• Driving IT strategy and aligning it directly with executive management and functional leads • Providing input to business strategy by identifying business needs and preparing appropriate IT solutions for the business • Planning and managing the national IT budget aligned with business goals and targets • Managing the IT project portfolio with clear and concise prioritization and alignment with the business goals • Ensuring compliance with Global IT, network security and support of Global IT projects • Coaching, mentoring and overall development of IT staff Key highlights in achievements: • New IT-systems implementation: documents (enterprise content) management system, Intranet-portal, eLearning system • BI solutions development (SAP BO, Oracle): dashboards for Finance, Operations, Sales Performance, etc • Win10 & Office365 deployment (Win 7 & Office 2013 replacement) • Sales Force integration • Implementation of a new access module for front-office system • Creation of a efficient local IT structure aligned with ITOM

• Driving IT strategy and aligning it directly with the executive management and functional leads • Planning and management of the IT budget aligned with business goals and targets • Managing the IT project portfolio with clear prioritization and alignment with the business goals • In-house software development, including bank card processing, core bank system, etc; • Management of geographically-distributed IT-departments of the Bank (Moscow, Megion and other regions); • Coaching, mentoring and overall development of the IT staff. Key highlights in achievements: • Internet-banking which was implemented in 3 months; • IT-systems were integrated using JBoss ESB; • Distributed data center was established, including dark fiber-optic network ring, data storage cluster, connection point on MSK-IX, etc; • Renewal of the hardware was completed; • DWH (based on MS stack) was implemented for reporting needs; • Bank’s POS network was extended (more than 50 points).

• The holding IT-strategy development; • Controlling over the IT-function of the holding's business-units; • Planning and implementing the consolidated holding's IT-budget; • Optimizing functions of the the IT-staff of the holding's business-units; • Reorganizing and developing the holding's IT-infrastructure. Key highlights in achievements: • Auditing the IT of the holding's business units was completed; • The holding's business units IT-departments function was optimized; • Strategic IT-projects were prepared for launch

• Driving IT strategy and aligning it directly with the executive management and functional leads • Planning and managing the IT budget aligned with business goals and targets • Managing the IT project portfolio with clear and concise prioritization and alignment with the business goals • In-house software development, including bank card processing, core bank system, etc; • Management of geographically-distributed IT-departments of the Bank (Moscow, Tver and other regions); • Coaching, mentoring and overall development of IT staff. Key highlights in achievements: • In the short term (~6 months) implementation of a range of retail loan IT-systems: the front-/ middle-office for direct sales, a credit risk evaluation system, CRM, Internet-banking, Mobile banking; • IT systems integration based on ESB; • IT strategy for 2012-2014 was developed, approved by the stake holders and implemented; • POS & ATM network (more than 100 points) was established and developed

• Creation and implementation of the core bank systems; • Development and implementation of the IT-strategy; • Planning and execution of the IT-budget; • IT-infrastructure reorganization. Key highlights in achievements: • In the short term (~6 months) implementation of a range of projects concerning the money transfer system development: a motivational program for customers and operators of the system, including: loyalty cards, sms-information (Russia, CIS and FA), bonuses, etc; • Reorganization of the IT-infrastructure: redundancy of communication channels in the HQ and the data center, replacement and backup server and network equipment, the system safety and security were increased, backup data centre was created; • Money transfer systems integration with the leading core bank systems (Diasoft, Inversia, CFT, R-Style and others) and foreign payment systems (PaymentsNetwork and others); • Core bank system “Diasoft WorkFlow” development: system performance was optimized, regulatory reporting was developed

• In charge of the development of a unified system of automation of banking activities; • Development of the bank’s IT-strategy; • Management of a set of projects for the development of the IT-infrastructure of the bank; • Organization of production, design, development, testing and implementation of software; • Accompanying software processes organization; • Quality control of in-house software policy establish and management; • Contractors relationship policy establish and management. Key highlights in achievements: • In-house core bank system (middle- & back-office) was developed and implemented; • Cash Management bank products was developed and implemented (using an integration solution based on IBM Web Sphere); • Data warehouse based on the SAS and MS AS was implemented; • CRM system based on the Sibel was implemented; • 1C-platform solution was implemented: domestic accountancy, salary and staff, factoring, leasing; • Internet banking solution (BSS) for individuals was implemented; • Service Desk service was established on the basis of recommendations of ITIL: Incident Management, Problem Management, Configuration Management (HP Service Manager). • In-house software development processes based on MSF and MOF methodologies has been established; • Collaboration with the IT-departments of Nordea: Nordea Group employees was involved in the coordination of the project documentation; • Methodology introduced PMBOK (PMI) was implemented for IT-projects

• organization of production, design, implementation, software testing and documentation for creating software • the organization development process and specifically the development of technology and collaboration of the Bank • analysis of the activities of the Bank, the development and implementation of technical tasks and projects • develop database structure, software interface • monitoring the quality of our software

• software development, • core bank system support, • IT-infrastructure maintenance