Yaroslav Klimenko, Mba Email & Phone Number

Ukraine

Kyiv City, Ukraine

2022 was the best year ever in terms of resultMain target: To profitably achieve #2 market position on Ukrainian coffee market in Value. To support #1 market position in Volume. To transform company’s business model from wholesales to modern distributionMain tasks and responsibilities:• To create and implement New business model and sales strategy to achieve the target• To be responsible for Annual Budgeting, P&L, Cash Flow (CF)• To perform Sales, Profit and CF targets based on annual budget and Strategic goals• Sales, Trade-marketing and Customer service teams leadership, management and development (60+ employees)Results:Overall:• Sales strategy and new business model established and launched• Commercial policy, Regional and KA structures, targets, performance and its tracking adopted and launched to support the Strategy and new business model• 2 stages of Digital transformation DONEPerformance:• 2021 FY MS has been increased by 1.5%. Sales and profit targets overachieved by +11.5% and +13.4%• 2022 FY Net Sales +17% (Market -2.5%). Cash loss after ru invasion has been minimized to 0.3% of A/R (450KUAH). Profit target overachieved by +67% vs. 2022 origin Budget (best ever financial result in the company’s history) I saved all the employees, modern trade contracts and market positions in all the channels

Kyiv, Kyiv City, Ukraine

I am and my team have done 6 times Business growth vs. 2012Main tasks and responsibilities:• To create and implement Strategy for business unit• To be responsible for Budgeting, P&L, Cash Flow (CF)• To perform Sales, Profit and CF targets based on annual budget and Strategic goals• To lead coordination with Marketing and Manufacturing departments in the part of business in Ukraine• To cooperate with Financial, Customer service, Planning departments• Team leadership, management and development (200+ employees)Achievements and Results:• Profitable growth Strategy for 2014-2019 has been created and performed• Biosphere Hygiene work force has transformed to Biosphere Team• Digitalization is in place according to the plan• Sales-Marketing-Manufacturing-Supply chain functions synchronized – to support and implement the Strategy• Biosphere Hygiene profitable reached #1 market positionPerformance:• 2020 FY vs. 2012 FY I am and my team gained Sales growth in 5.6 times (double business in USD); Profit growth in 6 times• 2013-14 FY Business launched in Wholesales channel and has been reached 50+% MS • 2014 FY (M&A) I have successfully acquired “Clever Cosmetics” business in Ukraine• 2014-2016FY Strategy adjustment and performance. We successfully used the momentum (war, finance turbulence, etc.) and has implemented step by step profitable business growth concept in opposite to the market• 2018 FY We have done Business breakthrough: +21% in Sales +55% in the Net Profit vs. 2017. We have profitably reached #1 market position (from #3 in 2013)• 2019 FY Year of continuous business growth• 2020 FY We passed Covid turbulence with +11% in revenue and stable profitability. Business breakthrough in EE region has been made by Biosphere team. I have successfully launched Diapers business in Ukraine (local manufacturing). 1st year MS result 1.5% in the “red ocean”• 2021 FY New “Total efficiency” Strategy for Ukraine created, approved and implementing for 2021-22FYs

To make of LG Household & Health care successful market entrance to Ukraine (start-up) - DONEMain tasks and responsibilities:• To create and implement 3 years sales and marketing strategy. To make and perform detailed project P&L and Cash Flow • To negotiate and agreed with LG H&H care and Representative company terms and conditions of country entrance• To establish commercial policy, marketing policy, price structure, internal/external logistics, sales analysis, finance and accounting, incl. back office and field force• To launch national Ukraine distribution system and start business with main national and international retailersAchievements and Results:• Development model, Sales & Marketing strategy created and started-up. Commercial and marketing policy launched• 28th of October 2012: contract signing ceremony (LG + Importer) and 1st Distributors conference were successfully conducted in Kiev• National distribution system created. National-wide sales team hired. First delivery to distributors – 16.01.2013. Negotiations successfully conducted with the main Ukrainian retailers (Key Accounts), as a result – entrance to all key chains• TV Advertising campaign and National promos launched and successfully conducted• Overall P&L results +12% vs. Budget

