Nikita Gusev Email and Phone Number

- Development and implementation of sales and business development strategies to increase the customer base and sales of CPM solutions;- Management and coordination of the sales and business development team;- Analysis of the market and competitive environment to identify new opportunities and threats;- Searching and attracting new business opportunities, partnerships and markets;- Building and maintaining long-term relationships with key clients and partners;- Monitoring the implementation of sales plans and key performance indicators (KPI);- Collaborate with production departments to ensure alignment and support of business development initiatives;- Representing the company at industry events and conferences.

Leading a T&M project team for a large construction company (TOP 10 in terms of revenue in the industry).Team size - 15 people.Managing a team of 14 people on a project to implement an EPM system for a large pharmaceutical distributor (TOP 3), in terms of developing a budgeting and consolidation model, with high quality and within the budget.The volume and cost of work provided to the customer increased 10 times in a year and a half.Leading a team of 12 people on a project to develop demo stands on various EPM systems.A unified problem statement for various platforms has been developed. The project was completed in the shortest possible time (3 months), with high quality and within the budget.Leading a team of 10 people in the preparation of a study and its subsequent presentation to big government and private companies. As a result of the event, two major contracts were signed.

Management of the Materials Management survey team (3 employees) on an international government project as part of the reform of the country's energy industry by merging a number of enterprises into a single information circuit and implementing an ERP system.A survey of more than 20 enterprises and branches was conducted, reports and presentation materials were prepared with an analysis of the degree of maturity and automation of business processes. These reports served as the basis for the start of a new project for the implementation of the ERP system.

Has been realized the Model of technical industrial financial planning of Russia's largest uranium mining enterprise.Methodological and technical support services were rendered in compliance with the terms and budget of the project.The main result of the project was a significant optimization of the calculation algorithms, which made it possible to reduce the model recalculation time (48 excel files, 500mb) from 8 to 2 hours.

The terms of reference for the creation and configuration of planned budget forms for IBM Cognos ТМ1 (15 pcs) were developed, more than 10 reporting forms were implemented in the system, OLAP cubes were configured, calculation and security rules were written. Conducting demonstrations of the functionality by top managers of the company. Development of a training program.The system has been put into commercial operation. 2500 users successfully trained.The analysis of the existing business processes of the company in terms of the interaction between the central office and branches of the largest railway company in Russia was carried out. A process model (as is - to be) has been developed.Formed methodological requirements for the model of data collection forms and reports of controlled companies of divisions of the central office and branches. A model was developed in MS Excel (more than 80 excel forms). The result was accepted by the customer without remarks.

A model for the consolidation and visualization of the reporting of subsidiaries of the largest Russian oil producing company on the costs of information technologies, information security, industrial automation, metrology and quality control has been developed.This made it possible to reduce the preparation of reports for the company's management from 2 weeks to 3 days

Measures were organized to centralize work in terms of analyzing the production load of the company's branches;The verification of the information provided by the services of the branches was automated, criteria for evaluating the effectiveness of their activities were developed;A revision of the module for accounting for the company's labor costs based on 1C was developed and implemented, which made it possible to reduce the time for agreeing on the variable part of wages from 7 to 2 days.

Took part in legislative activities (3 annexes to the procedure for conducting inspections in the field of government defense orders were developed).Organized and conducted more than 15 unscheduled field inspections.