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ABOUT ME
Buying, assortment and cash for fashion businesses
I led buying and assortment in multi-brand retail: 500+ brands and 30,000+ SKUs. I worked with costing, financial models and management analytics. I apply this experience in two directions: advising and supporting businesses, above all in fashion, and creating digital products, both inside client projects and my own, from an idea to a working version.
500+ brands 30,000+ SKUs Multi-brand retail Advisory and digital products
EXPERIENCE
Areas of practice What exactly I do in each area and what the business gets.
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01 Buying and assortment Buying that returns cash instead of only refilling the warehouse.
What I do Buying budget and limits by brand, category and channel Assortment matrix, size range, depth and breadth Demand forecast recalculated regularly from sales and stock Allocation, replenishment and transfers between locations Markdown rules and delisting of items Stock audit and forecast-versus-actual reconciliation What the business gets Every order is backed by figures before payment Stock turns faster and the margin on purchases is higher Weak items leave the season in time 02 Product and production The path from sketch to shipment, with cost, lead times and versions in view.
What I do Order economics and real unit cost Specifications, samples and tech packs with a history of changes One approval route: changes do not get lost in correspondence Order placement, capacity and supplier lead times Quality control and batch acceptance under one set of rules Supplier audit and back-up production sites What the business gets Cost is known before a model is launched Delays and quality problems show up early Model data is visible together with its sales and stock 03 Markets and finance Growth that is calculated before it becomes a commitment.
What I do Assessment of the market, competitors and growth prospects Development model: range, price, channel, commercial terms with partners Financial model: profit, cash flow, working capital Funding requirement and scenarios Stress test: base and downside cases Materials for discussions with an investor, a bank or a buyer What the business gets An answer to “go or no go” with the price of the question A clear view of how much money is needed and when it returns The economics of a deal are calculated before negotiations 04 Analytics and reporting One set of figures for every decision, from budget to item profitability.
What I do A BI layer from budget to the profitability of a single item One metrics model and a dictionary of indicators for the whole company Management reporting for the owner and the board without manual assembly Product, commercial and warehouse data tied into one model A move from scattered spreadsheets to a system and regular management Hiring, developing and managing an analytics team What the business gets The report is ready fast and decisions rest on the same figures Analysts work on tasks instead of matching files Initiatives are prioritised by effect and payback 05 Stabilisation I restore control when decisions come late and cash runs short.
What I do Control of spending and payments: what is paid first Priorities: what to stop, what to fund, what to speed up A clear way decisions are made: who decides what A short “plan → actual → action” cycle Coordination of functions and difficult negotiations with partners A weekly report to the owner while stabilisation lasts What the business gets Decisions are taken on time, not after the fact Spending and payments are under control A criterion is set for when stabilisation is over 06 Business solutions integration Not a report for its own sake, but a working tool inside everyday decisions.
What I do Review of processes and systems: ERP, PLM, CRM, production, warehouse, accounting Shared reference data, metrics and access rights Application modules for buying, production, orders and costs Interactive budgets, scenarios, forecasts and variance control Integrations and automatic data reconciliation between functions A pilot on a real process, team training, acceptance What the business gets One chain from data to management action A clear rollout plan with checkable stages The team works in the tool after the pilot and training
PATH
How the experience took shape From buying analytics to my own digital products and advisory.
01 Buying and assortment Led buying and assortment in multi-brand retail across many sites and sales channels. Moved buying to a regular recalculation based on actual sales.
500+ brands 30,000+ SKUs Multi-brand retail Multichannel Demand forecast
02 Analytics and reporting Built a management analytics function from scratch and grew the analytics team.
BI from scratch One metrics model Owner reporting Analytics team Forecasts and budgets
03 Markets and money Built financial models and calculated the economics of decisions: supplier terms, assortment, preparing businesses for deals. Negotiated with suppliers and secured commercial terms that worked for the company.
Financial models Decision economics Commercial terms Supplier negotiations Business valuation
04 Product and production Worked with costing, specifications, order placement and supplier lead times in the premium segment.
Costing Specifications and samples Order placement Supplier lead times Premium segment
05 Optimisation and automation Put things in order inside the company: reviewed the work by brand, category and product, removed unnecessary steps and automated routine.
Process optimisation Automation Brands and categories Product groups Plan → actual
06 Business solutions integration I work where management analytics meets software: from the data model and roles to working processes, budgets and forecasts.
ERP PLM CRM Application modules Budgets and forecasts
07 Now Advisory and business support I advise and support owners and executives of businesses: from diagnostics to running a programme, in fashion and beyond.
Diagnostic Owner’s advisor Programme leadership Data and PLM Product launch
08 Now Digital products I develop digital products of two kinds: solutions inside projects for clients’ businesses and my own products, from an idea to a working version.
For clients’ business Syntha ChatX Renova Promomed
Advisory and products reinforce each other: advisory shows what a business needs, and products extend what advisory can deliver.
IN PRACTICE
Examples of work Situations from practice: what the problem was, what was done and what it led to.
