2023-2025 Headed the trade and service company BS2 Tashkent (https://bs2.lt/ru/novosti-kompanii/novyy-ofis-bs-2-uzbekistan-torzhestvenno-otkryli-v-tashkente/) in December 2023. The company sells ATMs and other equipment for the banking sector, carrying out foreign trade activities, and also provides services for servicing ATM networks of banks. In 2024, we increased the number of service centers from 12 to 14 currently, thus closing all regions of Uzbekistan for service maintenance, increased the number of serviced ATMs by 2.5 times, which contributed to an increase in budget revenue by 52% by the end of 2024, the company’s team was strengthened, changes were made in the management system and interaction of the company’s structural divisions. The company's personnel grew from 37 to 61 employees in 2024, its own marketplace for the sale of counting and sorting equipment and other banking equipment was launched: www.cashexpert.uz, sales training and personal project sales. The company closed the year with positive net profit figures. For 2025, he planned in the budget an increase in revenue by 114%, an increase in the company's personnel by 56%.

In 2021-2022, FIDO BIZNES, a vendor of the banking ABS of the same name, which is used by most Banks of the Republic of Uzbekistan, developed the Digital Bank direction, including the functionality of mobile banking application services. The concepts of new modules were developed: Pre-approved loans and a Loyalty Program in conjunction with the marketplace. Project management in the role of Project manager for the integration of ABS FIDO and processing based on Compass plus, deployed outside the Bank circuit. Development of the concept and further project management of the new ABS module "Marketing Platform". Conducting negotiations with participants of the banking market for sales purposes, carrying out work within the company to change internal business processes and improve the quality of customer service

Active participation in the transformation of the Bank for the purpose of bringing it to the first place in the banking system of the Republic of Uzbekistan in all indicators. Consultations of employees of various departments and Management of the Bank on projects in the following areas: retail business-product line, improving the efficiency of personnel and their motivation, marketing, organization of a sales management system, participation in IT projects of the Bank, treasury – liquidity management and channels for attracting it to the Bank, ATM and terminal Network of the Bank –increasing its profitability and efficiency, Branch Network of the Bank – its development and improvement of management efficiency, corporate direction, credit underwriting. Participation in the strategic planning of the Bank's development. Conducting a personal project for the transformation of the Bank's Corporate Unit – organizing a system for attracting customers and managing sales.

development of all retail areas of the Bank. Setting up to the modern level of business processes, developing the Bank's card program, working to raise the Bank's status in the VISA and Union Pay MPS to the level of a principal member, launching a full line of premium products of VISA and Union Pay MPS, launching new credit and deposit retail products, developing a retail credit underwriting system( point methodology), holding a competition for processing vendors and further, starting from February 2020, conducting a project to deploy its own processing center based on Compass plus software. Work on attracting and organizing a new co-brand project with a large partner, whose client base includes more than 7-9 million customers.

Organization and management of sales of investment products

Control of financial flows and increase of business efficiency. Supervision of the brokers for MSE and MICEX commodity sections ( transactions for metal and cement)

building the Bank's card program from scratch, joining the VISA Inc. as a principal member, obtaining new Bins and further certifying them in VISA for EMV, setting up card payments in VISA and the Bank, managing card testing procedures and debugging business processes, including the methodology for all stages of the card program. Conducting tenders for suppliers of Bank cards and processor banks, monitoring the process of configuring the interaction of processing based on SV and ABS DIASOFT Flextera ( including automation of the card issue process based on FTP channels) and further testing of this interaction, organization of work on creating a front-line card module based on Sales Force SOFTWARE and its further integration with the Bank's ABS. Solving methodological issues related to the business processes of the card program, developing card products and tariffs for them.

Creation of a team (37 employees) of the plastic card Management from scratch and further management of its activities in the direction of issuing cards and organizing payments for them, development of ATM and acquiring networks, as well as areas: salary projects and customs cards. The main functionality of the Management – card issuance, acquiring new corporate clients for the Bank services merchant acquiring and salary projects, improving efficiency of ATM networks, organization of collection ATM (was carried out by a private collection service), development of emission of plastic cards of the Bank (portfolio of active payroll cards increased by 10 500 cards), organization of calculations through the interaction of ABS based on Diasoft and a processing center based on Smart Vista. During the work, the Processing Center was debugged, a set of measures was implemented for the project of changing the sponsor's Bank, and the following additional new functionality of Bank cards was launched: insurance for those traveling abroad, Priority Pass, R. A. M. K. (roadside assistance), transport application, virtual card, the functionality of accepting cash through the Bank's ATM, currency exchange for ATM, issuing money to ATM with the change of banknotes. The line of cards was supplemented with the following types of cards: VISA Classic Unembossed, MC Standart Unembossed, VISA / MC Platinum, EMV card certification was implemented, VISA Infinite chip card was launched, the Bank's own ATM network was increased (from 14 to 165 ATM WINCOR, NCR and NAUTILIUS HYOSONG).

