Dmitrii Melnikov

– Own global product portfolio and go-to-market strategy across multiple regions and distributor markets – Define pricing architecture, margin targets and competitive positioning vs global Tier-1 brands – Lead SKU selection, R&D priorities and product group launches based on market demand and profitability – Manage international distributor network across multiple countries, aligning commercial terms, brand standards and sales execution – Control P&L logic of the brand at global level: margin structure, cost layers, warranty, packaging and commercial conditions – Build scalable brand, compliance and warranty frameworks to support expansion into new markets – Drive digital demand and lead-generation systems as part of the global commercial engine supporting distributor sales

Commercial co-owner of a full-scale OEM brand launch, responsible for building national sales, dealer and financing architecture from zero. – Led the market entry of a new automotive brand, building the entire commercial model from scratch – Designed national sales strategy (2024–2027), including dealer network, pricing logic, incentives and financing structure – Built and managed a 12-person cross-functional launch team (sales, network development, operations, training) – Negotiated and secured bank factoring and dealer financing programs, improving commercial terms vs competing OEMs – Established dealer commercial conditions, incentive schemes and volume planning for the initial growth phase

Owned the end-to-end digital sales product for Nissan’s national dealer network, combining e-commerce, CRM, inventory and customer experience into a single commercial platform. – Led creation and launch of Nissan’s online vehicle & accessories store (nissan.ru), increasing average order value and transaction profitability – Integrated customer data across dealerships, CRM and e-commerce to create a unified commercial funnel – Owned product roadmap for CRM, dealer systems, data flows and customer touchpoints across the national network – Defined how dealer inventory is exposed, priced and sold online, including vehicle stock logic and reservation algorithms – Built and governed performance standards for dealer digital sales and customer communication – Led development of internal “Sales App” for dealer and HQ teams, providing real-time KPIs, dealer performance and sales potential – Created national sales and digital standards (remote sales, NSSW, classifieds and social commerce) adopted by the full dealer network – Designed dashboards and analytics models to assess dealer potential, conversion and network performance – Coordinated cross-functional teams: IT, data, sales, dealer network, marketing and external vendors

Maintaining a dedicated dealer group in the directions of car sales: -setting, approving and executing sales plans; -achieving the planned market share. The actual market share in my management of the regions was 1-2% higher than planned; -achieving the economic performance of the dealer network; -conducting a business analysis of the existing DC processes and developing action plans for changes to achieve the set business goals; -economic indicators of DC: working capital adequacy, profitability, cash gap. The profitability of the entrusted groups grew by an average of 15% by the third quarter after the start of work. - used cars, the Nissan Approved program. The share of trade-in averaged 70%, which is 20% higher than the national average. - corporate sales. Methodology of work with corporate clients, work standards, implementation of corporate sales plans - Dealer marketing. Compliance of investments with Brand standards, efficiency of use, compliance of selected channels with recommendations.