Responsibilities: • Manage financial planning, budgeting, and forecasting processes to support strategic decision-making. • Oversee financial analysis and reporting, ensuring accuracy and timely delivery to executive management. • Provide insights into revenue streams, costs, and profitability to optimize financial performance. • Analyze the financial impact of new game features and product development strategies. • Coordinate with product teams to assess efficiency, improve delivery speed, and control costs. • Support strategic projects, including market entry into China, with a focus on financial modeling and profit analysis. Achievements: • Improved financial reporting and analysis, leading to better cost control and revenue tracking. • Identified inefficiencies in product team operations, resulting in enhanced performance and reduced costs. • Delivered key financial insights that supported strategic decisions on resource allocation and market expansion. • Led the financial evaluation of game performance, helping maintain stable revenue despite market challenges. • Developed a framework to align product team commitments with financial targets.

- Development of long and short term financial models of company performance; - Creation of budgets, carrying out of plan-fact analysis; - Quarterly forecasts / budget updates; - Development of new forms of management reporting, complete overhaul of existing reports; - Automation of management reporting in 1C; - Managing of FP&A department (2 subordinates); - Board of Directors presentations; - Co-creation of various reports and analytics with business departments

Lead projects to improve processes related to finance function: - Integrated planning. Building a planning and forecasting model incorporating production and cost drivers; - Management reporting. Preparing the KPI system for assessment of operational and financial effectiveness and efficiency; - and others; - ERP implementation, building methodology of budgeting and investment processes. Project team usually comprise of 2-3 members in direct report. Typical project usually involves a healthy mix of project management / team development and deep dive into the specifics of the task, doing significant portion of work with own hands. In addition to main duties as advisory consultant, I also cooperate with EY Academy of Business and conduct courses in Management Accounting and Finance Management for major clients of EY.

Managing project "Official Taxi of Domodedovo Airport". Technically, it is a full-scale start-up within the larger company. This project is a mini version of Gett itself, with over 50 staff, own technological solution and business processes. I joined the project at the end of "venture" stage. My role was to switch focus on operational and financial effectiveness. I started with completely changing the way we work with field staff. I implemented new motivation scheme for both - field and middle level staff, introduced reporting and personal initiatives to supervisors. Secondly, I am rearranging the way we work with our partners, taxi companies and their drivers. We introduced additional agreements, establishing clear rules with fines and motivation for drivers. It was agreed with major parks. It allows us to adhere to strict airport regulations and provide good quality service to passengers. All these things took substantial time and required a lot of work on communication and change management, but as a result, we got ready for high season.

Valuement is a consulting company, specializing in operational consulting for large retail companies on the Russian Market. I was looking for a position to expand my project management skills. I was offered the managerial position in Valuement and joined two largest projects at the time, which were OKEY and Castorama. I have contributed to the development of these projects, managing project teams and building Client relations. During my second year as a manager, I was involved in a strategic consulting project with a DIY retail chain, dealing with optimization of purchasing cycle. I developed the proposal and came up with the "selling" idea, that was well accepted and appreciated by the management of the retailer. The project has been successfully completed in agreed time. Over my time in Valuement, we have brought more than 100 mln Rub of net profits to our clients and have provided advice, that improved procurement process and stopped leakages in future.

My area of competence is financial management, performance management and taxation. I teach open courses as well as courses for Big4 companies. My students often showed the highest rates in Russia and even in the world. This is a session work (courses of lectures twice a year) Translated ACCA textbooks into Russian, adapted tasks for Russian specifics. Developed own study guides. Currently in the process of creation of the online school of taxation, specifically for DipNRF diploma, part of ACCA qualification.

Leroy Merlin is a leading company on the DIY market, quickly expanding its operations on the Russian Market. I was looking for an "industry" position that would enable me to bring real value to the business. I was striving to implement my technical skills in the area of project management and management accounting that I gained on my previous job. On a weekly basis, I prepared a rolling forecast of financial results of one of the largest stores in Russia (Khimki). I carried out several investment projects in the store, including logistic area reorganization, parking lot rearrangement and others. Once a year, I was managing the budgeting process, which was organized in a bottom-up style. Took part in large projects like the opening of a new store in Ekaterinburg. Was fully leading annual stock-take in a 24-hour working store, with almost a billion roubles worth of stock.

PWC is a leading auditing and consulting firm, which was a great start to my career in the area of finance, management accounting and control. I started as an audit consultant in Togliatti office, then transferred to Saint Petersburg, where I was promoted to senior consultant and then to Moscow office in pursuit of bigger and more challenging projects. I am really thankful to my experience in PWC as it gave me a lot of technical skills in finance and project management. Also, I should mention soft skills, gained at PWC, like managing small teams, setting goals and evaluating performance. I was very satisfied with the job in finance area and the only thing that made me looking for new opportunities was the desire to use the skills that I gained to bring real value to the business.

Department of Management, Economist, Diploma with Honors

ISB Centre for IT and the Networked Economy, IT project management

ACCA, ACCA affiliate (member)

Department of Foreign languages, Business English, Ensglish Translator