Company sales 2012 vs. 2010 have been grown four-fold up to 300 000 000 USD /2010 turnover: $88M/Main tasks:Management and development of Sales department and company's Retail chain (>5500 employees; 3000 stores + 3000 3P sales agents)To make profitable double business growth year to year for each year - DONE with $300M in turnoverMain responsibilities:• To create and implement company’s sales strategy 2011-15, as a part of General Company Development Strategy • To manage Sales department and Retail chain; • In order to achieve Strategic target To establish (starting-up): Development, Analytical, KA, Trade-marketing departments; MSL Training Academy and Development Support department• To develop of the company’s and agent’ Retail chain. To improve Company’s regional structure• To create and implement marketing and trade-marketing activities in deep cooperation with company’s departments• Area of responsibilities: Company’s Sales, GGR, chain efficiency; main company’s KPI’sAchievements and Results:• 2011-15 Sales strategy developed and launched. Retail chain development and sales support concept created and implemented• # of company’s stores has been increased in 4 times to 2 600 (target 2 550 stores). Actual Chain Efficiency 87% (target 75%)• MSL training Academy, KA, Trade marketing, Development, Analytics, Development support departments launched according to the strategy guidelines• Budgeted Sales, GGR, TS&OE, # of stores and efficiency targets, EBITDA 2011, 2012 has been achieved and over performed• Company market share has been increased by +14% 2012 vs. 2010• Company sales 2012 vs. 2010 have been grown four-fold up to 300 000 000 USD /2010 turnover: $88M/

(April-June 2010 Acting country manager)Management of SCJ Sales departmentManagement of the Distributors and company's distribution system in terms of sales, coverage, distribution, trading terms & conditionsDirect responsibility for company’s sales, in-market-sales, trade spend, coverage and distribution; company’s commercial policy design, adjustment and implementation, national marketing and trade-marketing programs design and executionDirect reporting to Country GMAchievements:• 10/11FY Company’s and In-market sales has reached pre-crisis level• Business development program and “post-crisis” commercial policy has been created and implemented. As a result: # of delivered SKU has rose up to 50% of active assortment; coverage has been increased by 40% up to 22 000 P.O.S.• During 2009-10 “Recovery Plan” has been established and implemented with 4 existing SCJ distributor’ holdings• Distributor’s changeover on East region (24% of business) has been arranged and implemented with no loss to SCJ business• Queensland project (new POS activation in a small cities) has been established. 1 300 new stores were activated by task force• Exclusive sales teams have been launched with all SCJ distributors + smart solutions for Western Ukraine and Summer VAN selling

Establishment and management of Key Account department /start-up/Creation and implementation of KA business development strategy and KA Sales development program (terms, structure, activities, categories management)Responsibility for SCJ – Key Accounts relations in terms of business, cooperation and personal contacts, KPI’s achievementDirect reporting to Country GMAchievements:• Key Account department has been successfully established. KA business development strategy and KA sales development program (terms, structure, activities, categories development, commercial policy) were created and successfully implemented• Corporate agreements has been signed with 62 accounts in Ukraine: Shelve share has been increased and fixed according to the agreements (+10% vs. market share) Additional placement has been increased by 13 times• “P&L & KPI’s performance tracking by Accounts” analytical system has been designed and implemented• During 2006-2008 average year to year sales growth in the modern trade channel = +42% (+8-12%% vs. budget) • 1st SCJ + Key Accounts National Conference "Star Team" (Taba, Egypt, autumn 2008) successfully conducted. Participants: SCJ sales force + Distributors + main Ukrainian chains' decision makers (35 main chains winners). Conference conducted as a result of annual competition between 52 chains by criteria: biggest LFL sales growth. Result +39% LFL sales growth

S&OP process start-up and implementationEstablishment and management of Sales Operations department /Start-up/Management of operational part of SCJ business: sales forecasting & S&OP process, stock management, importation, logistics and warehousing, sales analysis and planning, customer serviceDirect reporting to country GMAchievements:• Sales Operations business processes (Internal/external logistics control, stock management of SCJ and distribution system, order processing and customer service, Sales analysis system) were established and implemented, sales and manufacturing oriented forecasting system was designed and implemented. In 2002 analytics and order collection was built on the WEB base• S&OP process has been implemented. In 2002 SCJ received “Class “A” S&OP process” evaluation• Result: inventory reduced in 3 times to 30 days; Customer service level = 97.5%, Forecast accuracy 84%; OOS level 0.8% • 2003-5 Designed and implemented SPOT2D system – in-market sales data collection and analysis: by P.O.S. by SKU on daily basis

Management of Distribution department (Rainford Milk & Food)/Supervising of Sales managers,representatives and office staff (>20 subordinates)/Creation and management of business processes in salesManagement of information systemsTrade-marketing activities implementation, finance and price efficiency analysis and controlAchievements:• Average monthly turnover has been grown from 300 000 UAH up to 1 600 000 UAH • Logistics and sales business processes have been implemented. As a result – 0.1% loss of the milk products• “Mass and quality distribution” project has been successfully implemented as well as new Sales department structure. Results: coverage increased from 250 to 960 clients during 3 months + average #SKU increased to 60% of assortment• “Today for tomorrow” sales system was designed and implemented by milk products (shelf life 36-72 hrs) with 0 loss• Rainford’s Cash&Carry assortment was connected to the active distribution. TM activities were created and conducted• Financial targets were overachieved based on profitable growth concept implementation

Master Of Business Administration, Management & Finance

Internship: Carnegie Mellon University, Pittsburgh, USA

Engineer In Computer Science, Computer Science