Andrejs Budnikov - CEO & Co-Founder, Kereta API Borneo

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Work Background

PT Kereta Api Borneo www.kabid.idCEO/COO

Dec. 2021Jakarta, IndonesiaContext: Kereta Api Borneo companies had $ mln. in intra-corporate debt and had to been restructured. Project # 1 • Together with Deloitte and PWC analyzed and assessed the state of affairs, assets and worked out an efficient strategy and roadmap to complete the project and sell the company • Reduced operational expenses by 71% by optimizing office and staff costs • In the tough disputes with tax authorities reduced the tax audit claims from $11 mln. to $250,000 Project #2 • Developed from scratch new business directions , identified and negotiated with potential partners for various projects, including organic products, and export-import operations with agro-industrial products, which led to objective assessment of the efficiency of the projects and focused on the following projects: Eco project #3 • Analyzed product sales channels, suppliers, and production placement locations in Indonesia, conducted market research and started from scratch the new eco rice husk recycling factory project aiming to build efficient and eco-friendly technology that produced high quality silicon dioxide and activated carbon. Silicon dioxide segment market growing by 5% per year. • Developed a finance model with the payback period 3 years net income and margin of 45% • Released silica from rice husk 25% cheaper than from sand AgroProject #4 • Conducted comprehensive research for the spices producer market for foreign clients in the Indonesian market, including comparative analysis with other international markets which contributed to further successful development of the project. Healthcare Project $5. An foreign investor engaged in a Comprehensive Cancer Medical center aimed at opening a similar center in Indonesia (cost of project $65 mln.) • Conducted due diligence and assessment of the feasibility of construction, interacted with local authorities (governmental, financial, investment), getting approvals for official kick off and preparing all necessary documentation and data

JS RZD Assets ManagementCEO/COO

Jan. 2019 - Jun. 2022Moscow, RussiaAn RZD startup (RZD is #1 railroad company in EE, 700,000+ employees, transports 1.3 bln. tons of cargo and 1.2 bln. passengers per year). 15 subsidiaries were under operational management with assets of $55 mln., as well as ownership of shares in 39 companies. • Started the operations from scratch, working out a strategy and setting up a solid team of 50+ • Minimized operational expenses of management expenses and decreased by $1.7 mln. (15%) for all subsidiaries during the period of ownership of shares in subsidiaries • Increased the company's profit thanks to ownership of assets from $2.5 mln. to $3.3 mln. (50%) • Set up sales of shares in 39 companies for $68.4 mln. • Totally reduced external debt for the parent company by $26 mln. • Managed the development of sub-holdings and subsidiaries and affiliates of the group working out strategies. • Organized structuring and implementation of M&A transactions following the company's development strategy Bankruptcy procedures for 3 companies: • 1) conducted a challenging voluntary bankruptcy 2) Won a lawsuit against a Finnish company to recover $8 mln. for undelivered wagons 3) conducted a Malta’s company bankruptcy at the request of shareholders, reducing financial losses by $1.6 mln. Anti-Crisis Management • Worked out a solution to increase operational efficiency for a local big production complex by leasing warehouses and offices spaces which led to a cut of expenses by 35%, revenue increase by 43% and profit increase by 81% Setting up a digital communications services company based on innovative quantum solutions • Created quantum communications networks project with the involvement of technology partners in the field of data processing and transmission, protection systems, equipment production, service and operation, which led to an increase in the length of lines from 1,000 km to 10,000 km, an increase in the number of ports in the network from 24 to 128

JSC ROSSETI- LENENERGOСOO

Sep. 2017 - Jan. 2019Saint Petersburg, RussiaPeriod of work (01.2008-09.2010 and 09.2017-01.2019) An electric grid company engaged in the transmission of electricity and maintenance of power lines with a staff of 9,000 people • Developed and implemented a program for the digital transformation of the Company's business processes • Together with the technical service, transferred the work on servicing substations to automatic mode, reducing the maintenance personnel by 22%. Together with the IT service, implemented a unified ERP system for monitoring the conclusion of contracts for technological connection, which reduced the time for reviewing consumer applications from 21 days to 7 days • Organized the operations of a Call Center for prompt notification and response to power outages, developed and implemented uniform standards for the design and organization of workplaces for teams of electrical fitters, which increased employee satisfaction with work by 78%. • Developed programs for introducing changes in the corporate culture of the Company (creation of "Health and Safety" and "Business Process Reengineering" centers of expertise). Reduced industrial accidents to 0. Implemented the DigitalDoctor system, which reduced the time for emergency response by 40% and reduced the cost of medical examinations by 30%. • Developed and implemented changes to the Company's organizational model, including centralization of support functions at the level of the executive office which allowed us to reduce the management staff by 17% and the payroll by 12%.

JSC ROSSETI Head of Project Management Office

Nov. 2016 - Sep. 2017Moscow, RussiaThe largest electric grid company with 220,000 employee engaged in the maintenance of substations and power lines. • Based on an independent cost audit of the ROSSETI Group, developed an action plan to reduce operating expenses of ROSSETI SDCs in terms of changing and optimizing management structures, establishing criteria for the transition of SDCs from 3-tiered to 2-tiered management level, merging production divisions and consolidating electric grid districts, defining risks of implementing measures and calculating economic effect. The economic effect of reducing the levels of personnel and merging companies amounted to a reduction in the wage fund by 15% across the country.

JS TEK MOSENERGOCOO

Oct. 2010 - Dec. 2015Moscow, RussiaAn engineering and construction holding company with 5,000+ employees • Restructed the Holding's corporate governance model. Managed the operational efficiency of the business. Improved internal communications and shaped the corporate culture. Formed PR-programs support

URAL Electric GridHuman Resources Director

Jun. 2006 - Jun. 2008Ekaterinburg, RussiaComp and Benefits system development. Team building. Restructuring of the remuneration and reward system. Elaboration of personnel development systems. T&D programs.

ASBISC Enterprises LTDHR Director

Nov. 2001 - May. 2006Limassol, Cyprus