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.

Project outputs: (1) Methodology. Systematized all internal regulations and in-hose documents, updated document management and developed new regulations: 'Classification of Internal Documents', 'Communication Rules', 'Regulations on Corporate Communication Standards in the Electronic Form', 'Technical Rules for Workflow Management in the Lotus Notes System'. ADM: consolidated and updated 'Decision Making Procedure by the Management Board' (DMMB); 'Rules and Regulations in the Decision Making Process' where DMMB is its part; patterns of administrative documents for the Management Board (MB). (2) Organizational Structure and Operations. Trainings were held for all structural units of the head office on: (i) corporate communication standards in electronic forms and the classification of internal regulatory documents, procedures and letters; (ii) the utilization of Lotus Notes; (iii) the DMMB, a standardized decision-making model (DMM) between the MB members and structural units at the Board-1 level on issues requiring dispute settlement. Procurement management, tenders for software applications were organized and held, hardware and servers were updated. (3) Organizational and Administrative Measures. Instituted assistants for structural units, updated document management procedures, and issued administrative orders for the organization of all structural units. Introduced administrative support roles for the MB and its members, their technical and methodological support, job descriptions; issued administrative orders for organizational documents in the regional network.

Accomplishments: (i) developed a methodology for workflow, formalized the DMM between the MB 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 DMMB, improved the ADM 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.

Accomplishments: (i) identified the mid-market segment, developed the organizational management documents for the Corporate Sales Department and its regional units,; (ii) organized a business line of mid-sized clients in 25 regional directorates and 3 major branches, business planning (MBO + KPIs); (iii) instituted 43 regional units for servicing and selling banking products, delegated responsibilities to 40 structural units in regional directorates and 3 structural units in major branches; (iv) held capacity building and training activities.

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.

Accomplishments: (i) carried out the general management of subsidiaries with BFIs, oversaw their strategic plans; established a life insurance company from scratch; (ii) implemented a comprehensive strategy of intensive growth to achieve sustainable development, strengthen financial stability, financial inclusion that support transparent business, improve quality, public trust and recognition to expand the bank's presence in Ukraine and Europe; (iii) introduced methodological support for corporate banking services and daily management of business operations, as business administration at the head office; (iv) organized and supervised the separation of the back-office from the front-office in 25 regional directorates, formed a sales network of 150 experts along with a HR Department; (v) people management and oversight of banking business processes, corporate teams with overall responsibility for more than 200 staff in the branch network, their sales coaching.

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.