 To perform operational manage of the Hotel – all divisions: Room Division, F&B, Reception, Technicians, Wellness center, Medical center, Security, Logistics  To create an operation and USALI budget on semi-annual/annual basis  To facilitate employee’s KPI, achievement and service procedures  To consult on hospitality aspects of design and developing for a new Resort development – 126 rooms, world class Medical Center, SPA & Pools

 To create a functional, operation and budget model of the project  To perform operational manage of project – all divisions: F&B, Room Division, Logistics  To established well maintained logistics supply chains – the site was to far from the capital city  To reduce Food, Staff & Variable cost of the project

Private owned company with more than 70’000 US$ turnover provides entertainment services for all expats on Koh Phangan island situated in Siam Bay of the Kingdom of Thailand  To create a functional, operation and budget model of The Place Bar & The Place Hotel Lounge – hotel / night club / bar/ entertainment place  The Place Bar achieved TOP-5 entertainment places on the island introducing Russian, Locals and Worldwide DJ’s  To establish and perform operational management of the “Conference Room” – the one & only Card Casino (Poker, Baccarat, Black Jack, etc.) on the island

 To consult on hospitality technology aspects of design and developing  To create an functional, operation and budget model of new resort complex  To do marketing research and product placement  To calculate prospective operation budget, cash flow and income statement  To prepare & obtain legal docs for opening procedure from government bodies  To perform operational management of the resort after initial opening  Project re-designed to satisfying higher “star”-standard requirements  Additional spaces re-arranged to have more guest rooms and generated profit  Market segment and guest expectations are determined  Functional concept shifted from Child Health Camp to Corporate Resort & Medical Complex  Prospective budget & income statement calculated and presents for shareholders’ approval

 To perform operational management of the resort  To optimize the organizational structure, reducing production costs  To consult on technology aspects of design and developing for a recreational infrastructure of new resort development  Implemented a Resort Integrated Management System, the largest in the Russian Federation  Designed a centralized system for access to services and payments with digital key-cards across the resort  Put in place an accounting system designed to control income streams, costs and budgets  Reorganized and optimized the management organizational structure. Reduced employee count by 18%  Reduced the overall operating cost by 34%

 CEO/COO of dependant companies in Ukraine & SPA-hotel 4*+ in Yalta (Crimea)  To implement a program for acquisition and / or sale of assets with a given return  To complete a preparation of investment proposals to attract funding and / or sale of assets  To evaluate and analyze investment proposals and projects in Ukraine, Russia and Europe  To represent the owner in the projects of co-investment  To increase the efficiency of existing assets of the group  To create a concept of group assets development  To form a department of real estate development in Ukraine region  Implemented investment proposals for attracting portfolio investments for group assets  Conducted transactions on purchase/sale of an investment property in the Crimea with the required return  Structured existing debt and acquired financing for the assets in Ukraine  Established vertically-integrated organizational structure for implementing of real estate development projects in Ukraine  Reduced the operating cost of hotel services by 25% and increased off-season guest occupancy  Increased the number of rooms by reorganizing existing additional space  Organized hotel development and construction of two apartment complexes with 300 units (38,000 sq.m)

 Operational management for the Hotel Chain under umbrella trademark  Reduce production costs  Creating a unified system of management, planning, reporting, marketing, provision and sales  Introduction of standardized reporting procedures and work standards  Implementation of procedures for mergers and acquisitions, gaining control over enterprises  Reconfiguration of the share capital  Systematization of assets (PP&E)  Development and sale of investment projects for construction of housing and recreational facilities  Increase profitability and efficiency for existing and attracted capital investment  Restructuring of operation activities  Auditing of fixed assets  Systematized the structure of the holding company and its satellites  Increased the total revenue of the company from 120 to 290 million rubles  Increased consolidated EBITDA from 15 to 90 million rubles  Increased the level of profitability from 3% to 30-35%  Completed reorganization of two companies to produce positive financial results and revenue streams  Increased the capitalization of the company by renovating, reconstructing for 6,000 sq.m of assets.  Developed master plan, architectural solutions, feasibility studies and investment programs for the construction of three housing and recreational facilities for 700 units (105,000 sq.m)

Management, Master of Business Administration

Department of Information System of Management, Workflow & Business Process Engineer