Management consulting with focus on operations

Continious improvement program development sitewide. Introduction and leading of CI activities calendar for factory, introduction of CI tools, focused on productivity effectiveness increase. Key directions - autonomous maintenance, professional maintenance, vertical start up, problem solving (focussed improvement), site digital agenda regulation Active participation in International CI team. Development of global CI tools which would be rolled-out within all factories. Participation in and leading of international benchmark and knowledge sharing activities.

Maintenance process leading and re-organization -Team restructuring -Budget owning and saving delivery -Production equipment maintenance process improvement -WCM Professional maintenance agenda leading (step 1-5 in place) Achievements -Budget saving ~10% both due to labor and material cost optimization -Breakdown investigation process establishment - 90% of breakdown investigated and counter-measures taken KPIs archived -PM calendars development process establishment -Spare parts lifespan increasing process establishment -New CMMS development on the site -Score 2 in the first WCM audit after 4 years of pillar got stuck

-Coordination of WCM* program at the factory -Leading of Focussed Improvement pillar -Managing of site engineering team which is directed to production losses reduction - including time, product and labor losses -Coordination of WCM audits, interaction with regional experts. -Collaboration with other pillars in order to find and develop activities allowing to reduce losses in different areas Achievements: - +24 balls in 3 WCM audits (highest pace in comparison with similar sites) - including score 2 in Focussed Improvement - Aligned communication and interaction process with regional WCM director - Established process engineering squad and engineering approach approved by regional WCM director - Internal know-how developed in person and with the team WCM - world class manufacturing - a continuous improvement system which is implemented in a company

In addition to responsibilities described below: • Leading of new products launch in operation – responsibility for packing line preparation, vertical start-up, meeting quality criteria of finish products

• Packing line efficiency improvement – increasing of process reliability, elimination of unplanned downtime and quantity of unplanned stops • Responsibility for Quality and Safety on the floor • Line personnel Technical Mastery development and coaching • AM pillar leading: key systems (CIL, DH, CL**) indicators delivering in a green zone • Leading of packing line equipment modernization projects • Leading of operation report system on the factory * Autonomous Maintenance – personnel capability increasing system – one of key elements of IWS ** Cleaning Inspection Lubrication, Defect Handling, Centerlining Achievements: • CEO Award – 2015 • Employee of The Year – 2016

Leading of 3 projects at Capella plant • Development of a tool aimed to evaluate influence of packing equipment on defects appearance at finish product • Data analysis and verification at CSS system*** for the presence of all needed for factory standards • Development of training material for “Fasteners” training as a part of 4th AM step ***internal P&G system for standards storage and development

Taking part in a research of organizational changes resistance in N. Novgorod companies. Gathering the information about the problem, creation of methodology, conducting a survey, process of the statistical data.

Management, Master Degree in Human Resources

Management, Bachelor of Management