Alisher Tazhinov

Engaged in corporate finance transformation program and general treasury operations • Developed the initial project on corporate finance transformation: full description, resources allocation, and outcomes calculation through using NPV • Established a new department on payment operations within the corporate finance department • Implemented fully automated innovative on Kazakhstani market cash pooling mechanism aimed to change cash control procedures, improve budget forecasting and deal with the liquidity of a group • Control treasury and corporate finance activities ($100+ million per month), monthly financial budgets and enterprise payments Key results: • Achieved $15 million in savings through a corporate finance transformation program • Cash pooling program is being used as a benchmark for other Samruk companies

Participated in SAP ERP implementation and worked on daily tasks within controlling function • Being part of initiative groups lead automatization and transformation of core processes within SAP ERP implementation for the whole group • Integrated Group enterprises with internet-banking of Eurasian Bank and VTB Bank • Monitored and controlled the actual performance of the company, including enterprise monthly payments ($300 million monthly), corporate social responsibility ($60 million yearly), financial budgets control and pending contracts payments terms reconcilement Key results: Decreased approval time from 2 hours to 10 minutes through SAP implementation that allowed improving processes of payments approval and conduction, automating the payments according to internal requirements and regulations

Participated in diverse corporate finance activities • Introduced new currency method of currency exchange rates calculation, using forecasts of investment banks like HSBC, Morgan Stanley, Barclays, JP Morgan, and RBS • Restructured Group external debt ($7 billion loan restructure and new loan raising) • Monitored and controlled diverse operations, including cash flow, overall liquidity of the enterprise, loans repayments ($8 billion), intergroup loans ($3 billion) • Assessed projects through NPV, IRR calculations Key results: • $7 billion debt restructure allowed to postpone repayment of $3 billion till 2020 • Improved quality of exchange rates forecasts allowed to save up to $5 million on bank commissions (5-10% from each transaction)

Held 2 internships in DHL Asia-Pacific Shared Services in performance reporting and controlling departments with a key tasks of reports preparation, operational data and budget analysis for DHL EMEA region (130 countries included).

Engaged in Colvir Banking System ERP software ($100 thousand budget) implementation and conducted Basel III introduction and Basel III KPI stress testing

Organized and managed a daily routine of director, assisted in administrative, marketing and sales initiatives Key results: Increased company’s sales by 30% YOY basis through signing an agreement with suppliers in Russia and China on raw materials and though increased production capacity of the company