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CFO · CEO · COO

Viacheslav Kramarenko

Chief Financial, Executive, and Operating Officer with 30 years of management experience and expertise in e-commerce.

"Effective business is the process of unlocking the talents of managers."

Viacheslav Mikhailovich Kramarenko
30
years of management experience
MBA
Grenoble School of Business, France
C2
English language
3
state secret clearance form
about me

Biography

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Top-level executive with 30 years of experience as CEO, CFO, COO, and CIO in industry, energy, finance, and IT integration.
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Graduated in 1998 from the State Economic Academy (Baikal State University).
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MBA graduate of Grenoble School of Business (France).
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Completed training in the global Adizes Institute methodology and personal coaching in large enterprise management.
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Completed an individual training course on the "Thermal Power Plants" program.
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Fluent in English (C2).
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Author of a business efficiency methodology proven across several industries.
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Holds a Form 3 state secret clearance.
press

Press about me

Finam Energy & Industry Kommersant NIA Nizhny Novgorod Kommersant Comita CNews Financial Director Pravo TEK Inform
methodology

How the methodology works — business through talents

01

Assessing business costs from the owner's perspective

At this stage, business profitability is assessed relative to alternative investments, including from a risk perspective. The costs of the business phase are calculated — in money and time — through the WACC indicator.

02

Assessing and identifying the strengths of active managers and employees

Management is assessed in terms of calculating manager efficiency and identifying their strengths. Once they understand the methodology, managers typically begin calculating these indicators themselves, and department heads start restructuring business processes within their units. Game theory is applied.

03

Evaluating the effect of unlocking management strengths

Based on the strength indicators of each manager and employee, the most effective teams and business processes are built.

Experience applying the methodology shows an increase in the efficiency of each manager and employee through understanding their talent by at least 50%, and of departments — by 150–200%.

For owners, business profit growth occurs by 2–3 times due to increased efficiency in human capital application and a reduction in business process time.

capabilities

How I can be of service to shareholders and business owners

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Lead the business out of a crisis: develop a plan, select a team, implement a sustainability and stability control system.
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Build a growth strategy, carry out restructuring, organize the attraction of financing (loans, bonds, investors), build investment processes.
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Establish management and financial accounting that is understandable to the owner, build a treasury (approval of payments), ensure financial transparency.
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Automate business processes, implement IT solutions (including SAP, BI, RPA), increase the speed of work, and minimize human errors.
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Manage marketing budgets, evaluating return on investment (ROMI) through end-to-end analytics and understanding modern Internet customer acquisition channels.
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Competently set tasks for IT and marketing contractors, understanding the technological architecture of websites, sales funnels, and end-to-end analytics.
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Assess risks, structure penalties under contracts, ensuring the legal protection of the company's interests, and minimize financial losses in the event of a breach of obligations by counterparties.
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Propose a motivation system for the team, establish interaction between departments, and manage the execution of decisions.
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Implement lean manufacturing tools (Kaizen, Six Sigma, Kanban) to increase operational efficiency, reduce losses, and improve process quality. Experience in application at large industrial facilities — Leningrad NPP, energy holdings, mechanical engineering projects.
portfolio

My project portfolio

Comita Group
Chief Financial Officer / Chief Executive Officer
  • Led the holding out of crisis, organized financial planning and project management.
  • Raised financing for operating activities amounting to RUB 1 billion, increased the group's assets by RUB 7 billion.
  • Implemented projects for the supply of mobile compressor stations involving leasing companies.
  • Restored and patented a technology for producing feed protein from natural gas, which was lost in the 90s.
Voronezh Aqua Group
Chief Financial Officer / Chief Executive Officer
  • Created a new business line under the BOOT model.
  • Arranged two corporate bond issues and attracted debt financing.
  • Structured complex FX operations (options, forwards, swaps).
Sberbank Leasing
Vice President
  • Organized equipment and freight car leasing transactions worth over RUB 3 billion.
Irkutskenergo · TGC-6 · DTEK
Chief Financial Officer / Chief Executive Officer
  • Increased business profitability by 2 times.
  • Organized financing for the investment program, a debut bond issue of RUB 5 billion.
  • Implemented SAP ERP and a program for assessing business commercial sustainability.
  • Organized the merger of trunk and distribution heating networks in the Nizhny Novgorod, Ivanovo, Vladimir, Penza regions, and the Republic of Mordovia.
Usolyekhimprom · Sayanskkhimprom
Executive Director / Head of Finance Department
  • Ensured the restructuring of corporate and tax debts, leading the enterprises out of bankruptcy.
VSKB · Inkombank · Bratskgesstroy
Banking Activities
  • Developed a program for assessing bond yields during trading sessions.
  • Implemented stochastic and mathematical market analysis, conducted high-margin transactions with short-term government bonds and corporate securities.
  • Performed calculations and financing for major investment projects.
KEY PROJECT

Turkish Stream

 KEY PROJECT

Mobile compressor stations

 KEY PROJECT

Protein production plant