Audrius Kavaliauskas

Leading organization through generational transformation process. Setting foundation of corporate governance - establishing company structure, responsibilities and reporting lines, corporate communication principles, budgeting process, execution follow up process, team development plan. Transformation of sales team and sales process, including optimization of CRM use. Optimization of product portfolio, negotiation of long term contract with AGCO, addition of new key supplier Lemken.

Group P/L responsibility, operational excellence of the group Managing 12 direct reports - 6 CEO's of group companies and 6 functional heads of the group (sales, aftersales, used equipment, marketing, precision farming, logistic). Participation in setting strategy and long term group goals, budgeting guide lines, operational KPI, Representation of the group and supervising relationship with the suppliers - negotiation of annual purchase plans and conditions, training plans. Diversification of business model by adding forestry machinery portfolio - negotiation and signing contract with Komatsu forestry. Completion of group's agricultural product portfolio - personal involvement in getting representation of McHale, Kockerling, Claydon, Kramer. Development of group's infrastructure - evaluation of the needs, purchase of land plots, project development and construction supervision. Participation in development of group's marketing strategies and execution follow up. Participation in implementation IT tools - CRM system, business analytics, stock management and etc. Proactive participation in improving sales process, product management process, implementation of KAM role. Leading development of new business line - precision agriculture services Mentoring and coaching subordinates, new company heads and/or functional heads

Supervising and leading development of SIA DOJUS Latvija Transfer and implementation of corporate rules/principle of the group Goal setting and execution supervision Participation in hiring process of company heads Mentoring company leaders Infrastructure development in Latvia - land plots, project development, construction

Setting business strategy, goals and development plans Relationship with key suppliers, validation of market needs and trends, completion of product portfolio Setting operational KPI, supervision of operational excellence Validation of infrastructure needs and development

Group P/L responsibility, direct management of Lithuanian operations and supervision of group business in Belarus, Kaliningrad and Latvia. Managing 7- 12 direct reports, including company heads in BY, Kaliningrad and Latvia. Managing development of business in Lithuania, Latvia, Belarus and Kaliningrad - from around 40-50 employees in 2005 to around 300 employees in 2017. Start up of new business activities - used equipment and rent. Development of structure, principles, tools and etc. Participation in establishment and optimization of main processes like sales, aftersales, purchase, logistics, debt management. Participation in establishment foundation of group structure, responsibilities and reporting lines, main KPI. Daily operational supervising of budget execution, supplier relationships, KA relationships. Hiring key positions across all organization Development of business infrastructure - new outlets in Šiauliai, Kekava, Šakiai, Saldus. Representation of company with existing suppliers and search for new potential suppliers.