• Regional CFO – Cluster CIS (Russia, Belorussia, Kazakhstan)

    at WIKA Alexander Wiegand SE & Co. KG (RUS)

    January 2018 - at Present


    - Key task – establishment of business partnering between FiCo and Sales organisation, Production team and regional heads. - Establishment of the back office structure for Cluster (supporting functions optimisation, shared services concept) - Corporate & operational finance - M&A activities and post-merger integration - KAIZEN and Lean Manufacturing Key achievements - Company turnaround project completed (EBIT margin improved from 7% to 9.5%) - Cluster strategy developed and finalised – developed concept for both Sales sub-clusters and Shared services - One ERP for all project roll-out

  • CFO Cluster EAST (RUS/BEL/KAZ)

    at Linde Gas RUS

    May 2015 - December 2017


    In addition to the duties of Finance director Linde Gas RUS currently promoted to the regional “double-hatting role” with immediate task to consolidate 3 countries into efficient cluster business model. Key responsibilities/achievements: - Change driver and sparring partner/advisor to CEO and Cluster Head - EMEA #1 regional award for Shared Service project – Fi, CO, IT and Legal functions. - Leadership role in large EPC/EPC2 contracts – management, financial modelling and control, FX hedge. - Took the leading role in change management program: business model restructuring and efficiency increase, which resulted in 5% Cluster OP margin increase; Completed “one ERP [system] for all” project. - Developed the structure for Cluster finance & control function, up to 50% staff reduction for local finance teams. - Took lead in Business spin-off/Management buy-out projects, completed projects of non-core production assets disposal.

  • CFO Russia

    at Linde Gas RUS

    January 2010 - December 2017


    Invited by the Board to join the Russian subsidiary during the transitional period to steer the regional finance team, with the clear goal to take the leading business partnering role, improve efficiency of the business and re-vamp the finance department and to become trusted advisor to General Manager. - Achieved double-digit growth in EBITDA (+15%), ROS (+4.6%), OP margin (+4.5%), Improved budgetary control (max 3-5% variance level for key OPEX items) - M&A – completed S&P deal for 150 m. € worth of assets; successfully completed integration of newly acquired entities into group’s business (incl. minority share buy-out). - Large BOO/EPC contracts – leading role in evaluation, business modelling, implementation and post investment reviews - Project management lead for full implementation of ERP system, including regional roll-out to the new business units. - Recent – achieved ca 12% reduction of CAPEX project budget via successful management of FX risks (hedge deals).

  • Head of Finance and Control RUS

    at OMV E&P Russia

    December 2005 - January 2010


    Austria’s largest listed industrial group, an integrated international oil and gas company. Head of Finance and Control RUS, Board member. Recruited by the private team of Russian oil&gas executives to facilitate the establishment of the Russian E&P business with the strategic investor – OMV AG. Projects completed (most important): - M&A – search for the new M&A opportunities, portfolio management, successful post-M&A integration projects (both cross-border and intra-regional in Russia) - Developed the high-performance finance team to drive ambitious investment program (ca. 500 m, $)

  • Project director – SAP (fixed term contract).

    at Lukoil

    June 2003 - November 2005


    As invited expert, successfully completed implementation project of SAP APO and BW-SEM: - Supervised the small team (10 persons) responsible for the internal research, “as is” analysis and modelling of “to be” logistics business processes; - Developed the overall Supply network model and supervised the SAP APO project, in close cooperation with the team responsible for SAP BW-SEM set up

  • General manager

    at SFAT-Russky Mir - The UK, Cyprus

    July 2001 - May 2003

    Eparchía Lemesoú

    Progressed from tanker brokerage to operational management of the shipping subsidiary. Developed & managed all business areas (Finance, Sales, Admin, IT, HR) the integrated transportation business unit with total headcount well over 900 and annual sales of $m 300+ Projects completed (most important): - Completed tax audit and full analysis of “as is” situation - costs, profit, rates of return, growth across various business segments with subsequent completion of the operational turnaround process. - Developed “300 days action plan” and initiated restructure and turnaround of the operations, with spin-off of the non-core activities.

  • Deputy MD/Commercial Director

    at SFAT-Russky Mir - The UK, Cyprus

    October 1999 - June 2001


    Projects completed: - Generated new long-term deals that focused on 3 key clients in CIS, improved overall performance (ROI and profitability) within 18 months. - Established new commercial and operations department, hired & trained new employees (total of 5). - Provided financial information (cash flow ROI, utilization rates, short term & long term commitment ledgers) to support key decision making across the business.

  • Tanker broker / Trader

    at Watford Petroleum Ltd. - Sweden, the UK, Italy

    November 1995 - September 1998


    - Developed the customer base for petroleum product trade resulting in annual sales of USD 45 MM. - Identified problems with the management reporting system and operational performance of the subsidiaries.


  • ACCA Fellow

    at ACCA

    2008 - 2012 (4 years) London

  • MBA

    at WBS

    1998 - 1999 (1 year) Warwickshire

  • MA Economics

    at DeMontfort University, Leicester Business School

    1994 - 1995 (1 year) Leicestershire

  • Diploma - Chemical and environmental engineer

    at D Mendeleev University

    1988 - 1994 (6 years) Moskva


  • German Elementary

  • English Native

  • Russian Native