Elena Postol Email and Phone Number

e2e4, the company sells technological solutions, IT-equipment and software for business, esports and gaming purposes in B2B, D2C, B2C, B2M channels, operates in 27 cities of Russia, www.e2e4.ruMember of the Board, Chairman of the Strategy Committee

A holding company owns the agriculture production and trading assets and the brewing; bakery and confectionary raw materials production and trading assets. www.grainrus.comMember of the board, Chaiman of the HR and Remuneration Committee, Chairman of the Audit Committee.

01.2020 – 10.2022, AQUANIKA - bottled water and soft drinks producer, has a modern highly automated plant, supplies the clients: Х5, Aeroflot, RZD, 4th place in Russia in Mors sales. www.myaquanika.ru• Prepared a development and transformation strategy for the company for 2021 – 2025 from scratch. Update its regularly to adapt to changing environment.• New business model and company culture development and implementation.• Upgraded existing executive team with positive impact on… Show more 01.2020 – 10.2022, AQUANIKA - bottled water and soft drinks producer, has a modern highly automated plant, supplies the clients: Х5, Aeroflot, RZD, 4th place in Russia in Mors sales. www.myaquanika.ru• Prepared a development and transformation strategy for the company for 2021 – 2025 from scratch. Update its regularly to adapt to changing environment.• New business model and company culture development and implementation.• Upgraded existing executive team with positive impact on business operation.• Implemented the first part of product strategy - Aquanika rebranding and new high margin innovative drinks launch. • In order to move to clients-centric operation model new customer-focused program was placed: OTIF-monitoring system, internal and external NPS practice.• Data-driven approach in business making decisions implemented, cross functional cooperation and communication and project management improved.• MBO model, S&OP processes set up.• Radically redesigned core business processes to achieve improvements in productivity.• ESG practices launched - waste recycle at the plant and Moscow office, and recycled plastic bottle usage.￭ Key results:1. Company value was added, the shareholder got an attractive offer to sell the business.2. Sales grew by 2.3 times. The plant’s capacity utilized. Business turned to be profitable in 2022 for the first time within 11 years of the company's history.3. Implemented top-management initiatives generated the economic effect by 15% of revenue for 2021.4. Industry average production KPIs (raw materials cost indicators and OEE) achieved. Show less

A group of timber processing plants, which are in the top-5 for the production of birch plywood, with 3 manufacturing sites, employing 2,700 people. www.upgweb.com• Prepared a growth strategy for the company for 2017 – 2022, together with an update.• Implemented the developing sale’s program in the US and Asia and launched special products program successfully.• The loan portfolio restructuring.• Strategical benefits ensured: the forest was taken in long-term rent at the… Show more A group of timber processing plants, which are in the top-5 for the production of birch plywood, with 3 manufacturing sites, employing 2,700 people. www.upgweb.com• Prepared a growth strategy for the company for 2017 – 2022, together with an update.• Implemented the developing sale’s program in the US and Asia and launched special products program successfully.• The loan portfolio restructuring.• Strategical benefits ensured: the forest was taken in long-term rent at the preferential prices.• Operational management model changing and improvement of the coordination cross-functional cooperation’s processes. S&OP-planning, forward forecasting, risks evaluation and prompt working with differences, comparative industry benchmarking arranging, focusing on quick wins.• Quality raw materials, products and service management systematic work conducting. • Accomplished the action plane aimed at enhancing processes, technology and operations efficiency.• A new management structure creation and team building, compensation system changing. ￭ Key results:1. Brought the company back from a state of bankruptcy, EBITDA grew by 2.3 times, and the Debt/EBITDA was reduced by more than 3 times, top-5 position in the highly-quality demanded European birch plywood market, top-3 position in the level of quality customer service meeting customer’s needs.2. Ensured the achievement of industry average production KPIs. The high-margin plywood products share increased more than 2 times; the first grade of filmed faced plywood increased 2 times. Productivity grew by 30%, and income per person grew by 50%.3. Restored the company's leading position on the highly competitive markets of Europe, the USA, and Russia.4. Realized an organizational efficiency program, which led to the optimization of more than 400 employees Show less

Engaged in the manufacture of ceramic granite, and ceramic tiles. risks management expertise, transfer of the experience of transformation, the best practices in production management exchange.

