Mikhail Petukhov Email & Phone Number

Moscow, Ru

Moscow

• Developing business strategy and operational model development and realisation; • Business process diagnostics and optimisation; • Operational cost management; • Employee efficiency management; • Assortment and category management; • Development of standards, regulations, operational charts and procedures; • Merchandising and retail marketing.

Москва, Россия

• Changed sales strategy from gross sales to sales quality. • Improved speed connection for new customers. • Reduced churn rate of core clients. • Optimized Department operational structure.

Khabarovsk, Russia

• Development of EUROSPAR, SPAR, SPAR Express formats. Repositioning of the Ambar discounter format;• Increasing the efficiency of the existing network (39 stores);• Development Category of In-House production;• Supply chain management, auto-ordering, inventory management process optimization;• Pricing;• Organization of online sales channel.Results:• Developed a project to launch dark stores (Yandex-Lavka franchise);• Sales growth in SberMarket channel… Show more • Development of EUROSPAR, SPAR, SPAR Express formats. Repositioning of the Ambar discounter format;• Increasing the efficiency of the existing network (39 stores);• Development Category of In-House production;• Supply chain management, auto-ordering, inventory management process optimization;• Pricing;• Organization of online sales channel.Results:• Developed a project to launch dark stores (Yandex-Lavka franchise);• Sales growth in SberMarket channel +30%;• Launched two new formats within 6 months: SPAR, SPAR Express;• Changed the parameters of the discounter format, reduced the active matrix without loss of profitability and revenue;• Organic network growth in 2021 of +8 stores (3 - EUROSPAR, 2 - SPAR, 1 - SPAR Express, 2 - Ambar);• LFL sales dynamics from -13% in March to +3.45% in November, YoY growth +20%;• Gross margin increased by 2.41 percentage points while maintaining positive dynamics in customer numbers;• Doubling sales of In-House Productions due to increased its share (project duration 4 months);• Kitchen Factory integrated into the Company's operational perimeter (project duration 6 months);• Attract to management team a Commercial Director and a Director for In-House Productions;• Launched a dynamic pricing project within 4 months (jointly with imprice company);• Implemented auto-order Forecast NOW within 6 months. Inventory reduced by 7 days. Show less

Khabarovsk Territory, Russian Federation

• Opening of hypermarkets and managing the effectiveness of the existing network;• Improving the efficiency of hypermarkets;• Changing the culture of customer service and maintaining it in the direction of sincere service by employees;• Supply chain management, auto-order, optimization of replenishment processes.Results:• Expanded retail network from 16 to 28 hypermarkets (2016-2019), extending into Amur Region, Primorsky Territory, Kamchatka.• Launched the "Blizkiy"… Show more • Opening of hypermarkets and managing the effectiveness of the existing network;• Improving the efficiency of hypermarkets;• Changing the culture of customer service and maintaining it in the direction of sincere service by employees;• Supply chain management, auto-order, optimization of replenishment processes.Results:• Expanded retail network from 16 to 28 hypermarkets (2016-2019), extending into Amur Region, Primorsky Territory, Kamchatka.• Launched the "Blizkiy" discount stores; 8 new stores opened, creating a matrix of 2200 SKUs, leading to a positive EBITDA within 6 months.• Introduced "Samberi Express" format, boosting network turnover by over 10% without escalating back-office costs.• Achieved consistent LFL customer growth (+1.5-2% yearly) and a significant increase of average purchases (4-5% annually), resulting in over 6% annual turnover increase despite new competitors.• Improved customer NPS from 52% to 70% and hypermarket EBITDA by 15% within two years.• Raised internal employee NPS from -1 to 31.• Cut labor costs by over 100 million annually through work schedule optimization and process changes.• Decreased staff turnover from 57% to 46%.• Initiated the launch of investment loyalty programs together with TCC, which allowed to increase the turnover of the entire network by 5% during the campaign.• Initiated the project “Shelf Management” - which allowed to reduce by 5% the labor costs for the layout of goods and to reduce write-offs. The developed working schemes and solutions are being transferred to the Symphony G.O.L.D. platform.• The turnover period of goods has been reduced by 4 days.• The approach to employee training has been changed (online training, regularity, training held by store directors, the computer game “Store Management” has been launched). Key trainings have been conducted by directors of the stores and outlets. Show less

Khabarovsk Territory, Russian Federation

Москва

• Developing retail business strategy and operational model development and realisation;• Retail development; • Business process diagnostics and optimisation;• P/L management;• Operational cost management; • Employee efficiency management; • Assortment and category management • Development of standards, regulations, operational charts and procedures; • Merchandising and retail marketing.

Moscow, Russian Federation

• Launched new format in Russia of meat stores; • Increased profit of retail chain;• Implemented Category management (fresh, ultra fresh);• Changed People management processes (hiring, training, coaching, and mentoring of district managers and regional staff).

Moscow, Russian Federation

• Strategic planning;• People management (hiring, training, coaching, and mentoring of district managers and regional staff);• Relationship with key suppliers (P&G, Wella);• P/L;• Relationship with board of directors;• Project management.

Челябинск

• Strategic planning;• People management;• Sales growth;• P/L;• Project Management;• Relationship with head office and board of directors;• Relationship with international partners;• Developing & Coordinating Investment projects.

Chelyabinsk Region, Russian Federation

• Strategic planning;• Finance (budgeting, attracting credits);• Marketing (developing and promotion of “Akropol” brand);• Relationships with international partners.

Chelyabinsk Region, Russian Federation

• Business processes optimization for one of the biggest Russian steel manufacturers, implementing MPR II information system;• Development and optimization of business processes for supply division of metallurgic business;• Network integration market research in Urals region;• Implementation of the project focused on sales growth of big industrial holding;• Strategy development for medical company.

• Development of analytical software for Governor of Chelyabinsk region (financial, economic, dataflow).• Took part in the project of reorganization of the Government of Chelyabinsk region• Conducted the project of development and implementation of electronic workflow for the government