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01 Buying and excess stock Challenge Buying lagged behind demand and cash was tied up in slow-moving stock.
What was done Set buying limits by brand, category and channel Moved the demand forecast to a regular recalculation from sales and stock Introduced rules for delisting Orders came to be approved with a justification before payment What changed Fewer weak items each season Faster stock turnover and a higher margin on purchases Every order is backed by figures before payment 02 Reporting for the owner Challenge The report was compiled by hand over several days and figures differed between files.
What was done Built one metrics model and a dictionary of indicators Built a BI layer from budget to the profitability of a single item Automated the collection of reporting Reorganised the analysts’ work around tasks instead of matching files What changed The report is ready fast Decisions rest on the same figures Analysts work on tasks, not on reconciliation 03 Market and money Challenge A decision was needed on whether to expand into a new market or category and how much money it would take.
What was done Assessed the market, competitors and growth prospects Built a development model: range, price, channel, commercial terms with partners Built a financial model with base and downside cases Prepared materials for discussions with an investor What changed The decision was made on the numbers The funding requirement was justified A direction that failed the check was not launched 04 Cost and supplier lead times Challenge The cost of a model and its delivery dates were only found out after production had started.
What was done Calculated order economics and unit cost before launch Brought specifications, samples and tech packs into one order with versions Set up control of supplier lead times Introduced batch acceptance under one set of rules What changed A launch decision rests on the calculated cost Specifications and versions are in one place Delays are visible in advance 05 Optimising internal work Challenge Internal work with brands, categories and products had grown heavy: many manual operations and unnecessary steps.
What was done Reviewed processes by brand, category and product group Removed unnecessary operations and approvals Automated repetitive calculations and reports Set one way of working and clear responsibility What changed Less manual work and fewer unnecessary steps Orders and approvals move faster The team works on decisions, not routine 06 One view of the data Challenge Data in different systems disagreed and order approvals were done by hand.
What was done Reviewed processes and systems: ERP, PLM, CRM, production, warehouse, accounting Introduced shared reference data, metrics and access rights Set up integrations with automatic data reconciliation Ran a pilot on a real process and trained the team What changed Figures in reports agree Orders are approved faster The team works in the new tool 07 Preparing for a deal Challenge The business needed a valuation and a view of the deal before negotiations began.
What was done Assessed the readiness of the business for a deal Built one financial model for the whole company Calculated the economics of the deal Prepared materials for an investor, a bank or a buyer What changed The economics of the deal are calculated in advance The valuation is ready for negotiations There is one financial model for the company 08 Restoring control Challenge Decisions came late and cash ran out faster than decisions were made.
What was done Agreed what to stop, what to fund and what to speed up Introduced a weekly report to the owner Put in place a clear way decisions are made: who decides what Launched a “plan → actual → action” cycle What changed Decisions are taken at meetings, not in chat Spending is under control An exit criterion for stabilisation is set Request my CV
PRODUCTS
My own digital products Select a product to read its description and open its page. The products are at different stages, from prototype to MVP and preparation for a pilot.
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Fashion / B2B Syntha Work messenger ChatX Property Renova Events / brands MFW+BFS+Made in Moscow Events / community Promomed Legal services Digital Legal Concierge
See the projects →
COLLABORATION
Ways to work together The format depends on your role: client, investor, partner or employer.
For a client A good fit if you are an owner or executive deciding on buying, assortment, margin or capital.
Diagnostics of buying, stock and sales channels Calculation of options and a financial model of the solution Support through implementation to the result Discuss a task → For an investor A good fit if you are interested in my products and in taking part in their development.
A description of each product: the task, the audience, the stage Video and screenshots showing how the product works today Ways to take part: from a stake to co-development Ways to take part → For a partner A good fit if you have a process or a channel where a product can be tested.
A pilot on one business process Co-development and integration with your systems Taking the product to market through your channel Discuss a pilot → For an employer A good fit if you are looking for a head of buying, commerce or digital solutions.
Chief Commercial Officer and CEO Head of Buying and Analytics Head of Digital Transformation Roles and CV →
HOW I WORK
Principles of work Three rules every piece of work is built on, from diagnostics to a product launch.
01 Grounded in data Conclusions and decisions rest on your data and a calculation model, not on instinct. If the data is not enough, I name the gaps and propose how to close them.
What it looks like Every conclusion is backed by a figure from your data Options are calculated in advance: base and downside cases The buying budget and each order are justified before the supplier is paid When data is lacking, I record what is missing and how to check it 02 Clear stages For every product and result you see the stage and the next step: from prototype to pilot and launch.
What it looks like Every product has its stage stated: prototype, MVP, pilot Results are stated together with the period and the basis of calculation The boundaries and responsibilities of the work are put in writing Terms of participation and work are discussed individually 03 Accountability for the result The work ends with a decision that can be checked, not with a report.
What it looks like Stages, decision points and the finish criterion are agreed in advance A short regular meeting: what is done and what is next Calculations, documents and materials are handed over to the client After the report I stay in touch until the decision is carried out