One of the largest car dealers in Russia, with 19 dealer centres: in Moscow, Yekaterinburg, and Ufa.• Preparation and approval of the company’s business development strategy for 2015-2018.• Creation of a new vision of client life cycle managing.• Part sales project realized. • HQ Sales and Aftersales functions structured and supervised; a new reporting introduced.• New dashboards and KPI’s system created and implemented.• Initiated and injected benchmarking and best… Show more One of the largest car dealers in Russia, with 19 dealer centres: in Moscow, Yekaterinburg, and Ufa.• Preparation and approval of the company’s business development strategy for 2015-2018.• Creation of a new vision of client life cycle managing.• Part sales project realized. • HQ Sales and Aftersales functions structured and supervised; a new reporting introduced.• New dashboards and KPI’s system created and implemented.• Initiated and injected benchmarking and best practices monitoring process (inside the company and with Rolf, Avilon and Genser).￭ Key results:1. Part sales revenue per vehicle grew by 47% that compensated the decline in profits from new cars’ sales significantly.2. Gross margin increased in all operations. Show less

Industry expertise and recommendation to drive operational excellence.Communication between top management and the investment company was developed.￭ Key results:1. Executed anti-crisis action plan with management of the company and restructuring the debt successfully.

The largest car dealer in the Perm region in the Middle-Up, and Premium segments-Porsche, Toyota, Lexus, BMW. www.verra.ru• An accounting and reporting system setting.• Budgeting (P&L, CF, BS), planning and analysis, closing management package, ad-hoc analysis and preparation plans to eliminate differences.• Creation of the investment’s efficiency and potential risks assessment system.• Operation and financial KPI’s fulfilling.• Tax planning, the way all the Taxes Audits… Show more The largest car dealer in the Perm region in the Middle-Up, and Premium segments-Porsche, Toyota, Lexus, BMW. www.verra.ru• An accounting and reporting system setting.• Budgeting (P&L, CF, BS), planning and analysis, closing management package, ad-hoc analysis and preparation plans to eliminate differences.• Creation of the investment’s efficiency and potential risks assessment system.• Operation and financial KPI’s fulfilling.• Tax planning, the way all the Taxes Audits passed through successfully.• Managing of the legal and financial departments (25 employers).• Cash flow management and bank’s debt attraction.• Brands portfolio supervision and the group profitability increasing through several unprofitable businesses sale.￭ Key results:1. Managed the unprofitable businesses sales (VERRA Trans, VERRA Peugeot, Hyundai).2. Strategic project financing attracted for more than a billion rubles (2006-2008).3. Completed deal with the Renaissance Private Equity Fund: successfully undertook a due diligence process and legal structure was restructured.4. Restructured the company's debts amounting to more than 4 bln roubles with Alfa-Bank, Sberbank, and MDM Bank, in order to bring the company back from a crisis, and took the lead in talks with Тoyota Motor Russia on the transfer of dealerships. Show less

A network of food retail shops, under the «Pyaterochka» franchise, based in Perm. ￭ Key results:1. Restructured the company's debts, and attracted project funding, which helped the company to increase the number of its shops 1.7 times.2. Successfully completed anti-crisis management project, the purchase price decreased, product portfolio changed, average bill increased. As a result, the company reached the breakeven point in the end of the first financial year and the company’s… Show more A network of food retail shops, under the «Pyaterochka» franchise, based in Perm. ￭ Key results:1. Restructured the company's debts, and attracted project funding, which helped the company to increase the number of its shops 1.7 times.2. Successfully completed anti-crisis management project, the purchase price decreased, product portfolio changed, average bill increased. As a result, the company reached the breakeven point in the end of the first financial year and the company’s capitalization was restored. 3. Ensured significant growth in the company's capitalisation, which led to the company being sold to the federal X5 Retail chain. Show less

Сompanies group, a large wholesale food and non-food goods distributor of international brands - Kraft Foods, Mars, Nestle, Cadbury, Reckitt Benkiser.Head of Financial Department• Implemented budget process automatization; was responsible for loans attracting, P&L, CF, BS creation, budgeting (P&L, CF, BS), planning and analysis, closing management package, ad-hoc analysis and preparation plans to eliminate differencesHead of Purchasing Department, manager of purchasing… Show more Сompanies group, a large wholesale food and non-food goods distributor of international brands - Kraft Foods, Mars, Nestle, Cadbury, Reckitt Benkiser.Head of Financial Department• Implemented budget process automatization; was responsible for loans attracting, P&L, CF, BS creation, budgeting (P&L, CF, BS), planning and analysis, closing management package, ad-hoc analysis and preparation plans to eliminate differencesHead of Purchasing Department, manager of purchasing department• Demonstrated high performance and reached the purchasing targets; was full responsibility for profit parts of P&L, stock turnover management, product management, portfolio brands creation, suppliers negotiating;• The multi-nominated winner of «Rookie of the year», «Innovator of the year» and other nominations. Show less