Reporting to the owner, leading 2 teams (Moscow and Amsterdam) 6 direct and 28 indirect reports. 3 jewelry chains: Moscow Jewelry Factory (312 stores in 104 cities of Russia and 2 cities of Kazakhstan), Siebel Jewelry (43 stores in 13 towns of Netherlands) and LEVIEV (Moscow, NY). Responsible for marketing, and M&A, with key tasks: Define market growth scenario for 2020o Analysis of the market growth drivers o Competitive landscape CORE business strategy development (jewelry with Diamonds)o Analysis of the core business baseline (EBITDA / CF)o Define long list of strategic initiatives for care business (e.g. loyalty program, pricingreview, positioning, new geo expansion, monobrande-commerce; organic vs. M&A(prospects for acquisitions: ADAMAS, JEWELRYTORG - local St. Pet jewelry chain) o Analysis and high-level modeling of each optiono Target initiatives selection for the detailed planning Define beyond the CORE (diamonds) Value proposition (“Bottom Up” and “Top Down” app.) o Defining new customer segments for current portfolio of brandso Development of new brand (in mid-price segment)o Recommendation for product portfolio expansiono Creating new distribution channels, including wholesaleo Creating partnerships (DISNEY, FIFA, ALROSA, Black Start, etc.)o Strengthen e-commerceo Defining franchise opportunities (SWAROVSKI, FABERGE, Pandora) o Evaluating Acquisition of silver brands: VALTERA, Yashma Zoloto Geographical expansion – launch strategy (Far East, Kazakhstan, Belarus, Azerbaijan)Achievements:Moscow Jewelry Factory positive L4L Same Store Sales Growth, while overall jewelry marketdropped, thanks to:o Strengthen MUZ brand positioning as a specialist in diamonds with focus on mid+ segment; defining right assortment (product) and promotion activities (price); new collection launches; new brand look & feel, incl. logo, packaging, architectural design, advertising materialso Re-launch of CRM system with new modern platform; enhance data

Reporting to owner, CEO. 6 direct, incl. Head of Brands, Head of Marketing Communication, CRM Director, 2 Brand Chiefs; and 52 indirect reportsResponsibilities:• Define marketing strategy for TANUKI & ERSH chains• Menu development, incl. pricing strategy• Develop Loyalty program for Russia and UkraineAchievements:• Re-branding TANUKI• Launch of TANUKI loyalty program• LFL double digit growth on declined market• E-Commerce reinforcement with improved mobile platform and CRM system• Launch of new restaurant concept Kitay-Chi

Reporting to CMO, BoD. 12 direct reports, incl. 3 Brand Chiefs, 3 Brand Managers, 2 Technologist, Local Marketing Specialist; 6.200 indirect reports.Responsibilities: Define the Brand Experience/ Standards in terms of: Food & Beverages offer, Service standards, Pricing and Promotions definition, Standards to overall atmosphere (decor, lighting, music), Site Selection criteria (market coverage strategy)  Define Successful Marketing Strategy to drive transactions and average check per guest Champion product innovation to achieve competitive advantage/ differentiation Ensure product quality through selection of best ingredientse via opend tenders  Ensure that Brand Managers are well trained and motivated to develop and execute brand programmes that are in line with portfolio definition and marketing strategy P&L Responsibilities cost control (price management, income diversification trhough different channels: in-store, delivery, on-the-go, brand budget management  Contribution to the Company’s Development plan (new store oppening) through the site approval process and business casess developemnt for investemtn commity  Lead and Guard the Brand standards through franchising community Achievements: Transactions and average check growth to the LY EBITDA improvement thanks to the food cost management and new dishes introduction Planeta Sushi and IL Patio rebranding

My key task was to help the business owner building a modern marketing organization, ensuring an efficient and effective marketing process across 4 independent divisions in order to meet sales objectives and to retain leading position in the market. Reporting to CEO, Member of the Board. 8 direct reports, incl. Marketing Directors, Marketing Communication Director, PR Director, Shopper marketing Director; 112 indirect reports.Responsibilities: Set guidelines and procedures for the marketing teams Develop corporate marketing strategy  Set objectives for divisions – translating corporate strategy to consumer centric marketing strategies for every book niche that grows portfolio of brands and maximises the ROI for the owner. Lead development and implementation of operational plans for niches, including communication plans and media strategies, aligned with the brands’ objectives Marketing services procurement: media, research, creative and production suppliers Drive an on-going process of marketing evaluation and innovation in order to achieve the maximum competitiveness in packaging, product, communication, price and imageAchievements: Sales grew by X% in 2009 vs. 2008, while the market declined by Y% New brands (authors) started bringing margin after the Z months of promotion (it took them ZZ months before)Additional task: Management of the EKSMO Advertising Unit (47 people) – an in-house Ad agencyResponsibilities: Department management (Service + Operations), including P&L performance  Client relationship management, sales and sales support  Service improvement and development (new services: Celebrity management at PR Dept., Shopper marketing at Creative & Activation Dept., creation of Digital dept.)

