Key Role: ► Organize work in the company and build team capable of handling projects from idea study and screening to commercialization phase This role included work on modification of existing organizational structure and establishment of new approach to working together and dealing with uncertainties. My main responsibilities cover: • Working closely with management to define projects goals and communicating them to the team • Monitoring and control of achieving projects milestones and targets • Promoting traditional project management principles and modification of them to reality to make them work

Key Role: ► Establish strong presence of Datron brand in GCC in the manufacturing and dental segment, promote sales and build full fledged distributor company Together with partner, I started a company for becoming a representative of German brand Datron (manufacturer of CNC Milling Machines and Dental Milling Machines www.datron.de). Main responsibilities: • Develop sales network, search new and support existing customers providing best service and quick response • Represent brand on local exhibitions • Conduct negotiations and presentations, expand brand awareness in GCC • Manage a company maintaining self-established plan in terms of budgets and milestones • Control of payments for deliveries and fine tuning of terms and conditions to ensure business is not lost and payments are received • Coordination of strategical approach with headquarters based in Germany

Key Role: ► Build the Supply Chain department following the merger of three subsidiaries This role was very challenging due to a large number of problems and bottlenecks inherited from the individual subsidiaries and due to the absence of a proper plan for the merger. My main responsibilities cover: • Developing and implementing State-of-the-Art Supply Chain policies, processes and procedures to bring the supply chain function to a world class level • Defining the mandate of the supply chain department in line with the company strategy • Building a strong and well performing team of 15 members coming from 7 different nationalities and from different work environments and cultures

TADS was created as a Joint Venture between Tawazun (a UAE government-owned defence company) and a Russian Company (Tsar Cannon) Key Role: ► Reorganize the company and expand the product portfolio to include three products ► Manage the Know How transfer for the product Main responsibilities: • Perform market research and gather user requirements in relation to the three new products • Define goals and targets and monitor project progress while working closely with different departments to ensure timely delivery of the three new products • Prepare and control work and resources breakdown structures (WBS, RBS), project plan and requirements • Implement change management principles, establish a communication management system and train team members on best practices in information flow • Assist in building the procurement department • Establish Project Management (PM) principles and organize the work in the newly formed joint venture • Manage the know-how transfer in relation to the design and manufacturing of the sniper rifle. This entailed close cooperation with a sister company that was producing and processing certain parts of the sniper rifle • Promote strong team work in order to deliver on products and projects with high quality and in tight deadlines

Key Role: ► Team management and control of schedule, budget and quality of deliverables ► Weekly reporting to customer quality and management departments ► Preparation of WBS, RBS, project plan and other documentation ► Change agent for the deployment of lean practices in design activities (SQCDP boards) Key projects and responsibilities:  A350 systems installation (Moscow, Russia – Hamburg, Germany) Jul. 2010 - Apr. 2011 • Managed a team of 40 people between Moscow and Hamburg with the responsibility to design brackets for the installation of A/C and ventilation, electrical systems and cabin luggage racks • Participated in establishing interface point management principles and guidelines through the PLM system • Promoted and enhanced team building between stress and design teams on both sides (the Russian subsidiary and the French OEM) with a view to resolve conflicts and improve information flow in the work place • Handled all reporting to management on program progress, action plan milestones achieved, resolved issues, and issues pending resolution  A320 Winglets (Moscow, Russia – Toulouse, France) Jan. 2010 - Jun. 2010 • Managed a team of 25 people on winglets application for the A320 family. This was done in close cooperation with production. The objective was to calculate the applicability of winglets installation and optimize the design to recent manufacturing methods in order to boost manufacturing capacity by 10%  Office relocation (Moscow, Russia) Jun. 2009 - Jan. 2010 • Handled the full project from requirements definition and approval all the way to the preparation of engineering systems to be deployed on the new site and final validation. The total budget was $US 500k • Managed the work of up to 8 contractors simultaneously in areas such as construction, electrical works, A/C and ventilation, fire alarm systems, and IT network layout (with a complete server room)  A330-A340 Long Range 3D modeling (Moscow, Russia – Hamburg, Germany) Dec. 2008 - May. 2009 • Managed teams of up to 55 members with the responsibility to create mock-ups for four different aircraft configurations • Participated in the establishment of project rules and in negotiations with the German management team. The project was fulfilled in accordance with all customer requirements (time, money and quality) and with very positive feedback

Key Role: ► Modify and adapt aircraft design ► Prepare documentation, drawings, BOM, reports, plans and other materials Key Projects and Responsibilities:  A330-200GMF systems installation (Toulouse, France) Jul. 2007 - Nov. 2008 • Prepared concept designs and performed modeling and assembly work on CADDS5 and CATIA_V5 for the ventilation, fuel and hydraulics systems • Created detailed design solutions while working closely with manufacturing and stress teams • Gained wide knowledge of system installation principles on aircraft and collaborative work approach  A340 Lower shell of nose section (Moscow, Russia) Jan. 2007 - Jul. 2007 • Lead a team of 5 members with the responsibility to develop the new concept of forward and rear lower shells. This involved delivering on-the- job training to team members and monitoring the quality of their deliverables  A320-family serial activity (Moscow, Russia – Toulouse, France) Feb. 2004 - Dec. 2006 • Worked on the primary and secondary structure of the forward sections of A320 family. This involved 3D modeling in CADDS 5 and CATIA V5, creating new drawings and modifying initial drawings and BOM in GILDA (Software database used by Airbus France for configuration management) • This activity required a wide knowledge of AIRBUS rules and methods such as the production of models and drawings of machined parts & panels, production of sheet metal parts, and performing panels’ assemblies • Was responsible for studying the new module in CAD software in France and transferring the knowledge and training to a team of three members over a period of six months. The training enabled my team to successfully complete a full project on waste water tank installation and routing modification which led to the start of serial activity in systems installation and finally evolved into a large project on A330 where I was a team member

MBA, Strategic planning

Submersibles & ROV, first class diploma

Meric Training and Consulting, supply chain

Tawazun Legal Department, legal

Harvard Business School, negoriator

Moscow NLP Center, Practic

PSM Consulting, 21 PDU

Higher Colleges of Technology, english language