During the first year of operation managed to organize the work of the plant in accordance with PDCA principle. This resulted in the 100% execution of production plans for all types of products as well as other KPIs (production cost, waste). Next year, due to changes in the wage system, changes in the structure of plant management, value stream teams creation, we managed to 2 productivity, to reduce production cost by 35%, ensure the absence of raw materials and semi-finished product wastes. We also managed to reduce staff turnover among highly skilled workers up to 15% among workers - up to 23% per year (from app. 100%).

- Played a valuable role in plant's construction, getting all necessary approvals and permits. - Created good working relations with local and regional authorities which helped to rework all technical conditions for power supply and save the company about 3 mln. USD. - Created plant organizational structure and hired all plant's personnel (85 empoyees). - Managed to start production on schedule and within the budget. - Together with the team managed to effectively plan, direct and control all affairs (plans) of the branch in Volokolamsk region, formulate plans for continuous improvements in Processes, Technologies and Productivity of the plant and execute them. - Together with the team implemented and improved Quality Policy and standards. - Set up and managed performance management system of the branch/plant, set up individual performance systems based on the company's/ branch/ plant ones/ - Developed and managed a business plan and budget of the branch/plant, achieved set by the company productivity goal. - Together with other functional heads actively participated in establishing plans for continuous company gross concerning expansion/diversification of the business and products localizations.

- Implemented working people oriented human resources policy and team work management style which helped to: - Achieve monthly production plan fulfillment within 3 years having 25% increases in production volumes. - Decrease production cost which saved the company about 4 mln. Dollars. - Implement 6 sigma and Lean production principles. - Increase OEE from 78% to 93%. - Initiate and lead strategic production development planning. Reports to: General Director Direct reports: 7 Subordinates: 1000

Actively participated in setting up plant's KPI's and performance system. Managed to maintain inventory levels at agreed levels. Organized SAP introduction and work. Established good coordination with Sales and Marketing departments which helped to generate savings for the company. Established effective production, maintenance and purchasing activities. Managed to organize budgeting process and cooperation between company's departments. Generated significant savings by implementing several projects. Introduced several projects aimed at enhancing the efficiency and cost effectiveness of production process. Ensured consistent implementation of the plan, reduced equipment downtime by 25%, increased productivity by 30% developed and implemented management reporting system, created and monitored the budget. Ensured cost reduction by 30% due to the transfer of production to Russian suppliers of raw materials Reports to: General Manager Direct reports: 5 Subordinates: 100

- Made a valuable contribution in putting together technical project and technological set up of the plant. - Organized construction of the plant because of the absence of the General Contractor. - Managed to significantly reduce construction cost of the plant by direct management of subcontractors, established good relations with local authorities and implementing several technical projects. - By developing and implementing changes in fire protection system managed to save about 3 mln. Deutschmarks. - Hired and trained all plants personnel. - Managed to develop effective team. - Developed and introduced KPI's system. - Established good relations with Sales, Marketing and Customer Service departments which helped to generate savings for the company. - Within two years of production managed to increase productivity by 30%, increased production capacity. Reports to: CIS Manufacturing Manager Direct reports: 7 Subordinates: 160

Established effective supply of raw materials. Generated valuable savings by introducing high quality local products. Implemented effective information exchange throughout the company. Made a valuable contribution in implementing SAP R/3 software. Established effective cooperation with subcontractor - finished goods producer. Represented company with Subcontractor. Organized production planning and quality checks. Reports to: Operations Manager Direct reports: 3 Subordinates: 7

Marketing Management, Management

Faculty of Aeromechanics and Aircraft, Flight Operation of Aircraft