Key responsibilities:• KPI & targets development to increase distribution & sales in on-trade channel• Sales strategy & operation method development in on-trade• Sales development tools & involved employees performance excellence in on-trade (contracts, processes, price models & operation methods)• Projects targeted on supply chain optimization• Distributors & key clients’ development• Competitors’ activities monitoringKPI assessment:• Sales volume in on-trade• GCC in on-trade• Market share in on-trade• Fulfillment contract terms (equipment, kegs, and spare part delivery)• Proper equipment maintenance policy• KPI’s set in annual performance assessment• Keeping to business plan targets• Team managementStructure:• 3 in HQ as direct reports: Sales development manager, Distributors development manager, PA, • 4 in HQ as functional reports: Finance Manager, HoReCa Equipment and technical service manager, Equipment and technical service executive, Planning and analysis executive,

Feb-Nov 2015 Acting Sales Director in On-Trade (the position was cut due to sales restructure)The turnover in on-trade channel more 9,5 BnRub.The results Y2015 Volume (-16%) and (+0,4%) in Value vs Y2014.Key responsibilities:• Development of strategic and current plans and sales of draft and packaged beer in on-trade channel;• Guide the process of building, development and improvement of distribution systems and sales retail systems in on-trade channel,• Negotiation and conclusion of agreements with distributors;• Control of sales planning in on-trade channel,• Organization and control of the planning and execution of measures for the promotion of beer in the on-trade channel,• Coordination and monitoring of the pricing policy on draft and bottled beer in on-trade channel,• Sales analysis organization in on-trade channel,• Updating and development of activities aimed at implementing the sales strategy in the channel-trade,KPI assessment:• Performance profitability of sales in on-trade channel in Russia, • Volume in on-trade channel in Russia,Structure:• 4 in HQ as direct reports: Sales development manager, Distributors development manager, PA, National Key Account HoReCa Manager - the head of HoReCa Key Account Department (3 Key Account HoReCa Managers) • 4 in HQ as functional reports: Finance Manager, HoReCa Equipment and technical service manager, Equipment and technical service executive, Planning and analysis executive,• 5 HoReCa Deputy as functional reports,• 13 Head of HoReCa sales department as functional reports.

Key responsibilities: • new channels & product promotion development targeted on sales volume increase, brand exposure & in-store promotion,• market trends & competitors’ activities monitoring, • activations development & execution control,• consumer promotion support nationwide,• control of in time support of the sales offices with the relevant sales tools within the scope of the trade programs,• promotion & other marketing tools efficiency analysis; • POSM order & spending control,• new launches support & communication,• Cross-functional projects with Sales, Channel Marketing & Brand Marketing as well with the external partners/agenciesKPI assessment:• budget maintenance nationwide;• keeping to on-trade channel development strategy;• amount of the image outlets and their correspondence with the set criteria;• in time closure of the financial cycles;• Due brand exposure in the image outlets;• effective budget split;• Product exposure in on-trade outlets;• Meeting the field activities plan;• KPI set by the Director within the scope of the Annual performance assessment.Structure:• 2 channel marketing executives in HQ as direct reports,• 5 regional channel marketing managers in on-trade as functional reports,• 13 regional channel marketing executives as direct reports.

Key responsibilities:• set and develop the relations with the customers/key accounts in on-trade (HoReCa): chains, clubs, restaurants, and etc.;• new channels & product promotion development targeted on sales volume increase, availability & in-store promotion,• negotiations with the image clients to increase brand exposure and in-store availability;• contract approval & support.KPI assessment:• sales volume;• brand exposure;• amount of the image outlets and their correspondence with the set criteria;• in time closure of the financial cycles;• field activities’ plan (audit & coaching) ;• merchandising quality;• KPI set by the Director within the scope of the Annual performance.