Joined company in Sep 2021 as a Finance Director for Russia responsible for management of Finance, Accounting and IT teams. Subsequently scope was extended functionally to Logistics and geographically to Kazakhstan and Middle Asia. In Feb 2023 promoted to General Director role. Simultaneously continued to perform Finance Director role under request of the owner. • Provided strategic and operational leadership across country business and functional managers (15 direct reports) • Developed, initiated and monitored delivery of strategic goals and initiatives on a regular basis • Ensured fulfillment of budgeted KPIs and orchestrated the team to proactively respond to market and competitive challenges • Overseen and signed off marketing brands strategy including brands P&L, deliverables and promotion instruments. • Built an effective organization structure to drive growth of current portfolio • Changed company’s motivation set up with an emphasis on demand increase (offtake) • Achieved double digit growth both in Sale out and Sell in within 3 consecutive years • Actively developed e-commerce segment of sales including marketplaces (25% of total sales nowadays) • Localized production of FS& OTC in Russia mitigating geopolitical risks and possible disruptions(avoidance of dependency from import). • Signed contracts with 4 local contract manufacturers which resulted in significant improvement of COGS • Signed partnership deal with one of the top western pharma company adding 90M USD revenue to existing portfolio( 170 employees transferred, 10 brands joined, 69 SKUs added) • Organized variable and adaptive logistic function aimed at ceaseless and in time delivery • Extended warehousing capacity to be ready for a new partnership project • Reduced obsolete stock to 1% of total , improved forecast accuracy to 90% • Opened new warehouse in Kazakhstan • Ensured full compliance to GDP requirements with a regular monitoring of procedures and bottlenecks • Widened factoring capacity of the company (3 times higher vs initial amounts) • Agreed revolver credit lines with leading Russian banks at favorable conditions to mitigate seasonality risks • Improved payment terms with contract manufacturers and vendors . Working capital impact. • Diversified banking infrastructure to ensure smooth export/import cash flow • Facilitated opening of new legal entity in Kazakhstan • Introduced modified system of electronic workflow to structure internal processes and optimize costs, scaled it to multiple countries • Organized change of company’s office to a better class office area in the center of the City (6 months from an idea to delivery) • Passed successfully all external and internal audits for compliance with local regulatory and statutory requirements Dimensions: • Products: FS, OTC, RX- 20 brands, around 80 SKUs, liquids, tablets, sachets, chewing pastilles • Areas of application: neurology, gynecology, cardiology, gastroenterology, therapy, etc.. • Manufacturing: own and contractual in Russia and abroad • Promotion: medical and consumer , e-com and marketplaces, TV deals • Sales: through distributors and directly to pharmacy chains and FMCG sector • Revenues: 130M USD in areas of responsibility, 13% CAGR, several brands are leading in their categories • Reports: 15 direct reports, 300+ indirect. • Countries: Russia, Kazakhstan, Armenia, Middle Asia.

-4 departmens in area of responsibility: Finance( RU+KZ) , -Accounting, Logistics (Wolrdwide except USA) & IT. -Legal, fiscal and management accounting -Financial planning and analysis, -Providing in-time and verified reporting to external and internal shareholders -Financial modeliing -Finance reporting (RAS, US GAAP) -Finance control -Risk management, work out and implementation of improvement measures -Internal audit -Monthly and yearly budgeting(P&L, CF, BS) and subsequent control of compliance -cash-flow management, -AR and AP management -ERP development& optimization -Working capital magament -Straregic planning of the entity, business modelling -Process improvement management

