The Wharton School

University of Toronto - Rotman School of Management

Institute of Directors (IoD)

Keio University

CentraleSupélec

Bauman Moscow State Technical University

Strategic transformation leader, independent director, Dip IoD

Partners in Performance is an agile, fast growing international management consultancy; a leading global player in driving operational effectiveness and organisational excellence for complex organisations. The hardest challenge faced by senior executives with any change initiative is to make it last. By working as true partners with our clients, Partners in Performance enables lasting change in organisations; delivering both commercial impact and inspiring people to transform their behaviours.

As a Partner, I combine delivery and sales in a client‑facing leadership role. I oversee multiple engagements – identifying and generating new opportunities to expand our firm’s footprint within the existing client base. I drive the development of both consultant and client teams and am responsible for protecting and building the firm’s assets – from new client offerings through to intellectual property and supporting recruitment.

Partners in Performance, Part of Accenture

Partner

Innovative startup company – cognitive heat exchangers cleaning technology to oil & gas refineries within global СО2 reduction trends, projected revenue ~$250M by the 5th year of the business plan
•	Providing business development and thought leadership on global CO2 reduction and trading agenda

ANGARA Industries LLC

Advisory Board Member

Led BoDs of key production assets of SUEK JSC – Russia’s largest private coal mining company. These companies represent revenue ~$7B, EBITDA ~$2B, total production volume 116 Mt, ~30 000 FTEs 
•	Key mining assets: «SUEK-Kuzbass» JSC, «SUEK-Khakasia» LTD, «SUEK-Krasnoyarks» JSC, «Primorskugol» LTD, «Urgalugol» JSC, «Kharanorsky open pit» JSC, «Tugnuysky open pit» JSC
•	Auxiliary production unit «UPiR» LTD, reclamation and land use services
•	Scientific research and design institute «SibNII Ugleobogashenija» LTD

SUEK

Chairman of the Board of Directors, mining assets

SUEK: Russia’s largest energy coal producer, global #4 coal exporter ($7B+ revenue, EBITDA $2B+, 70 000 employees).
Key task: support Coal business model transformation, streamline management structures and business systems, introduce global best practices

Chief Transformation Officer, Capital Projects Director

SUEK: Russia’s largest energy coal producer, global #4 coal exporter ($7B+ revenue, EBITDA $2B+, 70 000 employees). EuroChem: оne of globally largest agricultural fertilizers company ($5.6B+ revenue, EBITDA $1.6B+, 28 000 employees). 
Key task: create unified global supply chain management, launch execution of synergies between two holding companies
•	Responsible for global sales & operations planning and optimization, operational logistics (rail, trucks, sea, barges), sales support and customer service functions, quality management 
•	Managing an international team of 238 people in operational and functional lines of responsibility at 5 plants and 29 mines

Global Supply Chain Management Officer - EuroChem and SUEK

Russia's #1 public paper and forest products company (MOEX:SGZH, ~$1B revenue, EBITDA $200M+, 13 000 FTEs, ~400k tons production)
Member of Strategy and Sustainable Development, Audit, HR committees

Segezha Group JSC

Independent Member of the Board of Directors; Chair, Audit Committee

Privately-owned pulp and paper company, Russia's #3 Newsprint producer ($135M+ revenue, EBITDA $35M+, 1600 FTEs, ~320 kt paper produced).
Chairman of Strategy Committee, member of HR Committee.
- Assisted shareholder in forming the new leadership team and setting up new motivation system
- Led management team's effort in growth strategy creation, challenged key decisions on product scope in pulp and wood categories 
- Drove setup of new analytical tools in sales and margin management, assessment of operational efficiency and key risks

JSC Volga

Independent Member of the Board of Directors; Chair, Strategy Committee

Russia’s largest energy coal producer, ($7B+ revenue, EBITDA $2B+, 116Mt production, 70 000 FTEs)
Key task: build holding-level strategic planning unit, launch operations optimization, innovative product development
•	Led strategic planning, market forecasting, investment planning, participated in M&A and greenfield projects assessment
•	Implemented monthly Sales & Operation Planning optimization process for 26 mining assets, 10 washing plants, 5 ports, 20+ product groups. Drove YoY EBITDA growth of $25M
•	Initiated cost reduction-focused innovation search process, launched 23 of these into implementation with annual impact ~$5M+
•	Created new business value of $200M+ through new product business creation - from business planning and investment planning to pilot sales

Chief Strategy Officer

Led development of annual strategic and operating plans and company's general strategy for $500M Russian unit, set and justified $1B 5-year development target. 
Supported cross-company and cross-divisional efforts in strategy, analysis, best practices, as well as alliances/partnerships/M&As

