1. Vasily
Alexandrov
NORDBASS IN FIGURES
Date created:
12/02/1997
Stores in Moscow:
8
Stores in Saint Petersburg:
6
Dealers in Russia:
73
Stores in Germany:
6
Employees:
132
Brands:
3 own brands
9 represented exclusively
Own composite pools facility with 8
pools a day productivity
Marketing management for Moscow and Regional sales teams, advertising
and analytics process development, implementation and control. CRM and
sales scripts development.
Key functions: advertising, marketing&sales analytics, dealers marketing
support, cross-functional processes implementation and improvement, sales
support.
Consultive assistance for Saint Petersburg and Germany marketing teams,
assistance in implementing best Moscow
practices.
Support and development for dealers net-
work all over Russia
Brands my team and I had launched last
year:
AllSeas Spas from Netherlands
(http://www.allseasspa.ru/)
Sport Spas from USA
(http://www.sportspas.ru/)
WSM massage cushions from Germany (http://nordbass.ru/wsm/)
And participated in Delfy Pools launch (http://www.delfy-pools.ru/)
7/30/2013
December 2011 – Present (1 year 8 months) Moscow, Russian Federation
Experience
[Head of Marketing]

2. KEY FIGURES
Project started:
May 2012
Project approved by
CEO:
July 2012
First brand manager
hired:
07/16/2012
Average attestation
score in 2012:
67
Average attestation
score in 2013:
81
Managers hired/fired:
9/4
Total tasks done:
485
Total tickets solved:
138
Total products
launched:
48
BRAND MANAGERS DEPT CREATION
Problem: Sales categories in luxury well-
ness business are quite complicated. You
have to know a lot of specifics to sell or
promote it. As brand managers were re-
quired to deal with all tasks related to a
category - they were to be experts. But
the industry is not old enough to provide
lots of experts, so the only way to man-
age the lack of competence was to hire
marketers and educate them the industry
peculiarities or to promote sales manag-
ers and educate them marketing.
Solution: After discussing alternatives
with sales executives we decided that the
best sales managers can combine roles
in sales and brand management. Due to
the product specific each of sales manag-
ers has a lot of spare time so we could
offer a second role for 20 work hours a
week. But as it was not a full-time posi-
tion, business processes had to be clear
and transparent to all participants. For
this purpose a new responsibility matrix
was developed. Besides,
the brand management
dept implementation includ-
ed a large program of mar-
keting education and attes-
tation - 12 courses total.
After all preparations were
finished, all processes and
workflow were setup in
CRM and Megaplan
(workflow management)
and the department started
working.
Preparation took whole two months be-
cause we had to predict most problems
which were sure to appear. Hiring manag-
ers without a basic knowledge of market-
ing we wanted to be sure they will under-
stand their responsibilities and marketing
tools they can use to achieve KPIs. As a
result we had created a 52-pages docu-
ment which included responsibility matrix,
instructions for most common tasks and a
wide description of our marketing mix and
other tools that can be useful in their job.
Results: A clockwork team of 6 brand
managers with a 20-hour workweek each.
All work is divided into 2 parts - process-
es, which are predictable and perfectly
manageable, and projects which are the
key potential to category growth - are
planned and reviewed monthly. This
helps to use diverse mix of management
techniques and processes, motivation
and KPIs. And it allows each category to
be as fast and flexible as our mono-
category competitors. After a year the
branding team had changed managers
for 4 times, and they are still quite far
from being marketing stars, but they do
contribute to business development and
quality of their job is rising every month.
Besides, all brand managers already had
a full-time job, so we could offer fewer
compensation. The whole team of 6
brand managers costs as two full-time
marketers plus a bonus depending on
sales vs. previous year.
2
A half of branding team is from Saints-Petersburg so we skype a lot
«Sales managers
are quite different
from marketers —
and it takes a lot of
time to help them
perform in market-
ing. But when it’s
over the system
supports itself».
Current branding categories.

