- Coordinates and controls the medium size engineering projects in accordance with the established policies, processes and procedures, and requirements approved by the Client (primarily TCO & NCOC) - Manages and superintends all ILF's discipline engineers and project controls team activities for project implementation in line with contractual commitments and achieve the objectives established by the Client. - Ensures brownfield engineering design, procurement, engineering support during construction are completed in accordance with approved budget and schedule. - Manages all technical issues and commercial aspects with ILF discipline engineering team / Client and reports to ILF Management, with including potential risks in achieving project objectives and proposes ways to resolve. - Ensures successful delivery and hand-over of assigned projects with high quality to the Client’ satisfaction within the defined requirements and constraints (safety, cost, quality schedule). - Leads the weekly project team meetings where the current project progress and issues/concerns are discussed and agreed with Client PM and discipline engineers. Prepares the weekly progress meeting minutes to ensure the required actions are recorded / taken and closed out in a timely manner. - Participates in bid proposal development processes by preparing CTR. - Responsible for developing and maintaining the project Risk and opportunities register and Lessons Learned data base. - Effective interface with Client’s construction team by executing SEQs (Site Engineering Query) raised during construction. Response to SEQs is typically prepared by ILF discipline engineers and timely provided back to the Client. - Involves in preparation of weekly and monthly progress reports to Client including current project status, S-curve, look-ahead, budget allocation and concerns / roadblocks, etc. by ensuring compliance to contractual obligations / agreements with the Client. - Coordinates engineering documentation approval process by liaising with document controllers and relevant discipline engineers. - Identifies changes and ensures that variations are captured, discussed with Client and that Project Change Notices are issued to Client when required - Reviews, follows, and suggests ways to improve the ILF business development and existing project management processes and procedures.

- Led the team of 7-8 employees at various positions (sales representative, PSSR (parts & services sales representatives), service supervisor, CSA coordinator). - Worked towards improving market position to achieve annual financial growth. - Supported comprehensive implementation of the equipment sales plan in Atyrau. - Identified potential improvements and opportunities for business development. - Interface with key Customers located in western Kazakhstan (mainly Tengiz), and with internal company’s mid- and senior level Management, sales team, Marketing, “Caterpillar Financial” (leasing), etc. - Identified opportunities for campaigns, services, and distribution channels that lead to an increase in sales. Developed the ways to improve the Customer experience and build “Caterpillar” brand loyalty. - Led the weekly team meetings where current progress and issues of each sales segment (sales, services, parts) were discussed and minuted. - Ensured sale representatives timely and accurately enter data into SAP. - Provided key performance indicators directly to the line manager. - Was responsible for the overall Customer evaluation (NLS – Net Loyalty Score). Handled objections from Customers by clarifying and working through differences to a positive conclusion. Identified and influenced key decision-makers within the Customers’ organization. - Looked for new Customers by networking, advertising or other means of generating interest from potential Customers. - Attended “Caterpillar” industry functions, such as: association events, exhibitions, and conferences.

- Led the Project team of 46 employees of various disciplines (Business group, Engineering team, Construction group and HES group) with concurrent construction projects up to 14-15. - During 2014-2016, construction of 17 “Egilik” projects such as kindergartens, schools, parks, community centers, etc. successfully completed. - Ensured budget annual cost of $25MM and project schedule deadlines are fully met. - Internal and external interfaces with key stakeholders - Atyrau oblast Akimat, regional Akimats, TCO PGPA, SCM, ICG, Legal, etc. - Ensured safety compliance and high quality construction at construction sites. - Focused on RoK workforce development through working with local Engineering and Construction contractors to maximize Kazakh Content. - Participated in pre-qualification process of potential construction contractors. - Timely implemented project controls and document management procedures, project execution plans, project procedure manuals, staffing plans, contracting plans. - Led the Special Projects weekly & monthly team meetings. Provided current progress update at DRB sessions, PAC meetings, etc. - Identified strengths and weaknesses of each team member and assisted to develop improvement plans, identified training opportunities. - Coordinated the candidate selection process for personnel recruitment. - Provided quality review on projects’ weekly and monthly reports to TCO Management and Atyrau oblast Akimat. - Worked towards improvement of construction contractor’s project execution planning during construction. - Took part in technical bid evaluation sessions for “Egilik” construction contracts. - Participated in various PGPA consultation meetings with local communities.