I created a new Department for the development of issuing, acquiring, salary projects, co-branded projects, payment systems of money transfers, direct sales of retail credit products, insurance policy prolongation, as well as the development of issuing Bank plastic cards, primarily credit cards (220 employees). A team was formed and a strategy for developing the Bank's card program was developed. As a result of the Management's activities, more than 170 NEW Wincor NIXDORF and NCR ATMS were installed, and work was constantly carried out to analyze the business performance of ATM and move low-efficiency installations to new locations. The effectiveness analysis was carried out according to the methodology I developed. Issue co-branded cards has increased 5 times, has been successfully launched 2 new co-branded project: WebMoney and BlueSky, attracted 630 new partners to the program providing discounts on Bank cards, portfolio payroll projects increased by 22 000 active cards and 240, with the remnants of the ACS payroll bankcards increased by 75%, and the loan arrears increased 4.5 times. The Bank's total card portfolio was increased 10 times (from 50 thousand to 1,200,000 cards). The portfolio of active POS terminals grew by 640 terminals due to the installation of 970 new terminals, which led to an increase in acquiring turnover by 140,000,000 rubles per month ($ 4,400,000) and an increase in monthly income for trade acquiring by 2.5 times. The analysis of business indicators of operating terminals was carried out on a regular basis. For low-performance terminals, contracts were either terminated, or customers were transferred to the Bank's equipment rental mode. This also contributed to an increase in the Bank's profitability on trade acquiring. In the direction of money transfer payment systems (Western Union, UNISTREAM), the average monthly Commission income increased by 34%. In General, the direction of the Commission income Freeip income increased 2.7 times. The Department also carried out online monitoring of ATMS and was responsible for their timely loading. Collection was carried out by our own collection service and an external partner of incachran.

2009-2010: I created a new structural division responsible for attracting clients to salary projects and trade acquiring(30 employees). The ATM network of The Bank's Moscow Branch was rebuilt, which helped to bring IT to a break-even level. More than 700 new merchants were attracted to trade acquiring. A portfolio of salary projects for 190 new organizations and 17,500 new Bank cards. 2007 - 2008: Management of the retail unit of MDM Bank in the Volga Federal District(200 employees). In 2008, the district's retail asset portfolio increased by $ 20mn. the District also took the leading position in terms of the number of incoming new loan applications from individuals among other Federal Districts. In November and December 2008, the Deposit portfolio of MDM-Bank's retail unit increased by 3.5 times. During this period, more than 22 million rubles were raised.$ of new deposits from individuals. At the end of 2008, the issue of payment cards issued as part of salary projects was increased by 3.5 times, which led to a 2-fold increase in the balance of funds on these cards. At the beginning of 2008, the first sales training sessions for Retail employees were held at the Bank on the initiative of the District. In the future, based on the experience of the District, a training center was created on the basis of the Bank and a centralized program for training retail employees in all Districts was launched. In 2008, I developed a methodology for evaluating the effectiveness of the District's ATM network, which was later applied in other Districts. Based on the analysis of the data obtained, work was carried out to reconstruct the Bank's ATM network in order to increase its economic efficiency. In total, more than 200 new ATM manufacturers WINCOR NIXDORF, NCR and DIEBOLD were installed in the district. I also developed and launched a methodology in the District to prioritize the work of SB employees with overdue debts based on the timing and size of the created reserves under IFRS for the purpose of reducing the Bank's cost of creating reserves.

Faculty of Finance and credit, specialty Finance and credit, red diploma of higher education. economist

accounting, accountant, diploma with honours

Automation and computer engineering, Project Manager of electronic computing systems

Richard Lewis Communications

Eurasian open Institute, Moscow, English for business communication

English First, English speaking, Intermediate level certificate

VISA Int., VISA technologies

Commercial Banking College №6 in city Moscow, English for business communication

JSC "Organization of Time", Corporate time management

training center at the Bank (JSC Bank " OTKRITIE"), effective presentation

training center at the Bank (OJSC Bank OTKRITIE), effective sales and negotiations

Training center at the Bank (MDM-Bank OJSC), Internal and external communications, the art of negotiation

Training center at the Bank (MDM-Bank OJSC), effective sales

Training center at the Bank (MDM-Bank OJSC), retail banking products

Linguistic center, Elementary

Евразийский открытый институт. г.Москва, Английский язык для делового общения

EF Moscow, English Intermediate