Strategy, Planning and Management  Act as strategic business partner to General Manager FSU and FSU leadership team.  Assess and evaluate financial performance of organization in respect to long-term operational goals, budgets and forecasts. Provide insight and recommendations to both short-term and long-term growth plan of organization.  Identify, acquire and implement systems and software to provide critical financial and operational information. Evaluate departments and make suggestions for automating processes and increasing working efficiency.  Communicate, engage and interact with General Manager FSU, FSU Leadership Team and Heads of support functions.  Create and establish yearly financial objectives that align with the corporation’s plan for growth and expansion.  Recruit, interview and hire finance, accounting and payroll staff as required.  Serve as a key member of FSU Leadership team and round table discussion panel.  Participate in pivotal decisions as they relate to regional strategic initiatives and operational models.  Interact with and bring department into line with corporation plans, initiatives and recommendations.  Implement policies, procedures and processes as deemed appropriate by European leadership team.  Assess investment projects upon request of the Business  Scan market for search of potential M&A objects in conjunction with Marketing and European Performance Management Team. Financial Analysis, Budgeting and Forecasting  Prepare and present monthly FSU performance reports including monthly Vol to EBITDA by business platforms (Core, Downstream, Elastomers and HBS), SMUs and business segments, forecast vs. budget 3 times a month for the same hierarchies.  Review and analyze monthly financial results and provide recommendations.  Prepare and submit monthly AR forecast for 3 legal entities (Russia, Ukraine, Kazakhstan).  Prepare and submit monthly cash and FX balances for 3 legal entities (Russia, Kazakhstan, Ukraine)  Identify, develop and execute analysis of business initiatives, product launches and/or new service offerings.  Prepare and submit yearly Vol to EBITDA budget in cooperation with business leads and head of functions. Adjust budget proposal in line with recommendation given by European headquarters.  Manage financial planning and analysis processes. Supervise creation of reports, software implementation and tools for budgeting and forecasting.  Participate in regular conference calls with headquarters and European leadership team. Accounting, General Ledger, Administration and Operations  Supervise the accounting department to ensure the proper functioning of all systems, databases and financial software. Provide regular maintenance and backup of all accounting systems and supervise company financial staff.  Review and ensure application of appropriate internal controls, SOX compliance and financial procedures.  Ensure timeliness and accuracy of financial and management reporting data for federal governmental bodies, governmental financial institutions, tax administration and FSU leadership team.  Oversee the preparation and communication of monthly (if required) and annual financial statements.  Oversee the preparation and timely filing of all federal and municipal tax returns.  Ensure SOX compliance regarding all financial functions.  Work with Human Resources to ensure appropriate Labor Code compliance.  Oversee the month-end close process, constantly reviewing procedures while eliminating inefficiencies.  Review all month-end closing activities including general ledger accounts, balance sheet accounts and overhead cost allocation.  Enhance and implement financial and accounting systems, processes, tools and control systems.  Hire, develop and manage accounting staff in cooperation with Chief Accountant.  Serve as a key point of contact for external auditors; Manage preparation and support of all external audits in cooperation with Chief Accountant.  Coordinate and strategize methods used to attain team goals with Chief Accountant and Financial Controller. Financial Management  Manage cash flow planning process and ensure sufficient profitability for ongoing activities.  Oversee cash and asset management area.  Explore new investment opportunities and provide recommendations on potential returns and risks.  Maintain outstanding banking relationships, improvements and efficiency of banking area.  Utilize forward-looking models and activity-based analyses to provide financial insight into the organization’s plans and operating budgets.  Represent company to banks, financial partners, institutions, public auditors and officials.  Remain current on audit best practices as well as federal and local laws regarding company operations. Cash and Credit Management  Oversee monthly cash management and AP Department quotations (external purchases), approve payables according to DoA , authorize large wire transfers, administrate online banking tools.  Take decisions on commercial credit limits, payment terms based on financial analysis as per Downstream System Houses Credit Policy.  Approve orders release (overdue, credit limit exceeds cases) as per DoA.  Maintain, negotiate contracts and terms with credit insurance providers  Mitigate credit risk by obtaining bank guarantees, letters of credit, suretyship agreements and other risk mitigation tools.  Supervise Accounts Receivable management and provide guidance relating to the collection process Finance and Accounting Team management  Mentor and develop a team of 4 managers and 8 associates, managing work allocation, systems training, performance evaluations, and the building of an effective and efficient team dynamic.  Guide larger, cross-divisional teams outside of direct span of control within geographical area of responsibility.

