Denis Dorofeev

Leading a team of ~20 store employees with 2 direct reports: - Relocated and open 2 new darkstores to expand operational capacity - from premise search and rental signing to layout planning and organization of civil works. - Improved picker’s utilization rate by 10% by reviewing store needs, adapting new planning tools, and optimizing store working hours. - Decreased share of non-perfectly fulfilled orders by 40% by adapting new virtual storage logic and implementing new quality standards. - Implemented an operational excellence project aimed on daily communication between management and the crew, operational standards development, and physical improvement of the stores.

Responsible for improving value proposition (session/order CVR +5 pp) and business performance: - Expanding and optimizing multi-category assortment of ~2,500 grocery and non-food products. - Pricing – optimizing selling prices to decrease KVI Price Index from 1.14 to 1.10 and improve front margin by 1.1 pp. - Negotiating commercial conditions with suppliers and partners, which brought additional ~0.8% back margin through COGS reduction and x2 increase in promo investments from suppliers.

- Conducted market research and competitor analysis using open-source data; - Conducted user research using qualitative and quantitative methods, including in-depth interviews, surveys, and the analysis of secondary data; - Developed recommendations for functional models, as well as overall concepts and the value proposition of projects; - Coordinated a team of analysts and designed research for projects in the field of tourism.

- Conducting strategic analysis of underperforming categories vs market. The insights lead to adjustments in sourcing, assortment, and pricing; - Setting direct import in the Beer category, from the evaluation of the product mix and forecast of volumes to signing an agreement for the first order; - Negotiations with vendors on price, assortment, and availability.

- Modeling Moscow HoReCa market to ease customer acquisition for territory specialists and make performance overview more transparent for sales managers; The model shows market potential for every individual outlet and calculates aggregated market size, market share, and customer penetration for every sales territory in Moscow (40% of the country’s market); - Improving customer experience; analyzing qualitative and quantitative feedback, outlining main pain points, and facilitating regular team meetings with the store management (20 people). Within three months, we increased the response rate to customer feedback and reduced the average time of review closing by 70%. For example, based on customer feedback, our team changed the schedule for updates of promo price tags and utilized a new channel for communication with third-party pickers.

- Sales planning and goods ordering, replenishment, and fighting shrinkage to secure the department KPIs; - Automation of shrinkage analytics with an excel macro that summarizes data from corporate software, provides benchmarks and makes this info transferable from management to departments; - Adopting a Digital Stock Management system from other departments and leading its implementation in Deep Frozen storage.

Maintenance and updates of a direct eCommerce channel. Coordination across 7 parties (the company’s departments and agencies), briefing and control of the creation of 10+ marketing communications.