Kostyantyn Turygin

•Managed two manufacturing plants with 450+ employees, with full P&L responsibility across sales, production, finance, procurement, IT, and HR

•Led continuous improvement and optimization of business processes to increase operational efficiency

•Conducted short- and mid-term financial planning (P&L, working capital, CapEx), including ROI and payback analysis; presented and defended budgets at board level

•Adapted sales and production strategies in response to changing market conditions

Performance Evaluation:

•Delivered record-high EBITDA, exceeding budget targets through margin management, market analysis, customer segmentation, and portfolio optimization

•Reduced working capital by optimizing raw material inventory and in-transit stock by 12 days through improved supply planning and SKU rationalization

•Led and implemented a company-wide transformation program, introducing a customer-centric approach and digital KPI tracking

•Initiated and delivered a major CapEx project, including investment analysis (ROI/payback) and implementation

•Conducted M&A pre-assessments, including financial analysis, technical audits, and market evaluation, providing decision support for potential investments

•Implemented 5S system across all stages within two years, establishing foundation for further Lean (TPM) development

•Optimized a production unit through automation and process improvements, increasing capacity by 47% and implementing KPI-based performance management

•Developed a structured market intelligence system based on consolidated data analysis

•Managed a manufacturing plant with 330 employees and full operational responsibility

•Led cross-functional transformation and digitalization initiatives across production, sales, and support functions

•Managed key client relationships at C-level and supported complex international tenders

•Developed and implemented HR risk mitigation measures, including succession planning and structured development programs

Performance Evaluation:

•Achieved consistent business growth, with annual increase over 10% in sales and production over 4 years

•Led full-cycle ERP + MES system replacement, including planning, stakeholder impact analysis, data migration, and go-live

•Implemented automated reporting system (MS Power BI) across all departments, including training of key users and integration into daily operations

•Implemented CRM system to improve customer mapping, sales activity tracking, pipeline management, and sales forecasting; enhanced capacity planning and internal sales processes

•Digitalized quality management processes, improving tracking of internal and external claims and reducing total cost of complaints by 29%

•Optimized inbound quality control and raw material procurement portfolio, reducing inventory levels and generating annual savings

•Built and led a sales organization during a greenfield plant launch, including sales, back office, and construction&design teams (~30 employees)

•Recruited, trained, and coached team members; implemented structured onboarding and performance evaluation processes

•Developed sales strategies based on market analysis, customer segmentation, and profitability criteria

Performance Evaluation:

•Successfully launched sales function from zero, building a fully operational commercial organization supporting greenfield production startup

•Developed and executed sales strategy based on customer and product segmentation, regional focus, and go/no-go decision framework

•Secured long-term contracts (2–3 years) with major international clients through structured negotiations and value-based pricing approach

•Achieved sustainable growth trajectory with ~19% CAGR over 4 years, reaching break-even point and increasing capacity utilization to 47%

•Established KPI-driven sales management system, improving transparency, accountability, and performance tracking across the team