Sergey Orekhov Email and Phone Number

I was invited to join Imhonet as a crisis-management specialist. Despite significant investments, Imhonet was experiencing a stagnation period for several years prior to my joining the company. The company owner asked me to expand the user base – but, in fact, the project needed to be restarted from ground up.TASKS:Developed the concept, strategy and business plan for the project, got buy-in from stockholdersChanged the team completely, built new management systems, built the sales department from ground upDeveloped communication and sales strategy of the projectWorked with research firms (Millward Brown) and creative agencies (“Voskhod”) to position the project differently for consumersbuilt new UE cases and managed developers Developed financial models Created partnerships with creators and distributors of various contentFormed and management the project team of 55 full-time employees + 100 part-time freelance specialistsPresented the company to venture capital funds and private investorsACHIEVEMENTS: The project’s user base has grown more than 30 times since 2011 (this growth rate was 3 times as fast as other lifestyle platforms at the time) and totaled approx. 1 million unique visitors/day. User expansion was organic, fueled by the contents and products offered by the service, no traffic was bought.Created the project’s catalog (which previously did not exist) – more than 270,000 books, 80,000 films, 38,000 games, 8,000 shows. Signed agreements with content distributors: Ivi.ru, Megogo.net, Tvzavr.ru, Now.ru, Tvigle.ru, Videomore.ru, Pladform.ru, Bookmate and others.Since 2013, the project’s monetization was based on the advertising model – and, in less than a year and a half, it reached 70% of operating expenses Since 2014, the company started commercializing its technologies in user personalizing and profiling. We partnered with Megafon mobile phone service provider to create Russia's first personal TV service.

TASKS:Created and implemented a global, integrated strategy of the company’s business development in the countries of the former Soviet UnionDeveloped 3-year business plans for subsidiary companies (Kazakhstan, Ukraine, Belorussia) and oversaw its implementation, using commercial, audit-based and technology-based indicatorsRegulated the relationship between main company (OR: management company) and subsidiary companiesDeveloped optimal products, price-setting and marketing strategies for each marketPerformed regular analysis of the markets in each country and presented the results to the company stockholdersImproved internal processes, significantly reduced the company’s customer service reaction timeACHIEVEMENTS:- Introduced the company to the markets of Kazakhstan, Belorussia and Ukraine. In Kazakhstan and Ukraine, the project’s popularity ratings reached top 5 in the country- Implemented a system for training and testing employees of the sales and IT departments in subsidiary companies

TASKS:Created general company development strategyCreated a sales system for the company’s printed products: “package deals,” key client loyalty systems. As a result, the trend of the company’s falling share of the print advertising market was stopped. By 2009, the company’s market share was +11%.Created regional sales structure for the company’s online products. Internet advertising sales departments were created and trained in 11 cities. As a result, the sales of regional internet advertising grew by +54% compared to the 2009 levels (while the general online advertising market fell by -5%)Managed the company’s communications, conducted 2 national ad campaigns, as well as several large-scale industry conferences. Managed the advertising budget of approx. $6 million USDPersonally managed key projects, such as launching print and online products in key segments (cars, real estate). Results: company shares in the car segment grew by +16%, company shares in real estate grew by +14%Launched a subsidiary tech company “ProntoSoft.” As a result, the company’s site IRR.ru was transferred to a new technology platform and a mobile version of the company’s site was launched.

Managing online resources of the company. The total revenue of online recourses of the Company increased in 2007 by +270% (vs. +45% in 2006 with +70% total market growth). Pronto Moscow entered Top10 Companies in online media advertising (RBC research 2007).

Russian-US outsourcing company specializing in web development for foreign audience (US, UK, EU)· Cooperation with key clients and partners of the company (escrow services, hosting and etc.) · Participation in trade events · Media buying (total media budget $70k)· Managing affiliate program (monthly payments to partners around $30k)· PR activities (publication in Forbes)· Managing projects up to 7000 man-hours (total 16 online projects)· Managing 30 subordinates