Managed the full lifecycle of his own business (restaurant) Three key tasks that he set for himself: 1. Customer service and reputation • trained the staff to work well with guests (general rules of hospitality, personal attention to each guest, speed and quality of service). • managed conflicts, personally contacted new and regular guests to increase business loyalty, collected feedback to improve existing processes. 2. Increase in net profit and business development • controlled and influenced the total receipt of funds, expenditure side, average check and the number of checks, identified and influenced margin positions. • predicted income and expenses for a period (week, month, quarter), prescribed a work plan for this period. • introduced a delivery system to increase profit and brand awareness. • expanded the range, developed a marketing company. 3. Reducing costs and increasing operating profit • reduced losses and business expenses • conducted regular negotiations with suppliers in order to reduce the price of their goods, while increasing the volume of purchased products, looking for new suppliers to automate business and reduce logistics costs) And: • exhibited targets and specials. tasks, introduced new bonus schemes. • interacted with authorities and monitored compliance with all sanitary standards in work. • engaged in the search, selection and development of employees

* Managed sales in the division of Magnitogorsk, provided business growth in 10 areas (phones, SIM cards, accessories, settings, additional projects, fixed business, banking products, satellite TV) * Managed personnel, hired, set individual goals, ensured reduction of staff turnover, involvement in the process of work and motivated to achieve kpi indicators, also organized the process of training and development of employees. * Influenced the quality of service in sales offices and made operational decisions on their growth to the target * Made proposals for the opening of new sales offices. * Monitored compliance with company standards and regulations by all sector employees. * Ensured the performance of the administrative unit indicators ( inventory, monitoring of competitors ' prices, collection, mandatory courses) Progress: * Became the best in Russia in sales of operator products (SIM cards) at the end of March 2018 among 440 heads of offices. * Reduced turnover to the target of 5% in April - may 2018.

• Managed division sales (1 flagship store 1300 sq.m. and 6 points of sales) on indicators for THE RUB, Ms. check, conversion, additional products. * Developed the region, according to the goals for the number of new sales outlets * Managing staff (hiring, training, motivating, controlling, rotating) * Managed the budget, including staff costs and General expenses • Personally worked with and sold to key clients (legal persons) * Increased the quality of service and customer loyalty, personally worked with problem customers, solved conflict situations * Analyzed the work of competitors for local marketing activities in the region, increased incoming traffic. Progress : * Opened 3 points of sale, which allowed to reach the budget payback indicators for the third month of the point and increase the total turnover of the Directorate by 3 million rubles. * Optimized budgets and reduced rent of 500 thousand rubles at the end of the year * Attracted 4 large organizations to cooperate (staff more than 300 people), including Sberbank (regional division) * Reached the level of sales of the region's leaders ( MVideo and El Dorado) for 4 months of the division

* Managed sales of the region (10 sales offices-retail), * Opened new and replicated existing sales offices * Managed staff ( hired, assisted in training and development, motivated, supervised, rotated between sales offices, held meetings, fired) * Ensured the implementation of plans in the area of responsibility, according to the following KPIs: - a) funding - total amount of loans issued - b) number of transactions-operations performed in the sales office ( new, re-loans and prolongations in PCs.) - C) bad dept - debt - d) average amount of re-loan - e) additional products(insurance) * Developed and conducted local motivational programs to increase economic performance within the budget * Made operational decisions to increase the profitability of each office in particular * Streamline business processes, monitor and communicate the importance of compliance with company standards to each employee, * Negotiated with contractors - concluded contracts and monitored compliance with contractual obligations * Build communication with external, internal audit bodies and other structural units, to comply with laws, regulations and improve the work of the Directorate. Progress : • Received several certificates of appreciation from the CEO for 2015-2016 * Included in the book of appreciation for the results of 2016 for effective work in the new direction "additional products» * Introduced new products to the market as soon as possible (1 month), which allowed to show profit for the second month. * Achieved the tasks in the area of responsibility-107% for the main economy and 125% for additional products in rubles (overfulfillment amounted to 14 million rubles and 500 thousand rubles), at the end of 2016. * 2 times out of 3 he became the best sales Manager of "additional products" in the Ural division.

* Developed sales channels (wholesale, retail, networks), held negotiations with key customers in the region with the subsequent signing of contracts. * Controlled the presence of the product matrix in retail outlets(self-audit and joint visits with the sales team) * Managed, motivated, trained, made recommendations on hiring and rotation of the distributor team, for more effective sales under contract with our company * Played a leading role in building working communications between the company and the distributor * Developed marketing activities aimed at increasing trade turnover in the territory. Progress : * Increased sales growth for the year by 20%, due to reduction of accounts receivable from key customers.

* Organized the work of the dealer direction to increase sales of operator products in the region * Agreed on the opening of retail outlets, placement of the necessary equipment * Conducted staff recruitment and training, followed by management * Provided the process of selling the company's services to individuals. Progress: * Developed directions from scratch, headed the sales Department.

institute of energy and automation, postgraduate

Chemical and metallurgical faculty, engineer