Staff – about 150 people • Orchestrated both operational and strategic aspects of retail network, ensuring seamless integration and alignment with the company's overarching goals. • Successfully executed and oversaw the achievement of planned financial and economic targets, including sales, margin, operating expenses, and the timely opening of new stores. • Conducted in-depth analysis of the commercial performance of retail stores, formulating and implementing strategic plans to optimize expenses and revenue growth. • Monitored and managed operating expenses to maintain cost-efficiency while upholding high operational standards. • Demonstrated leadership in staff management, resulted in reduced turnover and consistently high levels of compliance with company standards. • Ensured the timely execution of key company projects, maintaining strict adherence to predefined schedules.

• Manage a portfolio of two retail stores spanning a total area of 720 m2, in addition to overseeing two wholesale sales points (pick-up points) located across three cities in Kazakhstan. Lead a team of 45 people. • Spearhead the construction and successful launch of retail stores from the ground up. This included recruiting and training staff, and establishing efficient operational protocols at all levels. • Consistently achieve financial and economic targets, such as revenue plans, operating expenses plans, and Key Performance Indicators (KPIs) as determined by the Quality Control Department, including Net Promoter Score (NPS) and Customer Satisfaction Index (CSI). • Demonstrate strong budgeting expertise, effectively analyzing commercial performance metrics, and implementing strategic measures to optimize turnover and increase profitability. • Lead both operational and strategic aspects of the company, ensuring the alignment of day-to-day activities with the organization's long-term objectives. • Implement successful staff management strategies, reducing turnover rates and ensuring that the team consistently met and maintained company standards and best practices. The project has been successfully existing since 2018 (the first store was opened on June 20, 2018). With this project I realized my ambitions as an entrepreneur. That is, at the moment I have a comprehensive view of any business - from the side of the performer, from the side of the manager and from the side of the owner. I consider my main achievement within the framework of this project - to construct a unique hybrid model that meets the business requirements of a direct sales company and a high quality classic retail store of cosmetics and household goods.

Staff – about 185 people • Orchestrated both operational and strategic aspects of retail network, ensuring seamless integration and alignment with the company's overarching goals. • Successfully executed and oversaw the achievement of planned financial and economic targets, including sales, margin, operating expenses, and the timely opening of new stores. • Conducted in-depth analysis of the commercial performance of retail stores, formulating and implementing strategic plans to optimize expenses and revenue growth. • Monitored and managed operating expenses to maintain cost-efficiency while upholding high operational standards. • Demonstrated leadership in staff management, resulted in reduced turnover and consistently high levels of compliance with company standards. • Ensured the timely execution of key company projects, maintaining strict adherence to predefined schedules. • Effectively developed the wholesale network to expand the company's reach and distribution capabilities. Upon assuming my role, I inherited a portfolio of 10 retail stores. During my tenure, I orchestrated significant developments within the retail network, expanding it to encompass 22 stores, while simultaneously achieving a remarkable 2.9-fold increase in retail revenue. I also spearheaded the expansion of our wholesale channel and the successful launch of an online store. By the close of 2022, every store under my purview operated at a profit. I executed substantial reductions in inventory, slashing stock levels from 35% of order volume to 8.5%. We also achieved cost savings in warehouse outsourcing and significantly reducing the stock of old collections. In addition, I implemented measures to mitigate product losses, both from internal and external theft, which were reduced to a minimal 0.25% of turnover. Throughout my tenure, the company successfully navigated inspections from the Ministry of Labor and Social Protection, Tax authorities, and underwent a comprehensive tax audit. Reasons to resign: end of the contract and transition to my own project (LLP Kladez KZ, which I have been running since 2018).

Staff – about 130 people • Spearheaded the establishment of new retail shops, ensuring the successful launch and operational efficiency. • Managed men and women's clothing stores, overseeing all aspects of daily operations. • Conducted negotiations with key stakeholders to drive business development initiatives and expand the company's presence. • Prepared budgets to support regional development efforts. • Conducted comprehensive sales analysis and prepared detailed reports for the Head Office for strategic decision-making. • Conducted rigorous shop activity audits to maintain operational excellence and uphold the highest standards of quality. In my role, I inherited a portfolio of five retail stores. Subsequently, I successfully expanded the retail network to encompass a total of 23 stores, comprising 15 under my direct management and eight partner franchises. I oversaw the entire spectrum of retail operations, including commerce, logistics, development, marketing, and personnel management. Furthermore, I was responsible for the launch of ten new retail stores, which entailed negotiations with shopping center rental departments, contract signings, construction supervision, and recruitment. These efforts contributed to a remarkable 7.6-fold increase in sales, primarily driven by the opening of new stores, the establishment of new wholesale partnerships, and a consistent annual growth of 18% in like-for-like (LFL) sales. I standardized all stores to ensure uniformity in processes and minimized staff turnover to a remarkable 2% annually. Reasons to resign: an offer from Fashion Retail Group to manage the brands Calvin Klein, Tommy Hilfiger, Diesel, Walker, Under Armour, Etam with franchising agreements in the Republic of Kazakhstan, which can realize my commercial potential.

Staff – about 60 people • Setting-up of new retail shops • Supervision of delivery, custom, contracts with foreign producers and marketing issues. • Conduction of negotiations on business development issues • Budget drafting for regional development • Sales analysis and drafting of reporting for the Head office (Moscow) • Staff management • Responsibility for implementation of sale plans of the region

• Planning of advertising activity of “Oriflame” company in Central Asia • Drafting of budget for advertising • Development of advertising campaign in Kazakhstan • Organization of seminars (from 150 up to 5000 people), including international ones • Staff management • Contract signing for advertising services, conduction of tenders • Writing of advertising and journalist texts

• Conduction of presentations (huge amount of business trips) • Work with key accounts on business planning (amount of sales) • Organization and conduction of seminars and trainings • Sales analysis of the regions • Staff management (7 people) • Training and attestation of managers on key account work

• Organization of conferences, round tables. • Benchmarking • Work with regional branches on unification of pension fund’ brand. • Working with mass media and printing offices

• Budget drafting for advertising activity of the fund • Signing advertising contracts • Development of the promotion strategy of the fund • Writing of advertising texts and economic articles • Staff management

• Writing of advertising texts, development of promotion campaigns • Work with key advertisers • Office administration