At DMES, I built the FP&A and cost-control framework from scratch, including budget and forecast structures, reporting templates, and management dashboards. I developed driver-based models connecting manpower, hours, and billing rates to revenue, margin, and cash flow.
At Deloitte, I led the AR & Billing team through an SAP HANA implementation and the firm's separation from the Russian member firm. I owned revenue and receivables month-end close and revenue recognition under IFRS 15, while identifying billing-rate and indexation issues that could cause revenue leakage.
Earlier, at STAMGazStroy LLP, my profitability analysis showed that a key contract would become loss-making, prompting a renegotiation that prevented the loss. At Rybprom LLP, I built a pricing model to protect a 30% target margin, which became management's main tool for purchasing decisions.

