فلاديمير Khovanov

Leading independent provider of maintenance, repair, overhaul services for aircrafts in Sharjah International Airport. Headcount: 340 FTEs.
• Managed company’s finances during business launch (revenue growth from zero to $3.5M per month)
• Budgeting, financial strategy development and implementation
• Set-up financial function of the company: accounting department, treasury, financial control - 12 employees
• Performed forecasting, cash-flow management, cost control, working capital management.

FinTech startup in the UAE

Web-3 project (blockchain), currency remittance business. Work directly with business founder.
• Demonstrated finance business partnership: prepared the company's business plans, financial models with sensitivity analysis, development strategies, pitches, and presentation for investors
• Developed and sustained productive relationships with key stakeholders - internal and external
• Spearheaded the distributed finance team, financial reporting to the Board to support decision-making
• Successfully launched the minimum viable product (MVP) to test the startup's business idea

A fast paced Group of Turkish construction companies, incl. Monotek-stroy, Almis-Integral, Reform-Engineering. Group consisting of 5 construction companies, 2 IT-integrators, 2 Engineering companies.

Revenue $1B, headcount 8000 FTEs.

• Created from scratch managerial accounting system for the fast-paced group of companies, which allowed the business to re-shape its targets and internal procedures based on new size (revenue growth from $0.2B to $1.0B)
• Performed preparation of financial statements; ensured journal entries ad-hock checks and general ledger reliability
• Maintained day-to-day financial control of the group's assets, financial information and records
• Managed cash-flows, account payables and receivables, intercompany transactions, engaged in bank reconciliations
• Minimized advance payments to suppliers of construction materials (-30%) by optimizing payment conditions with the help of digital marketplaces
• Developed business procedures and standard templates for different business requirements
• Served as a change agent for the cross-cultural Russian-Turkish teams.

Leading Russian producer of audio equipment and audio medical devices, competitor of Sure, Behringer, SE Electronix.
Annual revenue $6M, headcount 300 FTEs.

• Acting as Interim CEO and later as CFO of audio producer Oktava, developed and implemented business turnaround strategy, optimized costs, product pricing, increased efficiency of real-estate use, marketing initiatives which improved EBITDA margin from -5% to +1%
• Involved in financial policy development, restructured credit portfolio ($1.1M), repaid overdue debts ($0.3M)
• Developed, obtained validation by the Board and launched new investment program ($8M) and implementation of seven-year company strategy. Performed econometric analysis, scenario analysis, and macroeconomic impact assessment at the level of the city, where the company was operating
• Improved business efficiency and transparency - implemented new management accounting system which allowed to identify and correct financial accounting mistakes of the previous years ($1.5M)
• Optimized SG&A expenses (-18%), improved efficiency of real estate use (+5% to sales revenue), which allowed the company to generate positive operating Cash Flow
• Lead business cases for strategic initiatives

MIDURAL Group, Chemical and Metals & Mining Producer
(One of the world's leading producers of metallic chrome and chromic products. Annual revenue 120 mln.USD, headcount 3000 FTEs)

Subordination: Owner of the Company and Group's Vice President of Finance
Areas of responsibility: treasury departments in 3 countries (9 FTEs)

Achievements:
• implemented anti-crisis treasury management
• optimized cash-flows and working capital (generated additional cash +5% of operational inflows), minimized bank commissions by 12%
• consolidated treasury departments from three different countries into one centralized treasury department

United Metallurgical Company - OMK Moscow, Russia
(Leading Russian producers of pipes and fittings. Annual revenue 2.3 bln.USD, headcount 24 000 FTEs)

Project director for cost-optimization, 6 production sites and HQ
Subordination: Economic director
Areas of responsibility: cost-optimization team (8 subordinates)

Responsibilities:
• one-year cost-optimization project development and implementation (production costs, administrative expenses, working capital optimization)
• investment projects economic expertise, competitive analysis of the company
• savings confirmed by internal audit 15 mln.USD per year (target reached by 75%)

Key projects:
• business process optimization to decrease cumulative material consumption
• restructuring and development of local spare-parts production
• metal consumption optimization of a pipe-mill based on internal benchmarks
• guidelines to change business processes and hence increase the throughput of bottle-neck equipment without additional investments

Legrand Russia & CIS, Global Electrical and Digital Manufacturer
(Annual revenue 7 bln.USD. Production facilities in Russia & CIS: revenue 45 mln.USD, headcount 1100 FTEs)

Financial Director (2 production facilities in Russia)
Subordination: CFO Legrand Russia & CIS
Areas of responsibility: 17 subordinates in financial control, accounting department, IT

Responsibilities:
• corporate organizational leader for cost-reduction initiatives
• full-scale operational CFO (accounting, IFRS reporting, financial controlling, investment monitoring, cash-flow management, IT, internal control supervision)

Achievements:
• led the financial function (based on «lean office») for the industrial expansion
• cost optimization -7% of COGS, -5% of SG&A

Ductil Steel SA (Group Mechel)
(Global steel and coal producer. Total annual revenue 10 bln.USD (2012). Romanian subsidiary annual revenue 300 mln.USD, headcount 1 500 FTEs)
CFO
Subordination: Financial director of Mechel, later - Financial director of Mechel East European Division
Areas of responsibility: 24 subordinates in financial control, accounting, legal department and IT

• ensured post-merger integration of the subsidiary, incl. budgeting, GAAP reporting, internal control, purchasing procedures
• developed and implemented investment program (49 mln. USD)
• secured credit facilities (20 mln. USD)