- Sales: Overall development of Logitech Video Collaboration Sales by focusing on the growing of the Partner Network in Russia&CIS. Promotion of superiority and marginality of Logitech VC solutions, competition displacement. Identifying projects and managing of End-user accounts with the aim to position appropriate solution and close the Sale, including pipeline management in SFDC, partner management and discount support - Marketing and BusDev: Creation of marketing activities and participation in them, budgeting and approving. Representation of the company on Professional Events. Delivering presentations with value proposition and product portfolio - Partnerships: Managing joint business development and marketing efforts with Alliance partners (Microsoft, local vendors). Managing relationships with Distribution partners in Russia&CIS, including intensification of collaboration, setting up of KPI’s, stock management, discount support, pricing structure. Building relationships with Logitech colleagues from around the world to provide visibility of the business in our region, acquire new knowledge and share the experience. Active participation in the Russia&CIS team strategy development by sharing my knowledge and experience.

Driving diverse International hardware team with assigned KPI’s and goals; hiring people, defining their framework, setting priorities; developing interlock with other Business Units in HQ and locally; planning of marketing activities depending on situation in each region; working with International stakeholders for HW Unit to correspond to their expectations; working with key hardware vendors regarding Global business development and statuses improvement; participation in development of Global Expansion Strategy and ensuring flexibility in Tactics. Key outcomes: - Structured international team for HW business development with unified approach and KPI’s - YoY Unit revenue growth +30% - Created agenda for discussions with vendors on Global level

Promotion of Cisco Cloud proposition and Managed Services Provider (CMSP) Program in Russia; forecasting and facilitation of cloud sales; helping Partners to align with Digital Transformation opportunity and grow business; defining of joint Cloud Go-to-Market strategy with Providers; preparation of Partners for Cloud Certification Audits. Participation in DDP Project from Channel side: introduction of new business models (Distribution stocking model, E-Delivery software sales, Technical Support sales, etc.); managing expectations of Cisco stakeholders; managing communications, trainings and roundtables with Partners; managing contractual readiness of Partners. Key outcomes: - 5 partners certified as Cloud and Managed Services Providers - Started cloud sales with strong pipeline for 1 year ahead - Cisco Russia started full-scale DDP process

Managing partner relations with top Value System Integrators covering 25% of Cisco business in Russia; Joint Business Planning with participation of high-level management and stockholders, creation of strategic targets, business forecasting, building a teamwork; support to Cisco Sales team from Channel side; adjustment of Partner Incentive and Marketing payment processes to comply with local legislation; managing team responsible for incentive and marketing payments. Key outcomes: - 2 years in a row double digit growth of my pool of partners - 50% increase of partner program usage for deal discounts - New model of rebates and marketing payments introduced

Creation and approval of Local Manufacturing Business Case, Project Scope definition; set up of global and local processes; leading the extended project team to meet deadlines; organizing and leading partner roundtables, communication with Partners; defining roles and responsibilities of personnel, participation in hiring; leadership team update; Testing and Business Acceptance of deployed IT systems; managing Accenture team. Key outcomes: - Local Manufacturing up and running - Sales of locally manufactured products added new $100M of revenue in 2 years - Visibility for Cisco Russia on Cisco Global level

Single POC for Russian Partners regarding DDU Project; driving internal cross-functional team; defining and meeting deadlines; communication with Cisco management; driving Partners’ readiness for DDU go-live; participation in preparation of contractual paperwork; driving trainings and roundtables; formalization of product categorization for importation needs; implementing required IT solution; addressing Partners’ issues with importation together with local and global experts; managing consultants. Key outcomes: - DDU process started - New business with government discovered - Compliance achieved with minimized disruption to business

Support of Russia&CIS Channel and Sales teams; support for Partners in adoption of Channel Programs; support for WW and EMEA Channel operations teams; expertise rebates and marketing payments; managing team of Program analysts. Key outcomes: - Successful launch of Opportunity Incentive and Solution Incentive programs - Increase of Partners’ marginality due to Program usage

Posts: Sep'2003 – Sep'2005 Deputy general director (CFO), Controller; Sep'2005 – Sep'2008 Financial director (CFO) of the trading company, Controller/Oct'2004 – Oct'2006 General manager (CEO) of the production company. Responsibilities in the trading company: Managing a team of financial, logistics and purchasing specialist; cashflow management; development of ERP system to improve business efficiency; budgeting; tax optimization. Key outcomes: - Introduction of new model of cost calculation to achieve transparency and manageability of expenses - Reduction of cost per unit for 5% due to implementation of IT-project for optimization of warehouse operations - Introduced new process of stock and accounts receivable planning in ERP to improve working capital efficiency for 20% Responsibilities in the production company: Running production facility – management of the team, production planning, managing suppliers, etc.; P&L responsibility. Key outcomes: - Business case preparation and approval - Reaching a target of substitution of importation to improve planning of supply - 2x increased marginality comparatively to importation

Posts: Nov'1998 – Apr'1999 Financial Department Economist; May'1999 – Jun'1999 Financial Department Expert; Jul'1999 – Jun'2000 Financial Department Main Expert; Jul'2000 – Sep'2003 Chief of Financial Department. Responsibilities: Tax optimization (including use of ZATOs and offshores); building of budgeting system and realization of schemes of work of holding; conducting calculations with large counterparts; development and conducting separate schemes of movement of oil and oil products; the analysis of export shipments; calculations of economic efficiency of the prospective and completed bargains and projects; maintenance of stable work of a financial department and accounts department; work with banks (calculations, securities, etc.).

Business Economics and Management.