The main task is to organize and control the activities of providing material resources for the company's production processes:

• price of materials monitoring for determine the purchase price for public procurement procedures,

• tender tasks preparation for publication on the PROZORRO site (electronic public procurement platform),

• signing contracts with tender winners, support of contractual relations with suppliers,

• Organization and documentary support of the procedure for the supply of materials to the Zmiivska and Trypilska power generation plants.

The main task is the organization and providing the enterprise with all the material resources necessary for its production activities, the organization of work to ensure the economical and efficient use of state funds, the achievement of transparency and the prevention of corruption during the procurement procedures of public materials and services.

A business plan was formed: the bitumen market in Ukraine was analyzed, cash flows were predicted, the budget and stages of financing were formed;

Implementation of the project: bitumen melting equipment was ordered and produced, imported, customs cleared, installed, staff recruited, project launched, permits prepared;

Today we are redesigning equipment in order to increase productivity, we are forming a budget and the strategy of development for 2022-2023. The goal is 12% of the bitumen sales market in 2023.

The enterprise was unprofitable. The main task was to bring the enterprise to self-sufficiency and prepare for sale.

During two years of activity, it was done the following: fixed assets were revalued, unused equipment was decommissioned, licenses were extended, inventories were reduced, turnover was increased, receivables/ payables were revised and fixed costs were reduced.

As the result the owner changed his mind about selling / closing the enterprise.

It was organized the full service of crude oil refinery business: from crude oil and gas condensate purchase to sales finished products to final customers.

Due to lack of working capital and increase the mineral oil excise taxes my refinery busyness project has became unprofitable.

The project cost valuation (land rent, licence issue, drilling service cost ets.)

Budgeting, planning, scheduling and control the project activity;

Responsible for project expenses in the process of drilling operation.

As a result, I valuated the series of drilling service projects, organized effective cash and tangible assets usage, increase return on total assets on more than 10 percent.

Financial analise of crude oil refinary (mini) busineses: project costs, pay-back period; find the potensial investors and any another ways of project.

Local authority deal with purpose of achieving New Project needs.

Permanent work with different financial institutions (private investors, banks, leasing and insurance companies): debt restructuring scheme, finding new financial recourses.

Coordinate the Sale and Purchase of Commercial Department activities.

Summary. I has started Up two mini crude oil refinery projects (from project initiation to brake-even point). The investments (in forms of debts, payables, loan securities, leasing) were more than 1 mln. Dollar/each project. We got $18 mln. Annual income, 39% of Internal Rate of Return (IRR) and two ears of payback period.

I opened the Ltd; created the strategy, structure, budget and annual plan of development.

As a result, we have got $125000 investment in project, $ 3 mln. annual income, variable (5 - 70 %) trade margin, unpredictable seasonal fluctuation and many other examples of different risks.

We have learnt how to hedge price volatility risks, work with time sensitive (perishable) goods and growth in unstable market situation.

Open the Ltd; creating the strategy, structure, budget and annual plans of development.

Administration, control and analysis of Ltd economic activity.

Stuff recruitment, training and working out the motivation system with purpose of sales volume increase.

Summary: We change the strategy of business from warehouse trade to B2B work with big Industrial customers, distribution and personal network sales. As a result we have got 10 time increase in turnover, $260 000 month revenue, average 20% of trading margin, sustainable growth and 150 staff employees.

Sales of Volvo brand truck and Construction Vehicle.

Finding, research and developing the new ways of credit with minimum risk of nonpayment.

Analyzing of enterprises financial statement and giving the recommendations to Financial Committee of Volvo Finance International.

I sold more than 200 units of different type trucks. The most valuable sum of a contract was 3 mln dollars USA.

Promotion the new tillage and growing technology of agricultural products.

Find the potential customers, collaborative work with local (region) authorities.

Analyze, determination and regulation the credit risks.

Organization, control and coordination the debt collection of early credits issued.

Analyze collect and aggregate information from a variety of sources in order to assess the paying capacity of agricultural enterprises for offering agricultural machineries and technologies in credit.

Research and promote the new way of insurance of nonpayment (agricultural product mortgage, bank guarantee).