Led the development and execution of the sales strategy for Central Asia, overseeing operations in B2B, Distributors and industrial manufacturing segments. Full P&L responsibility with accountability for annual budgets, profitability targets, and market expansion. Managed the complete sales cycle with key clients and distributors — from acquisition and C-suite negotiations to signing long-term contracts and fostering strategic partnerships. Built an effective distributor network and implemented a segmentation model based on sales volume, product range, and financial stability to maximize turnover and minimize risks. Developed and adapted pricing, product, and promotional strategies for local market specifics. Optimized logistics and supply chain processes to reduce delivery times and costs without compromising service quality. Directed and coached the regional sales team: set KPIs, monitored performance, developed competencies, and motivated the team to achieve strategic goals. Key Achievements: - Increase of the regional sales volume more than 10% within 12 months while maintaining target profitability. - Secured strategic contracts with leading Distributors and industrial clients (B2B), including national retail chains and major manufacturers. - Introduced a dynamic distributor segmentation model, boosting turnover and reducing commercial risks. - Increased profit margins through logistics optimization, supply chain improvements, and pricing strategy refinement.

Development and implementation of a marketing strategy, budgeting, KPI, packaging of a new project, CJM, online and offline communication with clients and audiences Participation as a co-organizer and sponsor in advertising campaigns, conferences, exhibitions Development and implementation of a sales strategy Building an agent network (real estate agencies, private banking, freelancers, travel agencies, etc.) Recruitment and training of sales personnel Achievements: Sale of apartments in a new facility for more than 2.5 billion tenge in 3 months (price per sq.m. from 1.3 million tenge) 20% reduction in cost of leads Increase sales conversion by 3 times Achieving the planned level of margin development of the agent network - 15 new agencies connected real estate, 22 travel agencies, 4 private banks

Building and managing a team of realtors Business development and sales of real estate from developers Development and implementation of a marketing and sales strategy Introduction of SRM into the work of realtors Negotiating and signing cooperation agreements with developers Personal negotiations and sales in the premium segment Training the team in negotiation and deal-making skills Achievements: Agreements were signed for 42 objects Sales average over 600 million per month Website developed and launched Work regulations for realtors have been developed and implemented

Management and development of sales of three factories (the country's largest production of chicken meat and semi-finished products), through all sales channels - Development and implementation of trading conditions for Key customers, distributors and wholesale customers. - Achievement of budget margins. - Development and implementation of sales channel development strategy - Sales development in own retail, work with distributors and expansion of distribution network - Singing of distribution contracts - Negotiating with key partners, distributors, wholesale customers, government agencies, signing contracts - Receivables management - Budgeting - Control of orders and deliveries of products by distribution channels from factories - Development and implementation of trade marketing activities - Development and implementation of motivation programs for sales representatives, distributors, key customers - Price formation - Market analysis and development of product promotion proposals - Audit of retail outlets Achievements: Sales increase by branches: Karaganda + 300%; Pavlodar + 25%; Astana + 15%; Ustkamenogorsk + 7% The beginning of the distribution Kokshetau, Schuchinsk The beginning of sales in the KA: Skif, Magnum, Pischetorg, , Galmart, Dina, Sputnik Signing contracts and starting deliveries with catering companies in Atyrau (400 tons of additional volume)

Managing a team of regional representatives in responsibility area (North, Central and East of Kazakhstan) Work with distributors and expansion of distribution network. Increase of distribution in region more than 20%. Sales targets achievement in the region in 2014 was 115%, in 2015 was 108% -devaluation influence. Negotiations and signing contracts with KA and distributors. Budgeting in the region and control over its execution. Development and sign annual Joint Business Plans with Distributors and KA. Control for orders and delivering of products to distributors, JBP implementation. Managing branch office in Astana, decrease of PPeD from 8% to 2,2%. Development and implementation of incentive programs for sales representatives, distributors, key accounts. Market analysis and develop the win strategy in region. Staff recruitment, training and performance management. Coaching of the team members.

Increase of active base 15%. Changed of distribution scheme and sign the contract with National Distributor. Optimization of budget more than 18% vs. previous year. Sales plan execution 110%, managing of annual sales +200 mln dollars. New trade platform (IT) development and launch in Kazakhstan then in Armenia and Georgia. Development and implementation of a new motivation program for trade representatives, Result – decrease of staff turnover to 10% in the year. Manage of regional representatives across the country. Close work with consulting company “Delta” form Dubai for creating a new trade terms for dealers, churn decrease and liquidation of fraud scheme all over the Kazakhstan.

Creating a new distribution contract and control it implementation. Distributor’s club expansion from 2 to 4 Distributors. Sales target was achieved on November by each Distributor. Increased market share to 10%. Development and implementation of marketing activities. Sales plan execution 123%. Sales planning with forecasting horizons 1 year by SKU and channels. Changed shipment scheme, optimization of shipment budget 25% Develop and implementation motivation programs for Distributors, KA and customers.

Go-to-Market project start-up: the department organization structure, Roles & Responsibilities, hiring of Regional Managers and Field Sales force, KPIs and performance management, development motivation program for Field Sales force, Dealer’s sell-out process management to consumers in Kazakhstan. Managing +120 mln dollars of sales. Increase of sales more than 25 %. Sales targets achieving 110%.

Sales planning with forecasting horizons from 3 months to 2 years by SKU, channels and cities Budgeting for the region and control its execution, create and implementation of a new supply scheme in West region, optimization 35% of budget. Negotiations with key partners, sub-distributors, wholesalers. Sales equipment allocation, increase of Installed equipment by 30 %. Staff recruitment, training and performance management. Coaching. 2 supervisors from West region became Area sales managers. Audit, joint training of trade representatives, supervisors, territorial managers in the fields. Participation in project groups, development of marketing activities, local policies and procedures. Achievements South Region: - Market share increase by 3 % - Sales volume increase by 14 % - Development and introduction of a new motivation program for trade representatives. Achievements West region: - Increase of market share in the region by 3,1% - Increase of shelf space share in the region by 25% - Increase of sales volume by 15% In three cities (Atyrau, Aktobe, Aktau) KENT became #1 in premium segment (AC Nielson)

Manage of regional representative’s team and close working with distributors and expansion of distribution network Increase of market share in the region by 4%, increase of shelf space share in the region by 25%, Sales targets achievement in the region, increase of sales volume by 25% Recommended warehouse stocks control, Monitoring of efficiency of product promoting activities of OJSC “BC “Baltika”. Market analysis and development of proposals on promotion of the products, POSM ordering and distribution, Audit of trade outlets, joint training of trade representatives in the fields, staff recruitment, training and performance management

Maximize of assortment of OJSC “BC “Baltika” in KA - Negotiation with clients, signing of contracts, observance control of conditions of the contract by clients. Increase of in shop share of OJSC “BC “Baltika” products in KA - Control over installation of equipment and it use in shops, payment and debt, Audit of trade outlets

Managing the team of trade representatives. Maximize of assortment of OJSC “BC “Baltika” products in the shops increase of shelf space share from 11% to 25%, Increase of sales volume by 60% Increase of market share of OJSC “BC “Baltika” products in entrusted territory by 5 % - Control over installation and intended use of OJSC “BC “Baltika” equipment in the shops; - Audit of shops; sales skills trainings for sales team increase of average SKU from 11 to 19. - Warehouse stocks control;