Sales, marketing, business development, logistics and consulting services. Web site: www.3s.uz

Management sales, marketing, import-export, business development departmets

Managing retail, B2B, export, regional sales, retail chain showrooms, marketing, after sales service, planning and forecasting departments

Sales, distribution, export, marketing and general strategy management. A leading confectionery production company in Uzbekistan. Managing sales, marketing, business/strategy development, supply chain and distribution processes. Done the full sales organization audit and re-structured the company commercial division Launched the performance measurement and reporting system based on the KPI Sales increase on the net basis +28% in 2016 versus 2015 Opened marketing department in 2016 Launched the sales processes automatisation system in 2016 Launched more than 5 new brands with more than 10 SKUs in 2016 Done re-branding of the umbrella brand “MAVIS” Launched the first time customers motivation system in 2016 Started the first time the distributors and sales personnel motivation and loyalty programs in 2016 Full P&L responsibility. Direct reports 5, indirect reports +180 (including distributors’ sales team)

General management food and beverages multinational production and sales company. Full P&L responsibility. Result: sales increased by +154% in 2014 vs. 2013. Launched new brands in cocktails, energy drinks and ice tea directions.

The Krones Group, headquartered in Neutraubling, Germany, plans, develops and manufactures machines and complete lines for the fields of process, filling and packaging technology and intralogistics. The company’s product portfolio is rounded off by corporate capabilities in information technology, factory planning and in-house valve manufacture. Every day, millions of bottles, cans, and special-shaped containers are handled on lines from Krones, particularly in breweries, the soft-drinks sector and at producers of still or sparkling wines and spirits, but also in the food and luxury-goods industries, plus the chemical, cosmetics and pharmaceutical industries. Since being founded in 1951, Krones has become far more than a traditional-style machinery and line manufacturer: it has evolved into an all-round vendor for its clients. Mechanical engineering, line expertise, process engineering, microbiology and information technology have here been harmoniously integrated for optimum synergies. Nowadays, Krones is synonymous with holistic “systems engineering”. Krones’ success is based on some few but crucial strategies: specialised knowledge of mechanical engineering and the customer sectors involved, a technical lead over its competitors driven by continuingly high expenditure on research and development, production facilities featuring state-of-the-art equipment operating to the most stringent of quality standards, backed up by worldwide 24/7 service support, and most especially by the skills of its highly motivated staff. More than 2,200 full and utility patents bear witness to the company’s innovative potential. Worldwide, the group employs approximately 11,400 people. About 90 per cent of the machines produced are sold abroad. Consolidated sales in 2011 totalled 2.480 billion euros. The group includes not only Krones AG (M-DAX), but also the subsidiary Kosme (machines for the low output range) and approximately 80 sales and service support companies. Krones’ product portfolio covers the following fields: Stretch blow-moulding technology Filling and closing technology Aseptic filling Labelling and dressing technology Inspection and monitoring technology Cleaning technology, rinsers and pasteurisers Packing and palletising technology Conveyor technology Systems engineering Process technology Intralogistics Brewing technology (Steinecker) Information technology PET recycling lines Factory planning Valve technology

Full P&L and dealers management responsibility, general management of the business in 8 countries of Central Asia and Caucasus

Head of Representative office (General Manager) Grohe AG in Central Asia & Caucasus Oct, 2008- • Full P&L responsibility Started sales operations in Uzbekistan and Turkmenistan • Sales increased by +87% in 2010 vs 2008 during the crisis period (WW best result in the company) • 26% sales increased YTM November 2010 vs YTM November 2009 • Consolidated margin increased by +117% in comparison with the last year YTM September (WW best result in the company) • Market share in the target price segmentation increased from 22% up to 62%. • Improved the sales processes in channel management: retail, DIY, wholesale, dealers, distributors, projects • Direct reports: 10 people • Annual sales: 6 million EUR • Opened the new representative office in Baku, Azerbaijan, 2010

- Re-organisation of the company structure - Development sales & marketing strategy - Openning regional offices - Cooperation with dealers - Projects Management • The company product portfolio: ENCOMAT, PARKER, Enerpac Hydraulics, ESAB welding, International Paint protective coatings, Concrete pumps, Dump trucks, HSE and etc. • Key customers: • Construction business: Basis-A, KUAT, Mercury Construction, Ideal Story, ENKA, GATE (Gala & Tekfen), Behtel and others • Oil and Gas business: KPO, AGIP, Schlumberger, Petro Kazakhstan, Shevron, LukOil, Bateman, Keppel, Ersai, Saipem and others • Increased active customers number in oil/gas and construction business by 45% • Opened new branches • Opened new workshops and stores • Sales increased by 184% • Penetration increase by 200% • Improved KPI • Developed sales, marketing strategies • Increased product portfolio (Parker and Enerpac)