Process Water Treatment Program - Led the Business group team of 14 employees that provided shared expertise to the project teams. - Responsible for managing, overseeing, coordinating and providing support to Business functional areas incl.: Cost control (forecasting, estimating), Planning, Contracts, Procurement, QA, HES, Risk & Interface Management, RA compliance, Reporting, IT, Document control, Decision analysis, Translation and Admin. - Established and maintained internal & external interfaces with key stakeholders. - Participated in Estimate and Schedule Assurance Review (ESAR) and Cost and Schedule Risk Assessment (CSRA) workshops. - Coordinated the candidate selection process for project personnel recruitment. - Identified strengths and weaknesses of each teammate within Business group and assisted to develop improvement plans, identified training opportunities. - Implemented Kazakh Goods & Services plan to maximize the program local content. - Timely implemented project controls procedures, document management procedures, project execution plans, project procedure manuals, funding & contracting plans, material management plans, staffing plans, etc. - Provided quality review on projects’ weekly and monthly reports to ensure compliance with contract requirements and include items of significance. - Facilitated various Value Improving Practices (VIP) / Best Practices (BP) workshops such as: PReP assessment, PEP, Project Assurance Planning, FEL, Lessons Learned.

Early Concept Development projects - Provided project engineering expertise in Phase 1&2 ECD projects, incl. delivery of project deliverables from Engineering contractor, project scope of work, cost controlling, schedule development, project solutions to efficiently progress into Phase 3 MCP. - Responsible for development and maintenance of overall project plans, project objectives, project value definition, team structure, roles and responsibilities, project controls, quality assurance, and compliance. - Interface with key stakeholders - ETC, ECDU, PRC, FE, CSS, Operations, and Contractors. - Provided leadership in use of project management practices, including Project Execution Planning, Framing Document, and Decision Support Package for next Phase transition. - Participated in ECD Phase 1 & 2 Engineering Contractor evaluation process to identify potential RoK conceptual engineering companies within Kazakhstan.

New Gathering System (NGS) project - Provided Project engineering support to NGS project execution, incl. phase end deliverables, project work scope, cost controlling, schedule compliance, procurement, document control, regulatory, reporting. - Reviewed and approved Pipeline/Piping FEED design documentation produced by Engineering Contractor. - Interface with key stakeholders - TCO Field Operations, Reliability, and Engineering. - Produced and maintained an interface matrix with Engineering contractor, in-house organizations and third parties. - Implemented project procedures, such as P&ID Change control, MOC, etc. - Applied appropriate VIPs and BPs, such as: Constructability review, PEP, OE/OA, PFO & Design-to-Capacity, FEL, Lessons Learned, IPA and Project peer review. - Participated in “What if”, HAZOP and PHA/SOA workshops. - Developed the project RACI chart and Distribution matrix for FEED deliverables.

Flow Line Integrity Program - Provided Project engineering support to FLIP project execution (pre-JV 4” flowline replacements, ranging in value up to $2MM per single project), incl. phase end deliverables, project execution planning, cost controlling, schedule compliance, material management (MRs and POs - $5.2MM), reporting to TCO Management. - Worked with TCO Regulatory Affairs to ensure FLIP projects complied with RoK and TCO HSE rules and regulations. - Supported 2008-2011 TCO Business Plan development with FLIP updated scope and expenditure forecasts. - Interface with Field Operations and FE Construction group. - Coordinated project Detailed Engineering process with TCO and Contractors. - Led the pipeline installation bid process and bid award: development of scope of work (job packs, schedule, and drawings), pre-bid analysis, etc. - Supported short to medium-term development of RoK Contractor capabilities in Phase 3/4 Engineering and Construction. - Followed Management of Change (MOC) process, arranged/coordinated project documentation for Pre-Start-up Safety Reviews (PSSR) of all flowlines turned back to Field Operations. - Took part in FE engineering processes, such as: Construction management, Quality Control / Quality Assurance, Project close out (Look back), Lessons Learned.

Electronic Data Administration (EDA) Group - Maintained TCO key PSI Drawings to ensure information exists and is current: PFD, P&ID, Single Line Diagrams, Hazardous Area Classifications, Plot Plans, and Cause & Effect Diagrams. - Managed Documentum of TCO Engineering Drawings. - Led the team of 12 employees that provided CAD and Documentum support, and ensured the EDA team daily efforts proceeded on schedule. - Identified strengths and weaknesses of each teammate and assisted to develop improvement plans, identified training opportunities. - Implemented internal procedures and work processes for PSI drawings continuous improvement. - Coordinated contractors to assure smooth handover of PSI drawings.

Facilities Engineering Drawing Office - Modified Plant piping GAs and ISOs, involved in the field survey work, P&ID development, pipe support drawings, etc. - Involved in MOC closure process. - Producing project P&IDs and PFDs, including as-builts. - Advised project engineers of other simultaneous projects. - Responsible for transmittals and A1 Master stick files update of all key PSI drawings.

Field Facilities multi-discipline drawing office - Producing Piping / E&I drawings, paving layouts, plot plans for wellsites & MS. - Assisting Field project engineers in updating the existing drawings.