Owner of the advertise production company. Full range of interior and exterior advertising products.

Core Responsibilities at Dacha del Sol: conceptualization and developing a hotel format (96 separately located artist built bungalows), design, arrangement of a hotel with whole infrastructure, control over current construction works. The hotel was built within 6 months (December, 2014 (levelling of the site) - May, 2015). First guests were received on 01.06.2015. Hotel occupancy rate for a season 2015 made 92,5%. The planned hotel occupancy rate for a season 2016 (already prepaid booking) as of 01.06.2015 made 90,55% (actually before a season commencement). Core Responsibilities at Beton Brut: conceptualization and developing a hotel format (a loft hotel with 173 rooms of various categories), design, general arrangement of a hotel with whole infrastructure, control over construction works. The hotel was built within 8 months (October, 2015 - May, 2016). First guests were received on 20.05.2016 (the first arrival - 126 rooms). The current planned hotel occupancy rate for a season 2016 (already prepaid booking) as of 01.06.2015 made 70,8% (actually before a season commencement). Termination of the contract.

All activity arrangements were split into two big stages: 1. The real estate development project for construction of a resort complex (before crisis of 2008 when the project was temporarily suspended). The area of construction was 72 hectares, the volume of construction – ca. 650.000 sq.m. Structure of the resort complex: apart-hotels, hotels, residential buildings, aquapark (hypaethral and indoor one), 2 marines. 2. Operating of the existing objects of a resort complex. Core Responsibilities at the first stage: Arranging a market research and forming a marketing task for the project in general. Subsequently, organization, control and assessment of local marketing and target specifications for each object. Arranging a feasibility study. Organization and control of design process (carried out by the own project department as well as by external contractors). Organization and control of construction process (customer service and control over external contractors) Arrangement of the project promotion and sales process of objects Budgeting and arrangement of control over finances Operating of the constructed and reconstructed objects Accomplishments: The project of an aquapark was, probably, one of the best in Europe and the best open aquapark in Russia. The project of 5 anchors marines was the first project of this sort in Russia The concept of a small resort city imitating structure, architecture and conditions of a typical Mediterranean town was unique for Russia, nothing similar had been projected or is being projected at the moment anywhere. Core Responsibilities at the second stage: Complete cycle of management of a resort complex: 3 mini-hotels, 4 restaurants, night club (own business - BarNaley), a beach. Forming a product (marketing), branding (the corporate Costa Rusa brand-book in PDF version (more precise than the guideline) is available at http://www.sendspace.com/file/r1ox1n and the advertising booklet - at http://www .sendspace.com/file/xqn9dh) Determination of an activity format for each outlet of the resort complex and control of its observing (for public catering facilities - these are a menu, registration, standards; for hotels - these are registration, price policy, standards) Development and control over implementation of programs for customers acquisition and sales (one of the most noticeable promo-actions was the “Comedy Beach 2009”, with participation of all stars from the “Comedy Club” - http://www .sendspace.com/file/0qrb6q) Organization of budgeting, financial planning and financial control. Organization and control of technical functioning of a whole complex and its separate objects. Forming programs of development for the complex and organization of their implementation. Control over forming and observing of service standards. Organization of corporate training Accomplishments: 30% enhancement of annual average hotels occupancy rate (taking into account a low season lasting 8 months). 70% increase in a gross revenue. 35% increase in profit. Comparing 2009-2010 years. As for restaurants - consecutive increase in gross revenue and profit during 3 last years. Commissioning of two new mini-hotels: RedBerry and Coconut. As for BarNaley - promotion of the house locating at a great distance from Tuapse (20 km) "from scratch" and up to turnovers of over 1,5 million rubles per month (unevenly during a year - due to seasonality factor).

Development of a direction - personnel assessment, carrying out trainings on personnel management and organizations, actual personnel assessment, carrying out various business games for managers of large companies (North-West Telecom, Rosgosstrakh, Norilsk Nickel, Vladimir Potanin's fund, RESO-Garantiya, Farmakor, etc.)

Development of educational programs, organization and carrying out leisure programs, arrangement of children's camps, implementation of all above programs, search of additional finance for their implementation.

faculty of electronic equipment, Devices and methods of the environment remote monitoring

Physician, Additional education and sciense collaboration

faculty of electronic equipment, Optic and electronic devices and systems

Training institute, St.Petersburg, Training for trainers

St.Petersburg State University, Organisation managment

Manager school "Arsenal", Management, conversation

Авторизованный Центр тестирования Microsoft при СпбГПУ, Microsoft Office Specialist