General Director

Belaya Dacha Trading is an agricultural and food processing plant, a member of Belaya Dacha group and a Russian market leader in green salads, baby leaves and vegetables production and processing (ready-to-eat, ultra fresh category). Belaya Dacha Trading is the largest production plant of the group accomodating 75% of its total annual voume (over 3 bln. rubles). Plant capacity - 40 tons of finished products; headcount - 550 people. The plant is a certified supplier of salads for McDonalds, Burger King and KFC. Appointed as plant director to optimize business processes, production cost and increase profitability. Responsible for Production, Engineering, Purchasing and Logistics, HR, EHS, Finance and Accounting; - Increased productivity by 15% in 2020. - Automated production processes and optimized headcount by 12%. - Developed and implemented new project in relation to multiple order quantity for production and sales. Along with impemention of the project, optimized headcount of order pickers ny 25%. - Improved yields by 5% on average. - Cut FG logistics cost by 5% by optimizing transportation routes. - Gathered new management team of the plant for its further development. Was appointed as general director of Belaya Dacha Trading in December 2020

RusEco is the largest city farm in the world that grows and delivers fresh herbs to customers. The company utilizes unique and tailor-made technology that allows increasing productivity yield up to ten times compared to traditional greenhouses. Overall brownfield investments of ~100 mln. USD (out of which 90% have already been realized) will transform into daily capacity of 25 tons of fresh herbs. RusEco was announced the best agricultural startup in Russia in 2019 - production start is planned for July 2019. - Appointed to set up business processes of the Company: Production, Quality, Engineering, Supply Chain, EHS; - Responsible for budget management and overall project implementation; - Responsible for recruitment, development and talent management; - State authority and investor relations.

JTI - International Tobacco Company, the 3rd largest tobacco producer in the world and the largest one in Russia. Liggett Ducat factory is the 3rd largest in JTI group worldwide. Turnover – over 500 mln. USD, product cost – over 250 mln. USD. Total headcount – 800 +. Factory was closed in October 2016. Appointed to lead the factory to increase profitability and improve factory processes. Was in charge of the factory closing activities thereafter. - Strategic factory management; areas of responsibility: GR, Production, Quality, Engineering, Supply Chain, New product development, EHS, Security, HR, Finance; - Supervised finished goods (FG) domestic sales from the factory to the only distributor (B2B); - Responsible for FG export sales to 11 markets (~ 50 mln. USD). Areas of responsibility - change of FG specifications according to customer needs, profitability and price analysis and FG delivery; - Responsible for 250+ mln. USD product costs; - Responsible for GR related issues and relationship with supervisory authorities (Moscow State Duma, ecology and labor related authorities). Initiated and implemented Green Code of Moscow manufacturing entities in collaboration with Moscow authorities; - Achieved #1 KPI performance ranking among 23 JTI factories around the world - Decreased total product cost per unit by 5% vs. the plan (~12,5 mln. USD per annum); - Achieved productivity gain (+1%) despite the volume drop of -17%; - Developed and promoted talents to other locations including headquarters; - Developed and implemented factory closure activities.

Cres Neva is a factory producing semi-finished tobacco products for JTI factories worldwide and for other non JTI export customers. Turnover – 150 mln. USD. Product cost – over 100 mln. USD Total headcount – 100 +. Appointed to lead the factory to optimize cost and change price policy. - Strategic factory management; areas of responsibility: Production, Quality, Engineering, Logistics (including export), EHS, Security, HR; - Supervised semi-finished tobacco product sales to 2 domestic and 8 export JTI factories; - Responsible for semi-finished tobacco product export sales (5 markets, ~20 mln. USD). Areas of responsibility – new markets penetration, new customer analysis (know-your-customer), profitability analysis, sales and delivery. - Responsible for 100+ mln. USD product costs and export B2B sales; - Improved profitability of the factory by re-negotiating 3rd parties sales contracts and increased sales price by 20%; - Achieved total product cost gain per ton of processed tobacco of 6% vs. the plan (~6 mln. USD per annum); - Implemented major restructuring programs; - Implemented key EHS projects to ensure compliance (waste water, noise reduction, etc.); - Identified and developed talents to ensure meaningful succession planning process.

Appointed to lead production function to improve KPI performance and increase output. - Reshaped production function and related processes. - Optimized headcount to 800 and achieved productivity gain; - Initiated change management program to improve quality, performance and cost control; - Changed approach of production leaders to people management, implemented focus groups and suggestion system in production function. - Implemented lean management principles (5S, Kaizen) and safety improvements; - Improved total material consumption and gained ~3 mln. USD per annum through detailed analysis of losses and equipment performance; - Implemented outsourcing projects of secondary processes (FG dispatching, logistics) and delivered ~2,5 mln. USD per annum; - Developed and implemented best-in-class online production monitoring system; - Achieved record high manufacturing and quality KPIs and ensured 100% market request fulfillment; - Implemented standards ISO 9001, ISO 14000/OHSAS 18001 in production.

Joined Liggett Ducat factory to lead supply chain integration process activities of a Gallaher factory to JTI organization. - Managed supply chain function with total headcount of 100+: Production planning, Logistics, Purchasing, Customs, External warehouses; - Integrated all supply chain and related processes based on JTI requirements; - Set up strong management team, optimized headcount from 147 to 88; - Changed logistics mode of operations delivering ~3 mln. USD savings per annum by consolidating warehouses and changing transportation flow; - Optimized inventory levels and revised purchasing scheme (~2 mln. USD gain); - Optimized regional production capacities by changing sourcing of several brands to other factories; - Implemented Just In Time for incoming materials and dispatched finished goods; - Successfully launched SAP in relation to supply chain activities.

JOB HIGHLIGHTS: - Overall leadership of finance department with 4 direct reports - Product cost analysis in relation to: Purchasing, Production, Logistics, Customs, Engineering, HR etc.; - Proposals on adequate corrective actions to function leads to improve processes and operational performance. Overall gain – 10 mln. USD; - Ensure planning accuracy of product cost and inventories - Support Cres Neva factory integration and SAP implementation - Extend SAP utilization of new analysis and reporting tools

JOB HIGHLIGHTS: - Overall leadership of finance department with 3 direct reports - Responsible for planning and analysis of all legal entities in Russia; - Led a project on improvement of income tax planning;

JOB HIGHLIGHTS: - Analysis & consolidation of reports for three CIS manufacturing facilities - CapEx analysis and reporting for Petro factory - Spare Parts analysis and reporting for Petro factory - Improvement of product cost variance analysis reporting tool

JOB HIGHLIGHTS: - Overall support and coordination of M&A projects - Development of financial models (what if analysis) to support M&A projects - Russian statutory -->US GAAP reporting reconciliation