3. 3
$5 MARKETING INTELLIGENCE SOLUTION
Problem: After implementing a CRM in
May 2012 we started to gather lots of leads
and sales data, but its decision-support role
was quite poor because any analysis took
hours of data extraction and preparation.
On the other hand, my team used this data
quite often and we already had a pure vi-
sion of our data capabilities.
The project was not planned in the year
budget, so I decided to do something for
nothing and move the project further when
some results are ready and could be easily
presented to CEO, CTO and CFO who ap-
prove all BI implementations.
Solution: I had to develop a sophisticated
solution able to deal all limitations. That
made system scheme a critical success
factor for the whole implementation.
After a long phase of considering alterna-
tives the final solution consisted of open-
source but yet powerful RapidMiner 5 which
did all data transformation and analytical
work and IBM Cognos Insights to create a
multidimensional database for fascinating
drag and drop reports.
The whole system was fed a raw data from
SugarCRM which is processed through
several preparation processes to make it
useful for intelligence purposes.
Features and reports:
1. Deals at risk.
This report runs every week and shows the
top 50 deals with the highest confidence of
closing lost prediction. Script consists of
two stages—first it takes historical data to
train a model that will predict if a deal is
going to close lost or won, and after that a
trained model is validated and applied to all
the deals created last week.
The main reason it works is that in fact
sales managers’ competence varies
through different product categories and
lead source (loyal, advertising, exhibition).
After the report is ran the results are used
by the brand managers to keep an eye on
these deals and guide the sales process. It
results a 20% better conversion than was
predicted.
2. Shop-manager best matches
The same model training as in the previous
process but with a training data set of the
last 6 months is used in this process with
simple statistics of brand structure in differ-
ent shops.
Model calculates confidences of closing a
deal won for every intersection of manager
and product category. After that it takes all
shops with their unique product structure
and calculates best set of shop-manager
matches with a limitation that a single man-
ager can’t be at several shops at a time and
a shop should have a manager.
Though we faced some limitations during
applying phase— not all managers could
switch a shop because of location accessi-
bility, we managed to follow 70% of the
model recommendations. After several
months almost all managers agreed with
our decision, and sales from shops rised by
15%.
3. Easy reporting
Unlike previous solutions, this one doesn’t
have a stable using pattern—it’s designed
to make searching data for insights easier.
For this purpose I use IBM Cognos Insights
that reads relational data and converts it
into multidimensional with predefined struc-
ture. After conversion is over any querying
and reporting can be done in several clicks
and easy drag and drop. A query which
takes a minute in a relational database is
done in a few seconds in multidimensional
one.
4. Price monitoring
All prices of our competitors are now auto-
matically grabbed from their websites and
stored in a database. All we need is to run
the script every week.
TOOLS USED IN THE PROJECT:
RapidMiner 5
Data mining tool with
neural network capa-
bilities
IBM Cognos Insights
Powerful multidimen-
sional database soft-
ware
ARIS Express
IT & business pro-
cess architect utility
SugarCRM
As the source of raw
data for all analysis
Deal result predictions
Key success factors model tree view
Match ‘em smart!
Multidimensional reporting at a glance

4. «To perform as a digital
marketing agency you have to
combine data-perverts who can
feel the taste and color of figures
with creative freaks in one
team».
ADVERTISING SYSTEMS
[Digital Marketing Group Leader]
@BTBG Group
April 2011 – December 2011 (9 months) Moscow, Russian Federation
Honey Box start up project executive. Key responsibility - building a strong
team with a clear business process, marketing&sales tactics and strategy.
Marketing strategy development, executing Honey Box department (internet
marketing agency), marketing support for other departments, CRM
implemention and delevopment, sales&service processes improvement,
context advertising automatization.
4
AUTOMATION PARTNER

5. OUR CLIENTSCLOCKWORK TEAM
The key tragedy of the whole
online advertising industry is a
great lack of specialists. When a
specialist gains high competence
he shortly becomes a manager
with a few subordinates, educates
them till they get competent
enough to perform, and so on.
That makes building a competent
team difficult and expensive.
But luckily many of web advertising
processes can be automated.
When I started building the team
we made our best to find every operation that can be made by our servers without
losses in quality. After several months of this process we could focus all our time to
nonconventional operations and rise our overall performance.
Our market focus was targeted to high-profit clients only, so we refused a lot if the
client’s budget did not fit our standards. But for the ones who fit we could make a
great service. During a month every client received:
 Full-time personal
manager who did
all adjustments
and corrections,
viewed statistics
and made chang-
es in case of devi-
ations 3 times a
day (2 times a day
on weekends).
 10 hours of senior
analytic work time
 15 hours of usability engineer work time
 20 hours of content manager work time
 1 planning and results overview meeting or report (I took part in most of them)
 10 ads text experiments
 3 conversion experiments
 Up to 15 hours of programmers work if any scripts are necessary
And we still got profit and loyal clients.
5
Up to 12 000 keywords per a client

