Managing financial affairs of a USD1.3 bn mixed real estate development project in Baku, Azerbaijan: - Introduced financial planning and reporting entailing project-specific cost structure, including reflection of customs costs and taxation in the project cost report schedules - Introduced and effectively utilize the System of Performance Managementcovering the P2P cycle with respective process and documents flow, approvals hierarchy, contracts / PO / payments management - Modified project financial reporting to account for project vs. non-project costs, customs, taxation effects on the project cash flows - Introduced and effectively manage monthly cash flows forecast and actual to budget reporting - Managing project costs & staff optimization options and related financial effects - Contracts / PO negotiations and related cash flow management - Addressing internal audit queries relating to project activities - Single-handedly managed a valuation of projects' assets for the statutory tax reporting purposes - Managed an investment valuation of various asset parts of the project for the purpose of potential disposal to an international investor - Lead project feasibility study for project cost & revenue analysis and managed third party advisors - Trusted advisor to projects' Chairman in financial, tax, and business matters

Set up the Network Startup and developed formal governance to manage commercial arrangements between the Network Company and Mobile Operators. Manage end-to-end financial and operating issues in a standalone business unit combining all Radio Access Network related operating charges and bearing all related capital outlays. Set up and manage effective financial controls over a $150M asset base and an annual $40M+ operating and $45M+ capital expenditures start-up. Lead development of short- and mid-term budgets, cash flow forecasts, operating and financial statements. Secure initial financing to ensure continuity of operations in start-up period. Lead development of financial structure with minimal or no external financing during normal operating cycle. Close interaction with Procurement, IT, HR and Technology departments to develop and introduce new practices / processes, as well as control over their implementation. Oversee General Ledger functions: ensuring completeness, accuracy, timeliness, and conformity with local and international accounting standards and best practices. Managing external / internal / tax audits. Managing tight reporting schedules by streamlining month-end closing / interaction & alignment between functional groups (Technical, Procurement, HR, Finance, Admin). Collaborate with and reporting results of operations and financial position to International Members Board of Directors Achievements: • Set up start-up Telco Network Company and developed its operational and financial governance structure • Introduced cost efficiency program to achieve annual operating savings of 5%+ over the annual $40M+ OPEX and the $45M+ CAPEX • Controlled network optimization allowing double digit per sent savings on OPEX and Capital outlay on the combined network costs. Avoidance of duplicate investments has saved c. $ 70M CAPEX in first 4 years of JV’s operations • Identified and reported tax risks of $2.5M upon transition of network operations into a JV entity • Mitigated adverse tax exposure of equiv. c. $7M down to equiv. of c. $0.6M for 2013-2015 operations • Mitigated adverse financial impact of national currency devaluation by proactive Creditors / Cash management whereby decreasing FX exposure from equiv. of c. $4.8M to equiv. of c. $1.2M within 4 months

Enhancing planning and control over c. $200M revenue and c. $150M OPEX / c. $50M CAPEX by introducing budgetary / spend control and enhancing corporate ERP (Oracle EBS). Developing short- and mid-term cash flow forecasts, treasury reports, and operating statements. Single-handedly developing financial models to assess business economics under diverse scenarios. Managing preparation / consolidation / adoption / implementation / reporting annual budgets through close interaction with functional teams (S&M, Tech, HR, Proc., Fin & Admin). Close interaction with Technical and Sales departments to develop and introduce new practices / processes / reporting initiatives & formats, as well as control over their implementation. Closely working with Technical and Finance teams to standardize and enhance subscriber and operational reporting. Reporting to CEO / CFO on budget / actual expenditures. Achievements: • Budget accuracy of c. 4.5% on annual operating and capital spend by thorough planning & budgeting • Introduced tight budgetary controls over the annual OPEX and CAPEX spend • Modified corporate ERP to allow for cost control by revenue / cost centre / GL accounts on monthly basis • Introduced automation of monthly financial reporting for C-level comfort on actual-to-budget data control

