Roman Golovnev

- Implementation of the bank's digital strategy: Rosgosstrakh Bank is a digital bank for drivers. Implementation of agile techniques in the creation and management of Digital business projects. - Construction and launch of the Automotive digital platform Marketplace - bankauto.ru. Creation of an omnichannel customer service system. - Launch of a new DBO bank (Internet and Mobile Banking) – a single client solution that combines banking products, goods and services for drives. - Sales management in digital channels. Achievements: Launching the first online platform for drivers in Russia bankauto.ru. Increase in digital sales of credit products by 50%

- Created an online business for short and long-term car rental for individuals. - Built the company structure (Operation, Product, Partners, IT, Digital Marketing, Finance, HR), recruited, trained and motivated staff. - Created a 10-year financial business model for the company, wich was tested for sustainability together with E & Y. - Designed the product brand, digital and retail promotion strategies. - Designed and created a unique fully automated mobile platform, providing the ability to work in real time and automatically executing all operations for the clients. - Built partnerships and signed agreements with all car manufacturers represented in Russia, leading car holding companies, insurance companies, and security complexes in order to obtain the most favorable conditions for the purchase and maintenance of the vehicles. - Organized a test run business Result - The business was tested and was highly appreciated by potential consumers and professional representatives of the automotive business, with excellent payback rates and a short time to reach net operating and accounting profits. By the decision of the shareholder, it was decided to sell the business.

- Managed and supervised the Department of non-core assets and large corporate recovery division projects. - Created a strategy for managing and selling non-core assets of the bank, as well as assets of other banks previously transferred by the Central Bank of the Russian Federation after reorganization (Rostbank, Kedr Bank, MDM Bank, etc.). - Built an affiliate sales network for various categories (residential, commercial real estate, transportation, equipment, etc.) of non-core assets in collaboration with leading market players: CBRE, Colliers, Morgan Stanley, Knight Frank, etc.). - Created and launched an online platform smolotka24.ru for the sale of non-core assets. Built an online sales system with creating your own digital and electronic direction. - Developed and implemented, together with representatives of the Central Bank, the standards for assessing the value of non-core assets and the rules for their implementation in the absence of regulations for banks under the rehabilitation of the Central Bank. Achievements: Within 9 months the department sold off the bank’s non-core assets for several tens of billions of rubles (commercial information), most of which have been on the balance sheet for more than five years. This result was highly appreciated by the temporary administration of the Central Bank.

- Creation and development of successful retail e-commerce businesses with an annual turnover of more than 200 million rubles. - Operational management.

- Management of retail divisions of territorial banks with a total number of 42,000 employees, in order to develop sales of retail banking products and meet the main key indicators: share of revenue, liabilities, assets, commission income, quality of service, etc. - Development and implementation of sales management standards for channels: "Retail network of sales and service offices", "Partners", "Enterprises", "Wealthy clients". Achievements – In 2012 all 4 banks were top 5 for retail sales at Sberbank.

- Strategic and operational management of the company. - Creating a system of direct sales to retail and corporate partners of the company, building its own network of sales and service offices. - Development and implementation of the company's marketing strategy aimed at creating the image of the"National Mobile Operator". - Construction and commissioning of the 3G standard. - Organization and participation in socially significant events in Kyrgyzstan. - Communication with the authorities of the country. (President, Vice-President, Communications Agency, Security Agencies). Achievements: In April 2011, Beeline became the market leader. According to the results of the 1st half of 2011, Beeline's market share in Kyrgyzstan increased by 7%(48.2%),. Ebitda margin was 58.2% (the best result in the industry in the world).

• Successfully managed the one big dealer center. Direct P&L responsibilities. The dealer center included Mitsubishi sales dept, Hyundai sales dept, Used car sales dept, Insurance and Car Loans, Service dept, Finance dept, Spare parts dept and HR depts. Total staff: 342 employees. • Implemented client service level control and monitoring to increase average transaction and the number of clients. The system was then used by all ROLF dealer centers. • Developed partner relations with corporate clients to increase the sales of new cars and to ensure sufficient service dept workload. Big clients included Nikomed (654 cars sold), Ferrero, Russia (170 cars sold). • Developed and implemented loyalty programs aimed to retain clients and ensure maximum client usage of all dealer services. • Built effective TRADE-IN system to increase service dept workload and sales of all dealer services. • Built effective finance monitoring system to ensure KPI reach (Revenue, GM1, GM2, Opex, Ebitda, etc.). • Built professional management team capable of making independent decisions. Standardized staff learning and development modules and personnel recruitment techniques. • Became a senior director for Hyundai in ROLF group responsible for all sales, marketing and service relations with the manufacturer. Result – In 2009 the dealer center was ranked 1-2 on KPIs among all 18 Rolf dealer centers. I was nominated for «The best director of 2009».

- Management of sales departments. - Development of distribution.