When I was promoted to this position, my key goals were to understand clients’ most important strategic issues with their brands and their expectations towards GREY, to develop improvement plan, and to drive Agency efforts aiming at meeting Client’s objectives through strategic thinking, creative product and brand leadership. Reporting to CEO of Grey Group (Grey & G2). 7 direct reports, 46 indirect reportsResponsibilities: Key Clients: P&G, NOKIA, VISA, GSK, MTS, EFES, Wimm-Bill-Dann, Novartis, Mercedes, Ingosstrah, Wyeth, Beluga, GM Department management, including P&L performance Business development, sales agency services, CIS partners network set up and development Client fee negotiations, budget management, financial reporting to CEO Account team leadership ensuring efficiency and meeting Clients’ expectations. Set measurable growth targets for the Account teams and drive them to achieve financial results desired by the owners. Staff recognition, retention and development by implementing a meaningful appraisal, career development and motivation plan for each team member and personal plans for Account Directors Take ownership, with the Creative Director, in the creative product agency deliversAchievements Met growth target objectives for 2007, both Revenue and Profit margin New business won: General Motors, EFES, Wimm-Bill-Dann, Rosneft, MTS, Beluga

Business Development Director CIS Regional role to support and develop Grey Global Clients across CISResponsibilities: Business development, sales and sales support, CIS partners network set up and development; Client relationships management, fee negotiations for local affiliates, project coaching, product development (with Russian team if needed); Cross functional teams management; Marketing areas: Advertising, HoReCa, Trade marketing, CRM, Media strategy, communication strategy, brand consulting;  Examples of clients: BAT, P&G, VISA, Nokia, Azerfon, Baltika and others.Achievements: Built regional team for BAT: local teams hiring & training, Moscow-based co-ordination team set up, contract and fees negotiations with local BAT offices in Central Asia (Kazakhstan, Uzbekistan) and Caucuses (Azerbaijan and Georgia), Belarus and Ukraine In Kazakhstan I built a new agency with a local partner, transferred all businesses (P&G, VISA, NOKIA) from an old agency to the new one in 1 month. Facilitated the contract signing with BAT. Revenue of the new office grew by 340% in the first year of operations In Ukraine and Belarus I helped local GMs to drive BAT business, through the team optimization and new services introduction: Trade Marketing, HoReCa and CRM. Local agencies improved profitability on BAT and laid the basis for further profit growth. New Business: BAT in Kazakhstan, P&G in Azarbaijan, Baltika in Central Asia, “Azerfon” in Ukraine.

Responsible for VISA communication with consumers and member banks in Russia and CISAchievements: Tripled agency revenue after the first year of co-operation with VISA  Set up co-ordination of VISA account among 7 Grey offices in CIS countries with Grey Moscow as a hub for the region in 2004.  Successful Visa brand re-launch in CIS (2005) significantly improved VISA equity Maintained and developed relations with all VISA partners Members (Banks issuers and banks acquires), Merchants (retailers and service providers, such as Aeroflot) and Global partners (Olympics, Disney). Gold at Russian Marketing Awards for Visa Olympic as the best integrated campaign.

Responsible for SC Johnson in Russia and CIS. Localized Global strategies for SCJ’s 12 brands in 6 categories. Responsible for New business.Achievements: New brand launch – Glade Magic Gel (naming, packaging launch strategy) Improved agency evaluation score by SCJ from 3.4 to 4.8 after the first year. New Business won: Gloria Jeans, Pantech (launch strategy in Russia), Galina Blanca (repositioning of bouillon cubes, 3 new brands of Galina Blanca culinary aids development: naming, packaging, launch campaign), Smirnov Original vodka (Smirnov heritage ad campaign under a promotion of the book “Smirnov’s life”, specially written for this campaign, which included TVC, despite the ban of alcohol advertising in Russia), MegaFon, Daria frozen food (new brand development and launch strategy) Best FCB Manager Award in 2003.

 Re-built agency from the ground after economic crisis in 1998.  Managed to grow profitability by 230% through new clients acquisition and better resources management

Successful launches of “Ace&Base” (prepaid mobile service of Kyivstar GSM) – 23% share during 1st year (1999) - best ever result by COMVERCE Research; and “Old Mirgorod” - for the first time in Ukraine IDS start sells still water in 5 liters cans (2001).

Successful launch of HP PCs and Serves to the market

Successful launch of the first SUN Interbrew brand in Ukraine – “Chernigivske” beer in 1997

Advertising, sponsorship