- Optimized comprehensive overall direction and successful projects’ delivery on $350 million budget by managing a team of project managers with responsibility for planning/scheduling, critical path analysis, KPIs and progress measurement, earned value management systems, cost control and forecasting for industrial projects of different types during various stages in engineering, procurement, construction, manufacturing, operation and maintenance of heavy equipment in oil & gas industry - Built overall risks management practice to track, monitor and action on all risks in operations that included separate projects on equipment production, tools repair, technical maintenance & transportation - Increased cash flow by 25% and operating EBITDA by 20% with proven ability to effectively communicate with executives, senior management, external partners and stakeholders - Reduced project costs by 30% through implementation of Agile Project and Lean Six Sigma approach - As a member of top management team, directed vendor governance, project review, approvals of change requests and other PMO functions like RFP’s, SOW’s review and bid approvals - Controlled the overall project performance in terms of scheduling, cost, quality and HSE requirements - Led teams of 300+ people to promote a challenging and rewarding working environment and effective cross-functional communication - Improved supply chain management and achieved the OEM spare parts’ timely supply with additional 25% cost saving on warehouse operations (SAP “Min-Max” program optimization) - Developed and implemented process to gather data from all projects and created SAP dashboards including daily, weekly, monthly, quarterly and annual reports to shareholders and other recipients - Made certain that project and operations documentation was in compliance with all state and provincial statutory and maintenance requirements - Investigated and applied 5 Whys Root Cause Analysis (define, measure, analyze, improve, control) methodology in case of technical stoppages and safety violations to improve operations performance - Implemented change management by re-planning and re-arranging cross-functional activities within the scope, budget and schedule of the projects, contracts and client agreements - Provided leadership in managing of 5 project teams and supported hiring, firing, training, coaching, mentoring, promoting and reprimands' activities during project goal-based and timely delivery - Spend more than 50% time on extensive travel with exceptional time-management skills

- Created and implemented $200 million sales strategy for O&M services in CAPEX projects from the point of customer creation all the way through to the delivery of the project in mining industry - Developed projects and managed key account management and technical service to support heavy machinery operations in Canada, USA, Mexico, Saudi Arabia, Russia, Kazakhstan, and Mongolia - Articulated detailed scope, budget requirements, schedule and timeline, deliverables, risks and issues with regular reporting to the General Manager from both the commercial and engineering perspectives - Led project team of 50+ people ensured that all members understood the requirements, budget, and quality parameters and estimated schedule of O&M programs’ delivery - Performed CRM and global data research to identify sales channels for FLSmidth heavy equipment and spare parts and built an international distribution network via 15 distributors and 50+ sub-contractors - Exceeded plan objectives for market share, revenue and profitability growth by 30% - Increased the Return-On-Investment (ROI) growth up to 15% - Contributed to proposal development winning 5 multiple-offer biddings - Maintained client relationships to support new and repeat business and minimize project risks

- Built and implemented the deployment plan to meet the Centerra Gold mining company’s $30 million operating budget to manage rig up & commissioning of six blast hole drills DR460 in Kumtor mining site - Achieved 93% mechanical availability and 95% reliability of heavy mobile equipment in a mine site - Increased on‐time production from 55% to 97% with 100% spare parts availability - Effectively managed over 300 + risks with effective mitigation plans and ensure the projects are implemented on time and on budget - Liaised with technical, logistics, legal and financial teams to manage the project progress - Led a team of 20+ people and regularly recognized the team’s efforts and accomplishments - Created strong client loyalty through excellent customer service, on-site training, supply chain management and 24/7 technical support

- Identified target markets and develop key international partnerships - Provided liaison between clients and engineering team to customize technology solutions in logging equipment and forestry machinery - Provided leadership in communicating, developing and implementing market strategies with exceptional profit (≥ 12%), revenue (≥20%) and market share results (≥ 25%) - Oversaw customer relationships with 18 distributors resulted in total sales growth up to $20 million

- Delivered services including competitor analysis, consumer trends sizing and analytics, product innovation and NPD analysis, brand and category market sizing and benchmarking, brand profiling and expenditure analysis - Generated periodic briefings and status reports on government statistics, personal business meetings, tradeshows and customized data analytics

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