founded and realized the opportunity to extend a listing in, 8500 POP based assortment category analysis.• Realized the biggest in category secondary placement project in 6000 POP with listing extension.• Lead the project of Tea category separation to the independent business (Ekaterra) for the marketing & CD department. Ensured contracts’ term separation process, developed department structure, determinate new process design fit to the new structure (e.g. S&OP) for 6 months, organized knowledge transfer between CD teams for 1 month. As a results, Russia was in TOP 7/100+ countries which started separate business OTIF.• Designed S&OP process modernization that allowed simplified control and representation of promotions in the sales forecast, implemented promo budget’ spend, increased gaps visibility, increased forecast accuracy to 4% and reduce S&OP cycle for 2 days monthly.• Restarted IBP process for marketing and CD functions (all business categories). As part of this, for the first time it was possible to build universal system of marketing and trade activations uplift assessment, implemented unified the approach for promo investments evaluation, built strong system of feedbacks between marketing and CD which helped to reduce cycle of negotiation pack creation for 1 month and made in single format.

Responsible for developing and implementing the marketing category strategy in channels (6P), setting annual / quarterly goals to the sales team, managing the promotional budget and efficiency of the promo.Main achievements:• Ensured +7% CAGR sales growth by increase of promo-plan efficiency and launches execution. • Ensured company leadership on the market with 18,3% MS• Realized category development project: secondary sales equipment placement for Dove Masterbrand bring +25% sales increase vs. +15% global average.• Realized Camay brand integration into portfolio and support sales team for 6 months, which brings +10 mE sales value incremental. • Lead annual Gift Packs project (40+ SKU for winter gifting season annual). As result 1 month early assortment sales start, sales increase by 0,2 billion rubles, forecast achievement increase by 11% due to whole process redesign and approach changes.

Lead the process of promo SKU development for all categories (up to 98 SKU annual) including promo plan creation and evaluation, production planning and ordering materials, sales forecast and budgeting.