Manufacturing and retailing of Clothes, Cosmetic, House holdPrivate labels (PL) developed and production for retailers and on-line platformsPL Korean cosmetic: Kumiho (Magnit), INO (Lenta), MyChoi (in progress)PL Apparel: UNO (Magnit), InWin (Lenta), Trikke, Crespino, Itara, Chipo&Lino (Wildberries)NLG own brands: Sensera, Senta, Infunt

Develop and roll out new business approach of C&G Channel development sales. Insure sustain working process after launch new C&G development department. Full P&L responsibility.

Project management: Develop and execute new strategic approach to increase Market share in Modern trade channel based on synergies of the two Juice portfolios and Direct/Indirect GTM

Identifying key business gaps on post acquisition period. Develop and implement Strategic plan on post acquisition period. Work standards and procedures implementation. Lead of Organize trade department and crass functional cooperation (finance, logistic, trade marketing, Revenue management), P&L managing.

Start up Sales Capability project in Russia. Build and roll out Modern trade Sales Capability agenda from zero level up to full strategic plan - identification opportunities, develop and roll out training plan, implementation of specific trainings, include SC agenda to Sales team objectives.

Change management: critically change sales approach to deliver full year volume/ value KPI on backlog more than 30% background. Align big business changes with stakeholders and working with sales team under strong time pressure.PepsiCo July 2010 - Present timeMain objectives:- Development and implementation strategic approach for PepsiCo Juice portfolioAssortment, Customer development agreement/promo, Negotiation tactics/ Price architecture - Integration new business (Lebedyanskiy and WBDB) to PepsiCo on business process and people management level. Implementation of PepsiCo standards on a cross functional level in cooperation with finance, logistic and HR departments.- Create and align SC agenda for OT department in Russia. Adaptation and implementation special trainings for KAMs As a result I achieved: - Market share of LKA channel increased up to 46% (+2,3%)- 18 MMRub turnover with NR of TOP LKA increased +15% with positive increases of NRR per item (+ 0,5 pp), 33% of total Juice Category mix sales- The fastest growth of Energy drinks category 2014… Drive Me market share up to 7%- Built Annual training plan with new managing approach, strong e-learning platform for MT population with clear tracking system for management team. Revenue management training was conducted first time in Russia. 16 trainings were held as a main facilitator.

NON FOOD RETAIL … Street retail/ Home goods supermarkets/ DIY March 2006 - May 2010Main objectives:Leadership of market development department (the specialists of development department, construction and operation manager, projects start-up managers are in subordination), search of projects for long lease for the new stores opening, lease terms agreement, shops projecting and construction, trade equipment. Project budget up to $3 500 000 and average area up to 5000 m2.As a result I achieved: 23 new communication points of sale Svyaznoy in NW region 9 new home goods supermarkets Domovoy and 3 projects of DIY START across Russia.

Goal setting for the sales department (300+ employees), key customers development, pricing, market channels development strategy, coordination of mutual work of production (2 plants), logistics and sales department, trade stock forecasting, planning of orders for trade equipment.

Regular management of Sales team: leadership of sales team of 50 persons (2 teams in NN , 1 in Penza, 1 in Cheboksary), finance department of DC, of DC logistics (the warehouse 2500 sq.m., 10 delivery trucks). DSD, DS3, 3PD distribution systems