• Stabilized the business and accelerated revenue growth (+40% MoM for 3months, followed by +15% MoM)
• Reduced fixed costs by 15% and improved cost structure efficiency
• Rebuilt the finance function and P&L framework, implemented weekly/dailyfinancial control cadence
• Restored sustainable profitability after structural transformation
• Restructured project organization, implemented KPI system and regularmanagement reporting
• Managed cross-functional structure (100+ employees, 12 departments, 5direct reports)

Scaled a DTC/COD e-commerce project from a single local market tooperations across 5 countries and built a profitable sales infrastructure basedon an outsourced call center.
• Achieved 60% gross margin with marketing spend up to 25% of revenue
• Improved approval rate by 15% and increased average order value by 30%
• Launched 4 new markets (Kazakhstan, Uzbekistan, Kyrgyzstan, Georgia),generating 70% of total revenue
• Built financial model, KPI system, and BI reporting to control profitability
• Managed operational structure (up to 15 in-house employees + outsourcedteams)
Call Center (SkyCall)
• Scaled team from 0 to 50+ employees within 10 months
• Reached break-even within 3 months; achieved 35% EBITDA within 6 months
• Increased approval rate from 68% to 75%; buyout rate from 75% to 80%
• Managed 22 B2B clients across 4 markets
• Structured and transferred the operating model after business sale

• 30% annual revenue growth
• 45% gross margin; net profitability up to 20%
• Product portfolio of up to 3,000 SKUs
• Implemented P&L, balance sheet, and financial model
• Introduced CRM and operational automation