Built studio from scratch, now a medium size profitable company with ~70 employees. Role: Responsible for all aspects except accounting and office management. Selected zones: ● People management. ● IT infrastructure. ● Product monetization. ● Sales. A few results: ● Company remains profitable from day 200 and on. ● One of the best mobile hardcore Gamedev teams in Eastern Europe. ● Created and polished all 3 pillars of success: Product, Analytics, User Acquisition. ● Minimum staff turnover. ● 10 distribution platforms covered. ● Westland Survival (40M downloads) was featured by Apple and Google 100+ times. ● Successful ML implementation in IAP monetization.

Team lead of a game production studio, with a head-count up to 40 employees, developing Blitzkrieg 3 game. Responsible for: ● HR related questions. ● Production pipeline. ● Finance reporting. ● Sales channels development. Key results: ● The Blitzkrieg 3 game was successfully released on 2 June 2017. ● Signed up 10 more contracts with distribution platforms.

Managing all holding service departments plus CMO role for BU delivering 2/3 holding production and turnover. ● Commerce and operations management (except finance). ● Company KPI analysis and efficiency increase. ● Creating budget instruments, budgeting and control. ● Sales management: planning, sales structure harmonization, tutoring. ● Clearing up accounting problems and prevention new ones. ● Negotiations with KA (retail chains, distributors). ● Transfer to new ERP system (1C 8.2) completion. Key results: ● Productivity increased 12%, no new capacities installed. ● Resolved annual problem of industrial personnel deficit in May-July. ● Inventory decreased 15%. ● Customer service level (% delivered/ordered) increased from 91.2% to 96.3% (2012/2014). ● Warehouse management system developed and installed in all 3 warehouses. ● IT costs reduced by 55%. ● Reliable finance reporting established. ● Sales structure changed to a traditional FMCG scheme, total number of direct customers decreased by 30%. ● Performed 2 waves of price increase in major retail chains. Before that 3 years prices were flat. ● Sales 2013/2012 +9%, EBITDA 2013/2012 +36%. ● Sales 2014/2013 +4%, EBITDA 2014/2013 -16%.

Position task - rebuild sales from passive to active way of operation. 4 branches and 30 employees in the managed structure. ● Typical day-to-day operations management. ● Business-processes description and implementation. ● employee incentive programme. ● HR, including audit, dismissal, recruitment and selection, tutoring. ● Cross-functional interaction. Results: ● Full HR performance audit furnished to 2 dismissals, 3 internal displacements, 4 accepted for employment. ● New sales approach implemented (see below). ● 3 KAMs, serving major Telecom accounts (Rostelecom, MTS, Beeline e.t.c.), tutored. As a result number of purchasing branches increased 4 times. ● New system of employees adaptation implemented. That allow to shorten entry period by 1 month. ● Obsolete motivation scheme revised. ● Sales 2013/2012 +12% (just for the record, I can't claim this result entirely).

Practically Sales Director Russia, exclusive of a few Moscow-based chains. Chief of largest sales department in share (50% out of the Company turnover worldwide), customers (100+), head count (40+). Player-coach in sales process both with distributors and major chains. Selected results: ● Separated 2 sales channels: regional chains and mass distribution. ● Established operating standarts in both sales channels. ● Created one of the best sales teams in Russia electronics market. ● 50% sales growth 2010/09. ● 70% net operating profit growth 2010/09. ● 35% sales growth 2011/10 (just for the record). ● Had initiated and have led project “motivation system”, affected departments: - Sales, Purchasing. - Product marketing.

Head of accessories business of the company. Department structure: 10 employees, 5 BU (Batteries, Multimedia, Data media, Earphones and Photo Accessories), 2500 SKU, turnover ~$100M annually. Member of the board of directors, reporting directly to shareholders. Key results: ● Showed 40% annual sales growth in 2008, making department #1 out of 4 product departments within Company. ● 50% annual margin growth in 2008. ● Optimized assortment matrix (-30% SKU). ● Solid distribution policy in all product categories, resulted in steady increase of retailers vs. wholesalers share in sales. ● 10 new regional retail chains penetration. ● 300% sales growth to IT customers. ● #1 Batteries distributor 2008 in Russia. ● 4 new direct contracts with major vendors. ● New motivation system for Company product managers (still in use).