Dmitry Varfolomeev Email & Phone Number

Cyprus

Main tasks• Establish a financial department• Create cost reductions and commercial cost control systems• Forming a team, preparing regulatory documentation, organizing the work processMain achievements• The financial team has been successfully formed• Monthly net profit increased by 2 times after 6 months of work• Reducing costs across departments from 10 to 40%

Moscow

Main tasks• Creation of a financial and analytical service in the direction of "Plant Products"• Budgeting (preparation and protection of annual budgets for the direction)• Analysis of the market for plant products• Recruitment and training of employees• Writing a concept for the service, regulatory documents Main achievements• Recruitment, training, and adaptation of 10 employees• An annual budget for the direction was prepared and protected, and a cost optimization plan was drawn up (production, commerce) - an increase in the profitability of the direction by 40% (some of the activities have been launched into implementation)• More than 50 analytical market reports were prepared.

Moscow

Main tasks• Restructuring of the financial service, setting up management accounting• Creation of a Treasury• Organization of financing (factoring, bank loans)• Led the implementation and restructuring of IT systems, including 1C and CRM Bitrix.• Enhanced business efficiency through cost reduction and establishing a commercial cost control system.• Negotiating with the investment funds, banks, and strategic investors Main achievements• Reduction of production costs by 8% per year (automation of processes, revision of the product range, reduction of defects)• Reduction of commercial costs by 6% per year• Reconfiguration of 1C (technical requirements for revision, expansion of functionality, change of accounting policy)• Implementation of CRM Bitrix and increase in transparency of commercial services• Reduction of accounting time (optimization and automation reports) by 20%• Opening new credit limits of 200 million rubles without guarantees to shareholders

Moscow, Russian Federation

Main tasks• Preparation concept of the project• Negotiations with investors and participants• Preparation of market analysis• Building a financial model for the project • Attracting a loan to finance the projectMain achievements• Gaining the RUR 6,7 billion bank credit for the implementation of the project

Moscow

Main tasks• Initiation of projects, analysis of the project environment, and launch of development projects• Building a project team and training personnelMain achievements• Launched more than 10 investment projects in various business areas (from initiating an idea to launching a product for sale)

Voronezh, Russia

Brand Division – Part of EFKO, production and sales of branded mayonnaise, ketchup, butter, and dairy products Sloboda TM, Altero TM, and Dobavkin TM, with the division’s revenue in 2017 of approximately RUR 30 billion.Main tasks• Cost control for the counterparties,• Evaluating the contract’s economic efficiency,• The product’s financial result modeling and evaluation,• Evaluating the division’s investment projects.Main achievements• The budgeting system in the division was restructured, and the period for preparing management reports was reduced by 7 days.• The cost control system for the distributors (federal network and about 90 company distributions) and the joint promotional activities on-site at distribution companies were developed and implemented into the budgeting.EBITDA growth by RUR 1 billion within 1 year.• A loan of RUR 1.1 billion was attracted to construct the second stage of the dairy plant.• The financial modeling system based on competitor evaluation was developed, reducing the cost of manufactured products by 3%.

Voronezh, Russia

Main tasks• Developing and supervising the analytics department of the EFKO Holding• Corporate finance (M&A, work with investment funds, preparation for IPO)• Support and management of foreign companies of EFKO Holding in various jurisdictionsMain achievements • An analytical service was established – 30+ people, over 200 reports, and 3 conferences (more than 150 participants from the industry and over 30 experts)• Successful completion of the sale of a grain terminal in the port of Taman to a syndicate of Glencore and Kernel (the largest deal in the industry, $265 million)• The acquisition of the plant in Kazakhstan and the organization financing for modernization ($30 million)• The acquisition of a soap factory in the Voronezh region (amount approximately RUR 400 million)• Preparation of EFKO Holding for an IPO on the London Stock Exchange (the deal was canceled; the first submission of the memorandum to UKLA was conducted) – from initiation of the process, several non-deal roadshows, preparation of documentation, and submission to UKLA• Preparation of the deal for the sale of a stake in the company to RDIF, RKFI, and Mubadala (amount RUR10 billion; shareholders canceled the agreement for several reasons).