• Implementation of Innovative Production Development Programs (Area of Responsibility – 5 legal entities); • Cooperation with the business customer, formalization of requirements, development of technical design specifications; • Process-oriented market monitoring, analysis of current and preferred technologies, visiting specialized exhibitions; • Project profit rating, assessment of production potential of innovative technologies, modeling, forecasting, preparation of conclusions on applicability; • Strategic financial and economic analysis, investment analysis, budget performance monitoring; • Formation of the project team (up to 10 people: chemists, technologists, installation technicians) – task setting and allocation, result monitoring. Coordination of contractor operations; • Business process automation, introduction of modern management systems; • Project procurement and support (negotiating with suppliers, contracting, procurement coordination); • Cross-functional interaction, project support at all stages, assessment and analysis of implemented functionality / technologies, change management. Major achievements: • Launched the production of stainless steel door handles: a processing chain was developed, high-tech equipment was selected and launched (laser welding, high-performance pipe bending machines, etc.). Product was successfully launched on the market; • Successfully implemented the ERP system; • Successfully implemented a project for the re-equipment of the press shop for stamping with correctly feeding devices, sequential and multi-stage stamping; • Successfully opened an office in China; • Formed several projects to modernize production and boost labor productivity (implementation currently under negotiation): - project on decorative electroplating of 200,000 m2 per year, six types of coatings on steel, aluminum, zinc; - project on robotized processing of cast parts – deburring, grinding, polishing; - project for the manufacture of housing parts on hybrid coordinate punch presses with laser cutting.

• Management of the Group Reorganization Project, formation of the organizational structure headed by the asset management company; • Personnel policy optimization, redistribution of security department functions; • Technical and economic analysis, business planning, cost minimization. Major achievements: • Successfully reorganized the Security Department, business processes were built and adjusted, personnel policy was optimized, management and monitoring system was automated (PAYROLL fund costs were significantly reduced); • An engineering department was formed (development, installation, maintenance of video surveillance systems, access control systems, telephony, Internet); • Information and analytical department was created (work with an alarm monitor and operational and department); • Department of economic security was formed (checking / verification of suppliers, customers, anti-corruption work, etc.); • Security department (entrance operations and procedures, vehicle inspection, etc.).

• Comprehensive restoration and launch of a branch of the plant in Ulyanovsk for the production of oil and gas extraction and processing equipment (Area=100,000 m2); • Production planning and development strategy implementation, fiscal and audit supervision; • Supply and provision of production (negotiating with suppliers, contracting procedures); • Procurement and logistics management of production component supplies; • Personnel management (800 people) – recruitment, training, incentivization, personnel development, task setting and allocation, results monitoring; • Production cost analysis, production cost saving; • Technical base improvement, cost and breakage reduction, operational quality control of products. Major achievements: • Successfully restored and launched a fully-operational production plant; • Built business processes, formed a strong productive team of engineers and technicians, established interaction processes between the branch and the head office; • Organized production processes and product delivery to the customer. • The branch had a turnover of RUB 1,000,000,000 • Career growth: (March 2008 – February 2012) Technical Assistant to the Deputy Director for Development

• Formation of a supply service, implementation of production processes and repair works; • Personnel management – recruitment, training, incentivization, personnel development, task setting and allocation, results monitoring. Lead a 7-member team; • Management of operational and financial activities of the enterprise in the field of procurement / logistics and storage; • Procurement management, supplier selection, contractual work, financial control; • Warehouse logistics management, turnover optimization, prevention and elimination of excess stocks of equipment, spare parts, goods and materials. Major achievements: • An effective Procurement Department service was formed from scratch, business processes for interaction with suppliers were built; • QMS ISO 9001 was successfully introduced; • Took part in the project for the merger of LLC Zenit into LLC Zenit Oil and Chemical Engineering Plant • Career growth: (October 2000 – January 2002) Shift Manager, (January 2002 – June 2004) Supply Department Engineer, (June 2004 – January 2008) Head of Procurement and Logistics Department.

Engineering and Economics, Machines and Devices

Maintenance and repair of equipment of mechanical engineering enterprises

Russian Presidential Academy of National Economy and Public Administration.

Russian Foreign Trade Academy (RFTA) of the Ministry of Economic Development of the Russian Federation

Moscow School of Management SKOLKOVO