Honeywell Russia

Strategy and Business Development Director

Russia’s largest pulp and paper manufacturer ($2.3B+ revenue, EBITDA $500M+, 2.5 Mt production, 18 000 FTEs), JV of American public company International Paper, and private Russian shareholders
•	Led strategic planning, product management, product portfolio, pricing policy and execution, M&A and divestiture projects and DD process
•	Identified new products to maximize mill bottleneck resources utilization
•	Maximized contribution margin for 3 product groups (pulp, board, paper) through geo and product mix optimization, drove YoY incremental EBITDA $35M+

Ilim Group

Deputy General Director, Strategy and Product Management

Subsidiary of Ilim Group, among Russia's Top-10 Corrugated Packaging manufacturer, over 135M square meters pa. 
- As Board member and direct supervisor of Ilim Gofra, drove 4x YoY EBITDA growth
- Introduced management control mechanisms to continuously steer sales, pricing and cost optimization
- Fueled operations transformation, resulting in 4x growth of Non-Price Improvements (volume and cost drivers)
- Drove M&A opportunity identification, due diligence process

Member of the Board of Directors

Operations and lean management
-	Led operational lean manufacturing project for a large producer of iron ore pellets, identified opportunities for a 2 pp. margin improvement, 6% increase in bottleneck utilization, introduced continuous improvement culture to a 4000+ employees plant
-	Led organizational improvement for Russian subsidiary of a global pulp & paper major, identified 25% productivity increase, aligned with company management and developed implementation schedule. Project realized ahead of schedule

Turnarounds and large-scale transformations
-	Managed multiple crisis turnaround projects for Russia’s largest car manufacturer: reduced production leakage and improved compliance procedures, set up retail financing organization, drove strategy and organization for new $1B spare parts business, supply chain management operational efficiency, Sales & Marketing turnaround
-	Developed State-level Russian automotive sector vision – 2020, validated on Federal Government level

Retail networks optimizations
-	Proposed new pricing structure for Retail and SME products of a leading universal banks, identified $50M+ annualized revenue opportunity through price point improvement, leakage reduction and introduction of innovative bundled products

Boston Consulting Group

Principal

Summer Associate. Strategic analysis of cost management and transformation benchmarks for a leading US P&C insurance company.

A.T.Kearney

Associate

- Led assessment of capital needs for plant’s $12M investment and maintenance budget, modeled economic impact and sensitivities on company’s income statement and cash flow 
- Managed team of 3 consultants in business-process reengineering project, identifying over $10M annualized profitability improvement for major African manufacturing company with $200M in sales
- Implemented Rusal standards for budgeting, controlling and reporting policy

RUSAL, Alumina Company of Guinea

Special projects manager

- Managed multiple projects representing approximately $1M total revenue, generating gross profit of approximately 35%
- Managed team of 6 analysts to re-define Key Performance Indicators system for leading Ukrainian steel manufacturer. Conducted competitive benchmarking analysis in Manufacturing, Sales, Procurement and Maintenance management areas. Sold additional follow-up project worth $150K as a result
- Designed balanced scorecard system and personal incentives system for Ukraine’s largest coke and coal producing enterprise

IBM Business Consulting Services

Senior Consultant

- Coordinated supply chain, production, and technology due diligence for an Alcoa-Rusal M&A effort. The $250M deal was completed in January 2005
- Managed supply chain processes including sales controlling, procurement, manufacturing, warehousing, transportation and budgeting of 5 aluminum mill plants generating over $750M in sales. Supervised 80 employees
- Reduced working capital at Mill Products Division plants (raw materials, WIP and finished goods inventories) by 32% in dollar equivalent, by 23% in volumes. Improved on-time delivery performance from 41% to 62% for the entire business unit and reduced order processing time by half over one year 
- Led team of 10 consultants to implement $1M production planning system

RUSAL, Mill Products Division

Head of Logistics Department, Head of Production Controlling Department

- Managing material and information flows, improving material circulation
- Development of the decision-making tools:  production and sales follow-up indicators and dashboards
- Long and middle-term supplies and production planning
- Negotiations with suppliers, defining volumes and terms of contracts

Apelem (DMS group)

Production planning manager

- Managed new ERP modules implementation project (SAP PP)
- Redefined order booking policy, creating capacity/demand balancing dashboard tool
- Implemented order-tracking system 
Achievements:
- Complete description of To-Be processes, centered on SAP PP functional capabilities
- Backlog (orders past due by over 8 weeks) volume cut by half.
- Order booking time decreased from ~10 days down to 4 days

Vladimir Tuzov