• Tea market analysis in Kazakhstan, Kyrgyzstan and Tajikistan • Done several qualitative and quantitative researches • Business plan development • Feasibility and P&L calculations-analysis • Developed sales, marketing and trade marketing strategy • Brand name, positioning and designs development • Collaborating trade incentive programs • Developing POSMs • Creating the distribution and sales concept • Lead of the supplier tenders

• Taking a full responsibility & managing of the business in four regions: • Three branches • Five distributors • Fifty eight employees • Successful launched of new brands • Regional sales volume increased by 9.7% in 2003 vs. 2002 • Implemented trade incentive program “Reemtsma Club” for stimulating of the retail customers to increase the company SoS, domination, PoSM exclusivity, competitors’ assortment control, availability of the company PoSM and etc. • Developed and implemented “Wholesalers Volume & Merchandising Incentive Program” • Opened & developed new distributor areas

• 20.5 % positive sales development in the total area of responsibility in 2003 vs. 2002 YTM June • Distributors sales volume increased by 98% in 2003 vs. 2002 YTM June • Improved direct distribution system (69% sales increasing) • Applied distributors project with a new performance control, monitoring and bonus system (22% volume increasing) • Started wholesalers sales incentive program (35% sales increasing) • Built new distributors network • Managing the staff with 33 employee • Increased customer coverage up to 80% • Elaborated and inculcated sales team motivating/bonus system • Trained of the company & the distributors sales staff

Regional Sales Manager, Coca-Cola Bottlers Uzbekistan, 2001 • Customer count increased by 90% • Key Performance Indicators(KPI) improved: • Vehicle load out increased by 25% • Increased account drop size from 3 to 7 cases • Load utilization by 23% • Completed projects: • Recommended consumer prices • Inside distributors project • Direct distribution in dealers territories • Coolers efficiency control system Regional Sales Manager, Coca-Cola Almaty Bottlers, Kazakhstan, 2000-2001 • Completed Regional Project • Achievements: • Region sales volume increased by 23% • Applied dealers monitoring, checking and advising system • Implemented dealers and sales representatives sales incentive program • Decreased dealers debt from $1.6 million to $0.8 million with positive sales increase • Provided detailed training of dealers sales team in 8 territories • Improved dealers territory penetration, execution and merchandising • Implemented “Promote for profit project” in region territories Sales & Marketing Manager, Coca-Cola Tajikistan, 2000 • Country sales volume increased by 70% • Developed distribution system network in Dushanbe • Opened a branch in Khujand and implemented entire distribution system • Built dealers network • Managed and trained company staff • Successfully implemented new product lines • Completed “Price/Elasticity Project” • 80% market penetration General Manager, Coca-Cola Shymkent Distribution, Kazakhstan, 1998-2000 • Responsible region sales volume increased by 24% • Improved sales system • Increased active customers number by 22% • Expenses reduced to 48% • Successfully opened new dealer territories • Applied direct distribution in 6 regions of South Kazahkstan division • Increased penetration 87% • Improved dealers sales system(Taraz and Kyzyl-Orda regions) • Executed numerous marketing promotions Branch Manager, Coca-Cola Almaty Bottlers, Kazakhstan, 1997-1998 • Opened a new profit center • Successfully lead and trained all personnel • Applied distribution systems • Built dealers network in area of responsibility • Increased per capita consumption from 2 to 19 • Attended 90% beverage exclusivity in all outlets • Increased penetration to 98% • Won “Presidential Cup” sales incentive program among all branches of EFES INVEST – Coca-Cola Bottling Company Planning and Logistics Director, Coca-Cola Bishkek Bottlers, Kyrgyzstan, 1996-1997 • Applied new planning and logistics system • Trained and managed all staff • Installed “Local Suppliers” project • Decreased expenses $350,000 by implementing “Local Suppliers” project • Applied “Work Time Scheduling” project • Installed raw materials warehouse automation and auto control system • Opened state customs office in the plant and saved $40,000 annually