6. SURREY WEBSITES
http://surrey.ru/
http://dobroeytro.surrey.ru/
http://spi-spokoino.surrey.ru/
[Marketing manager]
@Surrey legal consulting
August 2009 – April 2011 (1 year 9 months) Moscow, Russian Federation
Developing marketing strategy, increasing efficiency of
marketing investment, improving client inflow, increasing
average deal, marketing&sales materials creation, KPI for
marketing dept development, integrated indication system
for internet-marketing implementation.
Surrey LC specializes in corporate bankruptcy and liquida-
tion. When pravo.ru
legal rating started at
2010 we were only
at 87th position. At
this point we had a
strategy we truly be-
lieved in and only a
bit of authority in the
industry. There was
a huge gap between
our current position
and what we needed
to match our pricing
policy.
Most of the projects described here were done between
2010 and 2011 ratings. And we did a lot I didn’t mention.
At 2011 we were finally rewarded - we moved to 28th po-
sition. It was awesome! And just fine for the pricing policy. You can view the full
rating at http://pravo.ru/rating/ .
6
«How can you tell a good lawyer from an excellent?
Most non-lawyers can’t. That becomes a question
about being and appearing—and that’s a real oppor-
tunity because appearing is the weakest side of
most brilliant lawyers. So, you don’t have to be a le-
gal star for others to believe you are.».

7. ADVERTISING STRATEGY
The main problem with legal con-
sulting is a non-obviousness to the
end user. Most believe they can do
all the work themself , but after some
research they understand that they
will need legal consulting. That shift is
a key to a large audience—if you
manage to be the one who helps
them understand the process with-
out forcing to sales, but at the same
time highlighting that many services
are impossible to be done by client’s
own resources. Leading to sales in
that case becomes extremely gentle.
Due to that paradigm we had several
“educating” campaigns on the web
and a lot of content on the websites.
This campaigns leaded thousands
visitors to our websites but conver-
sion was quite low. On the other
hand trying to force this visitors to
sale gave only negative feedback.
With a lot of those visitors my key
function was to keep the cost of a
lead as low as possible yet with an
optimal amount of leads.
During three months I adjusted cam-
paigns to cover a wide and still rele-
vant audience. Final version had 6
campaigns, 126 ads and 793 key-
words. And all these campaigns were
duplicated into three most popular
search engines advertising systems:
At this point it worked great, but
adjusting these ads manually began
to take too much time. That was the
main reason for developing a new
process for leadflow management.
LEADFLOW MANAGEMENT
Problem: After strategy retargeting pricing increased to industry's top. It made
all marketing activities less efficient by amount of leads, but each deal created
much more income, so the whole efficiency grew, but the old advertising man-
agement methods became inappropriate.
Solution: New leadflow management tools were developed to take control in a
very granular view at all of our leads. It was really necessary to examine effi-
ciency of every marketing tool and sales channel. For each we collected data of
how much leads and deals they generated, calculated lead and deal price (for
each tool and sales cannel).
It was easy for all offline tools, but I
faced lots of troubles trying to make it
possible defining which online tool
generated a lead, but after several
attempts I found a suitable analytical
configuration for the web. Final version
used unique id for each visitor of our
websites and all we had to do with it -
just ask to read or send it to sales
manager. It made all managers ask additional questions before sales, but it
was worth it.
This system allowed us to see where we perform best, which tools need our
attention and which aren't worth using.
Results: During two months after implementation I managed to increase leads
by 35% with only a 10% growth of expenses. It became possible because the
system highlighted which tools I shall stop using and which of them have poten-
tial to bring more leads. After that I didn't stop adjusting our leadflow and
achieved significant
results in marketing
efficiency by planning
our activities on a
data-driven bias.
After several months
we also had a fine
view at our sales fun-
nels with addition of
their differences
through client seg-
ments. That gave us a good start for developing new sales scripts for each of
our key segments. 7