-Drive structural improvements of business processes in Moscow office across different functions. -Lead Process Improvement team consisting of representatives from different teams (Finance, Sales, Customer Service, Supply Chain, Purchasing etc.) -Streamline and standardize back office processes to achieve operational excellence -Eliminate structurally internal audit findings and build up effective SOX and Internal Audit control environment -Create process maps for all support functions within Moscow branch of the company -Strong accent on finance function optimization -Harmonization of transfer pricing policy between company units -transfer of all operations to one housing bank instead of multiple before

Managing credit risk Analysis and quantification of customers credit risk. Approval of customers credit limits. Making decisions on releasing customer orders. Business trips to customers sites, external account receivables audit. Development of alternatives for credit risk sharing( bank guarantees, suretyship agreements, bills of exchanges, etc...) Forecasting and reporting of accounts receivable status. Leadership in collection efforts; teamwork with receivables specialist Management of debt recovery process. Chairing of Credit Committees.

1. Transition of credit department from SUN to SAP -Expertise and assesssment of all credit related processes and account receivables -Scheduling and monitoring of the activities required to ensure successful preparation and implementation; -Deliver and maintain Credit Management Project Plan. -Drive Credit activities in Cutover Plan & deliver credit KPI tracking; -Develop and execute Credit Management internal communications plan -Review roles and responsibilities in credit processes and compare against existing credit roles & responsibilities -Compile Role Mapping, submit and deal with any issues -Change management -Coordinate the localization of the training material -Ensure training schedule understood and relevant training is delivered to all Credit end users; -Stakeholder Management -Identify new issues or questions as they arise which impact on Credit or end to end processes, track and follow up 2. Migration of credit functions to outsourcing intragroup company -Identify the concept of migration -Interview applicants for credit management positions in outsourcing company -Identify human resources requirements of outsourcing company -Scheduling of knowledge transfer sessions, deliver trainings to staff of outsourcing company -Control of credit processes in parallel phase of migration 3. Global Reporting Tool implementation -Analysis of current reporting methodology.Identification of discrepancies with centralized model -Design standardization of reporting model -Raise request for corrections where needed -End users training

-Apply strategic credit focus -Collect key customer debts( tough negotiations, insolvency cases) -Manage bad debts through collection agencies and courts -Manage credit risk -Build customer oriented and at the same time effective credit management -Audit planning, preparation and reporting -Implementation of Risk Management policy and systems of internal control -Advise and support business decisions -Analyse market and competitor behavior -Interprete and communicate MI for the business

- Credit limits and payment terms calculation and set up - Analysis of customers credit worthiness basing on financial statements - Control of account receivables turn-round - Blockage/unblockage of shipments to customers - Lead of credit committees - Reporting consolidation and analysis of the whole customers portfolio - Finanial closing( account receivables) - Cooperation of external collection agencies

-Monitoring of accounts receivables -Daily debt chasing calls to key customers -Different kinds of credit management reporting( time, amount, risk-category based) -Allocation of repecipts -Coordination of cash application -Block/unblock of customers accounts/stop or release customer shipments -Central and Eastern Europe teleconferences participation and lead -Leading of local credit committees -Business trips to customers solely or accompanied by sales department -Account receivables audit -Calculation and control over Day Sales Outstanding -Interaction with Sales Department -Aged debt analysis and regular provisioning of doubtful debts -Debt recovery, cooperation with external collection agencies Results 1st year - best on overdue % in Europe, 2nd in the world across Shell 2nd year - best on overdue% in Europe. DDSO( Delinquent day sales outstanding)= 2.6 days in average.

-Expense claims reports check -Marketing and commercial requests input to SAP -Different kinds of financial reporting, P&L, OPEX -Financial accounting

MBA, Финансовый менеджмент

Школа финансового директора

International Financial Reporting Standard

School of translators and interpreteurs/translator, diploma

School of public amdninistration/manager, diploma

Postgraduate studies

РАНХиГС, Masters of Business Administration, Financial Management, диплом

РАНХиГС, МСФО: подготовка и представление корпоративной финансовой отчетности, диплом

РАНХиГС, Школа финансового директора, диплом

The Institute of Certified Financial Managers, International Financial Reporting Standards, diploma

PM Expert, certificate PMI PMBOK

Wilson Learning, certificate

Concredits, certificate

Xylos, certificate

Concredits, Credit Management Institute, certificate

Eventum, certificate

Eventum, certificate