Responsible for relationship management, new opportunities for selling banking products and services to corporate and medium-sized clients. Macro and micro-economic assessments, companies' market position, business analysis to ensure the source and distribution of funds, feasibility studies, structuring projects and closing transactions after my submission of credit/investment projects to the Credit Committee and memorandums to the International Credit Committee for approval by the Credit Committee, the Management Board, the International Credit Committee, and other corporate governance bodies for these projects/transactions under special conditions (special operations). Restructuring of NPLs, claims work with problem debts of large corporations, lawsuits against them. Coordination and interaction with other banking departments to maximize the profitability of the banking business and minimize the risks arising from client operations. Organization of the Corporate Business Department and execution of head duties.

Accomplishments: (i) attracted 5 corporate clients, connected 7 clients to the Internet-Banking and RBS, arranged and restructured 7 corporate loans, administrated 3 customers by factoring receivables, placed deposits of 2 large corporations, installed 4 POS terminals, provided tender guarantees to 2 clients; (ii) performed a claim work on 9 corporate clients, including lawsuits against 4 large corporations and 5 corporations were transferred to the debt collector; (iii) maintained and monitored the client portfolio of 86 corporate clients and 20 loans.

Responsible for analytical support of servicing and selling bank products to VIP clients. Macro and micro-economic assessments, companies' market position, business analysis to ensure the source and distribution of funds, feasibility studies, project structuring and closing of transactions after my submission and approval of loan/investment projects by the Credit Committee, the Management Board. Analysis of financial statement (BS, P&L, CF, etc.), analysis of financial condition, creditworthiness of client / group of related companies, financial modeling, cash flow models and their stress testing. Risk modeling with components of LGD, PD, EAD; definition of credit risk, credit scoring, credit control. Problem debt management, credit administration, restructuring of NPLs, development of the bank's internal control system and compliance with risk management requirements.

Accomplishments: (i) maintained and monitored the client portfolio of 22 loans and 32 deposits.

Responsible for the regulatory framework, intra-bank group communications, organizational structure and activities of the Executive Secretariat, its strategical planning: management by objectives (MBO). Project 'Circulation of Electronic Documents' initiated by Raiffeisen Bank International AG, as a first-level project, and the project 'Decision Making Process for the Management Board of Raiffeisen Bank Aval', as an organizational project management. Both based on the PMBOK® Guide and Standards.

1. Conception & Initiation: project charter, project initiation.
2. Definition & Planning: scope and budget, work breakdown structure, Gantt chart, communication plan, risk management.
3. Launch or Project Execution: status and tracking, procurement management, KPIs, testing and quality, forecasts.
4. Performance & Control: project objectives, quality deliverables, effort and cost tracking, project implementation and performance.
5. Project Close: post mortem, project punch-list, reporting.

Accomplishments: (i) developed a methodology for workflow, formalized the decision-making model between the Management Board members and structural units at the Board-1 level of responsibility to provide the adequate and effective internal controls over key business processes and manage business continuity; (ii) systematized all internal regulations and organized in-house document management, updated the standardized decision-making model for the Management Board, improved the accountability and decision-making framework and its system of internal controls in accordance with compliance risk requirements; (iii) the organizational structure was effectively changed through organizational arrangements, managerial activities, administrative measures that led to capacity development: the staff decreased by 7%, document collection decreased by 11%, and business efficiency increased due to an increase in executive discipline by 3%.

Responsible for the Middle Market segment, the organizational structure of the Corporate Sales Department, formation and methodological support of its business activities and operations, capacity building in macro-regions; vertical strategic planning: MBO and KPIs; implementation of the bank’s strategy, MFD and operational activities in macro-regions.

• Identified the middle market segment, developed all the organizational management documents for the Corporate Sales Department, including its charter, statutes for regional units, and all job descriptions.
  
• Formed and organized a business line of mid-caps companies in regional directorates and major branches, including business planning (MBO + KPIs) for each of them.
  
• Organized and instituted regional units for servicing and selling banking products to mid-market companies, delegated responsibilities towards regional directorates and major branches.
  
• Capacity strengthening and training for all units.

Responsible for strategic management and planning, marketing and PR management, product and business development for corporate banking, SMEs, including macro-economic assessments with marketing components, such as industry passports, sector deep dives, companies' market position; organizational structure of the bank's branch network, development of a regional network of sales managers for corporate banking, SMEs, its methodological and administrative support, supervision of business processes, HR management and coaching; general management of subsidiaries to integrate interactions on MFD into the regional network, their strategic planning, marketing management, product development, organization of new subsidiaries.

• General management of subsidiaries, oversight of their strategic plans, as well as control and monitoring of their corporate marketing plans.
  
• Developed a growth strategy for direct and indirect profitability from achieving a higher level of quality, trust and recognition to increase market presence and market share, as well as brand promotion strategies. Formed and developed a pricing strategy, tools and methods of selling and promoting banking, financial and insurance products, oversaw their implementation; rolled out marketing campaigns from concept to completion to increase sales and overall efficiency of integrated and combined products.
• Organized and oversaw the separation of the back office from the front office in regional branches, formed a network of sellers, managed the regional network of sales experts, provided sales training programs for all of them.
  

Responsible for business development of correspondent banking relationships with IFIs and NBFIs; risk management of open currency positions on open liabilities of IFIs on NOSTRO accounts, monitoring their compliance, liquidity management; development of international credit lines for the leading domestic producers, SMEs; management of the loan portfolio in foreign currencies; macro and micro-economic assessments, companies' market position, business analysis to ensure the source and distribution of funds, feasibility studies, project structuring and closing of transactions after my submission and approval of loan/investment projects by the Credit Committee, the Management Board, and the IFI's corporate governance bodies of these projects/transactions under special agreements, e.g., the Agency Agreement, bilateral agreements.

Accomplishments: (i) elaborated a mechanism for servicing international credit lines under sovereign guarantees; (ii) created a risk management methodology for open currency positions on open liabilities of IFIs, covering regulatory limits, internal limits, credit risk limits, currency limits, VaR limits, etc; (iii) served and promoted project financing / investment projects under insurance coverage of Export Credit Agencies, such as COFACE, CESCE; (iv) contributed to facilitating the EBRD criteria for SME Line: implementation of an IBP, SOPS, CPD.

Responsible for the formation and development of integrated financial resource management, credit policy, including lending in foreign currencies for corporate clients; customer loan portfolio management, including macro and micro-economic assessments, companies' market position, business analysis to ensure the source and distribution of funds, feasibility studies, project structuring and closing of transactions after my submission and approval of loan/investment projects by the Credit Committee, the Management Board, and the IFI's corporate governance bodies of these projects/transactions under special agreements; resolving cross-functional issues of currency control, BFIs and derivatives, treasure management, credit administration; implementation of the EBRD SME Credit Line and its IBP, SOPS.

Accomplishments: (i) elaborated and implemented an integrated management of financial resources, credit policy, including lending in foreign currencies for corporate clients; (ii) methodological support and daily management of cross-functional currency control issues, BFIs, derivatives, treasury management, as well as credit administration; (iii) introduced the EBRD SME Credit Line and its components: IBP, SOPS.