Planning and management of the construction organization. Coordination of interaction between departments. Allocation of responsibilities and determination of the degree of responsibility of employees. Control over compliance with the quality standards of work. Identification and analysis of problems in the work of the construction organization and taking measures toesolve them. Representation of the interests of the construction organization in court, arbitration, public authorities and governance, as well as in relationships with other economic entities.

Management of the employees, control over the financial and economic activities of the exchange, active participation in expanding of the client base and attracting to participation in a tendering enterprises of all sectors of the economy and in particular subsoil users.

Department team management; on the current 11 outsourcing projects - development and approval of the reporting forms of outsourcing companies, compilation and consolidation of information on outsourcing projects, formation and approval of budgets, control and monitoring implementation of targets for outsourcing projects, identification and management of risks, periodic inspection with a visit to the location of companies-outsourcers, preparation of a (weekly and monthly) reports for the management onthe status of execution of works in terms of operating activities of outsourcing companies, searching for new areas of activity in the company with conditions for successful optimization by transferring auxiliary functions to outsourcing, development of standards and regulations for the withdrawal and reverse transfer of business processes underoutsourcing. Work with non-core assets of the corporation, makinga listof non-core assets with a detailed analysis of the current state and formulating recommendations for optimization. Achievements: initiation, adoption, implementation, management, control and monitoring of the project "Transfer of a factory for the restoration of large sized tires to a new outsourcer" and "Transfer of a catering services for workers to a new outsourcer”," initiation and management of the project "Organization of the process of providing personal protection equipments for production enterprises "Nurkazgan" in conditions of outsourcing ". Presentation of the list of non-core assets (186 objects) with a detailed analysis and optimization options to the top management of the corporation.The overall economic effect (savings of the corporation by transferring auxiliary functions to outsourcing) achieved in the third quarter of 2015 – 343 442 194,82 tenge.

Management of the company-distributor in the field of sales of building materials. Area of responsibility is Astana city. Organization and management of commercial activities (trade brands Henkel - Makroflex, Moment, Metilan, Cerezit, Thomsit etc.), administrative and economic activities (personnel management 15-20 people, warehouses with areas up to 1500 sq. m., own truck fleet), financial activities (conclusion of contracts, consignment, customer accounts management and cash flows management). Achievements: increase of sales by 5 times (from 20 million to 100 million tenge per month in season), increase of the company's profitability due to reduction of current expenses by optimization of business processes.

Management of the company's representative office in the field of sales of building materials. Area of responsibility is Astana, Kokshetau, Petropavlovsk, since 2011 - Kostanay and the relevant administrative regions of Kazakhstan. Organization and management of commercial activities (trade brands Henkel - Makroflex, Moment, Metilan, Cerezit, Thomsit etc.), administrative and economic activities (personnel management 15-20 people, warehouses with areas up to 1500 sq. m., own truck fleet), financial activities (conclusion of contracts, consignment, customer accounts management and cash flows management). Since 2012, participation in the establishment of a new distribution network in Kazakhstan in connection with the reorganization of the company's trading activities. Achievements: reaching the pre-crisis level of sales within 1 year, an annual 20-30% increase in sales volumes compared to the previous year, the repeated receipt of the title "sales leader" among the regions of Kazakhstan, an increase in the profitability of the branch due to a 15% reduction of current expenses of the company by optimization of business processes.

Management of the company's branch (Idealstroy, Turkuaz Group of Companies) for the sale of building materials. Organization and management of commercial activities (about 20 world brands of building materials: Knauf, Henkel, Marshall, Krimelte, Ceresit etc.), administrative and economic activities (HR management 50 people, warehouses with areas up to 5000 sq.m., own truck fleet ), financial activities (conclusion of contracts, consignment, customer' accounts management and cash flows management). Achievements: a 40% increase in sales, transition to profit of a loss-making branch due to cost reduction and increase of sales on "lagging brands".

Work with suppliers: conclusion of contracts, organization of supply of the goods, search of new suppliers and the goods. Price policy, development and holding sales promotions marketing analysis of the market, analysis of the competitive environment, management of the procurement of fruit and vegetable products. Achievements: increase of sales of the department by 3 times due to the expansion of the range and organization of timely supply of products, cost reduction by waste reduction and introduction of new working conditions with suppliers.