8. BRANDING TEAM
Valeriya Lushchikova
PR manager
Vladimir Kornev
Managing partner, CEO
Dmitriy Igumnov
Managing partner, CFO
Branding agency
PROVOKING VISUAL STYLE
Paradigm: Most mediocre legal agen-
cies have a very poor and strict visual
identity. Something like this one
And lots of photostock glance lawyers
But it’s never able to cheat clients. Eve-
ryone understands that this kind of iden-
tity has nothing to cover but mediocrity.
That’s why we required to be different. It
was an absolute must.
Solution: After some research and
benchmarking European legal compa-
nies we decided to create a sever and
provoking unique identity. It had to catch
attention and say that this company can’t
be average—it’s different and special.
All identity was based on a minimalistic
aggressive design and managing part-
ners photos—new identity started a wide
personal promotion of them.
We also made several viral elements in
texts and illustrations. They were widely
shared between lawyer community what
made a large profit for our SEO—
because of lots of links, text and pictures
reposts.
8
Brochures and books were made in oppositely positive
style to make a bit of tension in visual identity
«Design matters, and it matters even more
when the industry lacks it. It makes your
company unforgetable».

9. 9
PROJECTS MY REPORTS
CONTRIBUTED TO:
 Event scheduling and optimiza-
tion—by statistical reports and
visiting competitor’s events I
collected new trends and ideas.
 Service mix optimization—by
benchmarking competitors,
during deep interviews and
industry overviews.
 Marketing analysis—mostly by
collecting tons of raw data in the
field which covered such as-
pects as players amount in dif-
ferent clubs, day of week, time,
their gaming patterns like aver-
age bets and preferred games,
service usage and personnel
competence. This data was
collected for all significant com-
petitors and our own clubs, so
we could easily compare the
key success factors.
 Service quality—by interviewing
key players and getting insights
about our current position and
opportunities to perform in addi-
tional services.
[Market analyst]
@Jackpot Moscow
February 2008 – July 2009 (1 year 6 months) Moscow, Russian Federation
Competitors monitoring, market-
ing research, statistics acquisi-
tion, statistic research, regular
reports&analytics, customer
satisfaction researches
Was in charge of customer sta-
tistics at Игровой Мешок™
gambling clubs .
When I joined Jackpot
marketing team it has already
became the best in the industry. In fact, that was one of the main reasons I choosed this
job. Jackpot managed to build the biggest gambling clubs network in Russia with
thousands extremnely loyal players.
Their key to success was in
direct following to the strategy
and fact-driven decision making
processes. Not a single decision
was made without exploring the
topic through statistical reports or
reviewing field analysis reports.
As a junior member of analytical
team I diligently inherited their
style, tools, habits and mindsets.
I always wondered how obvious
and at the same time unpopular
these methods are. In fact, the
team did nothing extraordinary.
All decisions and actions were
just consequences of a pure fact-driven logic. But only a bit of marketers I know can main-
tain the same patterns in their job.
I worked in the company till it was closed on the 1st of July 2009 when gambling was pro-
hibited all over Russia. And this experience contributed to my subsequent career and
style.

10. Date birth:
6/25/1988
Civil marriage
No children
CONTACTS
+7 926 605 56 80
vasily@leadconsulting.ru
id=137281481
PERSONAL DETAILS
LANGUAGES
English—Professional working proficiency
German—Limited working proficiency
Russian—Native
EDUCATION
Russian University of Economics named after
G.V.Plekhanov
Bachelor of Science (BS), Corporate Lifecycles Man-
agement
2005 – 2010
Participated RUE students' self-administration, ran
workshop projects with invited business celebrities: Igor Mann, Gleb Arkhangelskiy,
360d studio team, RBS corporation specs.
Additional Coursework
 Accounting with 1C: basic course
 CRM architect workshop&casestudy
SKILLS (from Linkedin 8/23/2013)
10