- Responsible for production operations and ensuring compliance with safety, quality, environmental and GMP standards; - Organization of daily, weekly and monthly production plans fulfilment; - Ensuring productivity, costs and production standards and quality requirements are reached; - Assuring production equipment operates properly and maintenance is carried within planed time-line; - Creation of production development strategy on a base overall company strategy and availability of necessary production capacity for fulfilling business plans along with increasing efficiency of equipment and optimizing costs; - Leading implementation of projects and key initiatives for achieving long-term goals and contributing into effectiveness of production. Key achievements: 1) Reengage production team for gaining success; 2) Improving production cost per unit by 6%; 3) Number of quality issues decreased by 40%; 4) Reaching 0 safety incident rate; 5) Implemented on-line production lines productivity tracking.

- Operational and strategic management of materials and finished goods WHs (category A+); - Organization and control of accuracy and timeliness of WH operations by staff; - Development and implementation of actions to improve the efficiency of warehouses, improving processes to reduce the number of employees errors during picking and shipping, identifying WH operational mistakes and eliminating their root causes; - Planning and control of WHs staff KPIs; - Development of regulatory documentation for warehouses technologies; - Description of warehouse business processes: regulations, operational documentation, instructions; - Setting weekly, monthly and quarterly goals; - Developing an annual budget of warehouses; - Organization of warehouse resources maximum utilization considering peak loads. Key achievements: 1) Improving the service for accepting cars “On-time” from 54% to 99%; 2) Improving the service for loading cars “On-time” from 56% to 96%; 3) Improving the level of shipment accuracy up to 99.6%; 4) Automation of warehouses’ processes; 5) Improvement of warehouses’ topology.

Project leader with responsibility for implementation of an IT Track&Trace solution for labeling products of a large international company. Key achievements: there was implemented a robust operating IT solution within the time set by officials: by October 1, 2020 for perfume products and by January 1, 2021 for light industry goods. The system for labeling and tracking the movement of products for a large international manufacturing company was implemented on-time (including: production in Russia and in Europe, warehouse operations, distribution of customers’ orders, export to CIS).

- Developing strategy for Logistics and Distribution of the company, along with improving efficiency of delivery network at Eastern Europe markets. - Leading high importance and valuable projects in the area of Logistics and Distribution. - Delivering improvement of Customer service level for B2C and B2B areas. - Managing inventory level enhancement in line with company strategy. - Setting operational targets/KPIs and analyzing impact of them on products costs, customer service and delivery lead times with engaging a wide specter of data and methodologies. - Implementing procedures for tracking service KPIs and utilizing them for improving costs and risks. - Logistics and customs risks managing. - Planning and tracking efficiency of logistics and distribution departments operation. - Logistics budget planning and tracking. - Engineering of effective logistics (transport and Warehousing) business. - Logistics spend budgeting. Key achievements: 1) Reduction of the level of customer complaints on quality and delivery time by 10%; 2) Increased the level of transport load on international and domestic routes by 15% and as a result – budget savings of 700K dollars per year; 3) Introduction of new standard sizes of boxes for packing customers’ orders, which delivered about $ 1M of savings in a year; 4) Increased the capacity of the Assembly line by 12% with minimal investment, which increased the company's sales level by 4%; 5) Redesigned a layout of and moved WHs’ racks at a manufacturing facility and ensured repairing of WH’s floor coverings without stopping operating activities-saving 400 thousand dollars out of the project’s budget.

- Developing Eastern Europe Logistics Supply chain strategy considering markets performance objectives and customers’ expectations. - Building optimized logistics network (lowest costs, high service/quality level and an adequate level of flexibility) to support Sales at EE markets. - Dealing with Authorities. - Supporting Logistics suppliers bidding process, which operate on EE Logistics markets, manage procedure of contracts signing with Logistics providers and then developing cooperation with them - Controlling& reporting of Logistics costs, Planning& Forecasting further period spend, setting of procedure for analysis actuals logistics budget fulfillment and developing steps to keep/decrease spends - Developing Logistics organizational structure across multiple geographies, setting objectives, manage results and workloads to achieve goals by engaging motivation programs, coaching, mentoring and training. Key achievements: 1) Built most professional and engaged logistics division, which was highly engaged (only the team in a company with 100% engaged level); 2) Created the united Logistics team for all Eastern European markets, which was the first experience for the company, and this experience was copied by other departments of Eastern European markets; 3) Optimized the transportation structure in Eastern Europe markets and it led to the opening of new delivery routes, increasing transport payload for FTL, introduction of round trips and implemented highly utilized LTL deliveries from Europe. As a result, there was saved hundreds of thousands dollars. 4) Setting of new Supplying network of materials and products from Europe to Russia and as a result – 400 thousand $ saving in a year and won a prize “2017’s Best project”. 5) Achieved an agreement with Russian Customs after 2-years negotiation on Royalty payments inclusion into customs value of imported products. Agreed unique methodology is used at other markets and 90 million rubbles. Early experience: May 2004 – May 2010 AVON Beauty Products company Transportation Logistics Manager and Customs Manager. December 2002 – May 2004 - Mostagrosnab – Large wholesale supplier of agricultural machinery and spare parts, Head of Warehouses. September 1998 –December 2002 – Rexam Beverage Can Manufacturing – Aluminum Cans Manufacturer Head of Finish goods and Spareparts WHs. March 1996 – September 1998 г. – Obninsk nuclear power station Shift leader of Turbine workshop.