Key responsibilities and achievements: - Management of the IT function in the timber processing complex with the volume of processing 800 thousand cubic meters of wood, turnover more than 4 million rubles, 800 employees. + IT Infrastructure and Information Systems Audit. + 3-Year IT Strategy Development. + The project of the Unified Dispatch Service was launched (NPV ~ 190 million rubles in 3 years). + PMBoK-based project management methodology implemented. + IT function structure reorganized, project office implemented. + Reorganize IT infrastructure to ensure availability for complex operation in 24/7 mode.

Key Responsibilities: + Work with stakeholders to develop the vision and define the software product roadmap that will add significant value to Aurea + Create detailed specifications from high-level ideas + Define technical solutions for migrating of on-premise apps to the cloud + Create innovative user interactions in collaboration with visual designers to rebuild UI + Work with our engineering teams daily in one scrum team to go from specification to working software + Manage a development process with an expected weekly (or faster) production release within a fast-changing and highly agile framework + Continuously collect customer feedback and build suggested improvements into the product Challenges + The company and all teams are working remotely all over the world. Inside the team work is monitored and controlled instantly per activity and productivity metrics. Achievements: + More than 200 Features specified and implemented for two products - Aurea CRM and Aurea Email Marketing (total revenue ~$40M/Year), including integrations between them, and redesigning UI to the corporate unified template. + More than 10 specs for enterprise application migration to cloud infrastructure Key customers: PROXIMUS, METLIFE, EBAY, Pipelife International GmbH, Unirobe Meeus ICT BV, Rockwool International A/S, Saint Gobain ISOVER, BIOTRONIK SE & Co. KG, Agravis Raiffeisen AG, Knauf

● Responsibilities. Managing a distributed project team of developers, business analysts, and infrastructure builders with an average portfolio of about $5mln/year. ● Brokerage ALOR. IT audit based on COBIT methodology, defining priorities for IT optimization, and cost-effectiveness. ● State company GORMOST: building a data center and security system to control 30 underground underpasses. ● Call-center Telecom-Express: integration of the operational system with social media monitoring complex of I-Teco for 3000 operators Russia wide. ● State company ROSTELECOM: planning and building 30 LTE/GSM based stations in Moscow ● Central Asia Hydrometeorology Modernization Program under control of International Bank for Reconstruction and Development (IBRD): developing of bidding documentation for projects in 4 countries Kazakhstan, Kyrgyzstan, Tajikistan, Uzbekistan for a total cost $30mln according to procedures of IBRD. ● State institute CNII EISU: implementation of a central system for canteen management in 600 military units.

● Responsibilities. Project management on the implementation of e-government www.gosuslugi.ru in the municipal sector. ● Project management. Managing a distributed project team of developers and business analysts to achieve implementation of e-government in Russian municipalities. ● Achievements: The Project team has been built. Requirements for pilot implementations are analyzed and pilot implementations are completed. Based on pilot implementations the solution is implemented on the national level.

● Responsibilities. Start-up of Russian affiliate of Swiss-based international SAP consulting company. Establishing sales and marketing processes. ● Sales and project management. Managing the sales process. A business plan for the start-up phase is achieved. Coaching and controlling of SAP consultants (from 15 to 35) in major projects. ● Key successful projects: BASF (ERP roll-outs in 3 plants in Russia and Kazakhstan), M.Video (ERP improvements in HR and FI modules). ROLF (ERP implementation: participated only in sales and contracting cycles).

• Business development. Creating a business plan for implementing sales of IT solutions and services in Russia regions.

• Overall. Managing the IT department in the international brewery with 700mln turnover, 14 breweries and affiliates across Russia, 6500 employees, 2800 users. • Strategic management. IT Long Range Plan is reviewed according to changed business targets. • Achieving business goals. The solution to support the changing sales process developed and implemented – Information system to control the activity of 2000 sales representatives, order fulfillment, and stock inventory of 300 Distributors in 200 cities providing up 15% increase in the direct sales channel. • IT reorganization. The solution for decreasing IT headcount from 108 to 50 while keeping overall performance is developed. The accent is moved from support/maintenance to development.

• IT services management Implemented special Central IT Organizational structure for development and project management Russia-wide systems and IT functions. Created tools to measure Key Performance Indicators for business-critical IT services in all 19 affiliates. • ERP implementation. Created IT technical infrastructure (IBM Cluster RS/6000, LAN, WAN with 99.8% availability, internal voice services) for implementing centralized financial applications at Moscow and other 19 sites in Russia with an overall production of 10 billion HL of beer/year and 20,000 employees. • Business systems support Implemented Central Help Desk function to register and monitor user requests for business systems support. • Information security management Created security policies and implemented security systems in all 19 affiliates. • Worldwide corporate INTERBREW projects. Implemented unified mail system integrated with corporate. Linked SIL RUSSIA network to corporate network with high speed secured link. Implemented intranet service to share IT information between sites. Implemented central administration of the corporate voice network in Russia.

• Accounting systems. Standardized accounting system in 11 distribution centers based on 1C application to satisfy global requirements for accounting software. • Building from scratch and managing IT staff of 10 people in Moscow and 8 remote IT departments.

• Building from scratch and managing IT staff of 10 people. • Developed and implemented a business-critical information system for monitoring and strategic planning of production. • Developing and implementing technical infrastructure for the new tobacco factory with production of 30 billion cigarettes per year, 1000 employees. • Implemented corporate intranet site. • Developing a Y2K compliance plan.

• Implemented a marketing research system integrated in Philip Morris worldwide corporate scheme within 17 offices all over Russia including the Far East. • Developing and implementing an Exchange mail system in all 17 Russia offices and 2 factories (total of 400 users). • Developed and Implemented NT network in 7 Russian cities and integrated it into corporate NT network. • Developed cost-effective LAN/WAN technologies and infrastructures based on Global One equipment. • Developed and maintained corporate voice network (PBX, multiplexers, leased lines). • Coordination of local, regional, and third-party providers among Russia to ensure quick and efficient implementation of corporate technologies. • Upgraded and maintained corporate software and hardware across departments within Russia.

• Computer & Network service for a big computer network (about 500 computers) in Chevron-Kazakhstan JV. • Software & hardware support for foreign companies in Moscow.

• User support. • Training for office and programming software. • Different hardware maintenance.

Sale of publishing software & hardware. Installations, service.

User support for CAD systems.