Provide clients including high-value companies, investors, and lenders with hands-on strategic and tactical support for addressing their unique needs; spans from crisis situations to revitalisation and optimisation initiatives. Analyse complex business, finance, and operations functions. Author service proposals, engagement correspondences, and engagement-specific documents. Coordinate with cross-functional department heads; involving finance, accounting, costing, technical, and marketing teams. Develop short- and mid-term cash flow forecasts, treasury reports, and operating statements. Conduct financial modelling to assess business economics under diverse scenarios. Achievements: • Uncovered c. $44M shortage of funding to repay c. $49M corporate debt and fulfil multiple construction contracts over 5 calendar qrtrs, reconstructing cash flows for a $220M turnover Russian engineering company • Mitigated financial crisis at a $25M Ukrainian IT start-up by developing and implementing robust cash flow forecast, treasury report, and management reporting package; identified and recommended ways to address $0.7M (6.5% of approved budget) liquidity shortfall over 8 upcoming months. • Enabled same $25M Ukrainian IT start-up to outperform target for 1st operational year, expertly strategising and coordinating construction, marketing, and procurement initiatives through close interaction with Finance, Technology and Marketing teams. • Played pivotal role in a Russian hedge fund recouping c. $20M overdue loan owed to key investor, by analysing and providing clear picture of fund’s short- and mid-term liquidity position. • Instrumental in obtaining information for business review of a $250M Turkish cement producer on behalf of a senior European lender; served as primary support in discussions with client CEO/CFO, while preparing 13-week cash flow, business plan and scenario analysis, and strategic options.

Formulated and laid basis for execution of strategic business plans for diverse companies including oil and gas, internet, retail, multi-industrial holding, publishing, and alcohol and tobacco industries. Served as primary advisor to a 10-person cross-border engagement team providing expertise in strategy, KPIs and business process review and enhancements. Directed complex financial modelling streams during engagement work. Achievements: • Laid foundation for a 5.5% annual increase in oil output (150M tons over 10 years) for 2nd largest Russian oil and gas company (LUKOil), effectively interacting with regional CFO, heads of geology / drilling / legal • Championed investment valuation for a $4.8B Russian tobacco and light alcohol distributor as critical component of business development strategy. • Single-handedly negotiated $0.5M cross-border cross-functional engagement with a large multi-industrial holding company in Kazakhstan; served as sole KPI and business process advisor. • Aided internationalisation of large Russian chemical producer, providing quality translation to Board of massive technical study on European and UK chemical park building practices. Additional Highlights: • Led operational and financial due diligence focused on increasing effectiveness of vertical integration for large Tier 1 automotive supplier in Russia; assessed operating facilities and production capabilities • Determined viability and ROI on implementation of shared services centre for large Russian oil and gas company; complex financial modelling assessed economic effect of transferring multiple functions • Outlined economic effects of launch of proprietary brand of vodka for major Russian alcohol producer, leading analysis of market competition, validation of production process, and financial models design

Planned, coordinated, and led all aspects of audit engagements for clients in oil and gas, transportation, banking, hospitality, and manufacturing industries, as well as Internationally Funded Institutions (IFI) for their financial statements prepared under IFRS, US GAAP, UK GAAP, Uniform System of Accounts for Lodging Industry, other Special-Purpose and Group Reporting standards. Created methodology for audits of special-purpose financial statements prepared by the entities funded by the World Bank and other IFI-financed organisations. Structured and negotiated audit engagement letters with clients’ CFOs and heads of legal. Trained, mentored, developed, evaluated, and aided career pathing of 20 audit team members. Managed $100K annual training budget. Performed as key member of team delivering training on transition to IFRS at Central Bank of Russian Federation’s (CBRF) Moscow and regional centres. Achievements: • Lead the advisory engagement on first-time adoption of the IFRS financial statements at a c. $100M Black sea port, and the subsequent audit thereof • Built world class methodology and team from ground-up to conduct audits of financial statements prepared by the World Bank and other IFI-financed organisations • Achieved 15% increase in audit revenue for 3 consecutive years, serving as trusted and frequently referred tax and accounting advisor to US, Japanese, and Turkish oil and gas companies • Saved $0.8M in annual tax deductible costs for 18 upcoming years, successfully negotiating amicable settlement of dispute between audit client and tax authorities