Роман Агалаков

I transform businesses when the existing model can no longer deliver the required growth and profitability. I combine commercial leadership, financial thinking and operating-model transformation to identify where enterprise value is being lost or left unrealized — and then take ownership of changing the system that creates it. My role does not end with identifying the opportunity or recommending a solution.

I personally drive the first cycles of change, build the required capabilities and accountability, and ultimately create a system that can continue delivering results without my day-to-day involvement.

Revenue Growth Director | CEO -1 at Aitas KZ (2026-01 – Present)

Mandate: Transform the operating model from production-led commodity management to a profitable, demand-driven model | 200+ FTE. Redesigned a fragmented organizational structure into four accountable management areas: Revenue, Material Flow Cost, Operational Finance and External Analytics. Built an integrated Revenue organization spanning Sales, Marketing, Trade Marketing, Demand, RGM and Client Service.

• B2C market share +6 pp in 6 months
• EBITDA +80% / +3.4 pp in 6 months
• Forecast accuracy 89% / +24 pp

Senior development director | CEO -2 at X5 (2025-01 – 2026-01)

Mandate: Transform the commercial organization from a traditional bidding model to a unit-economics-based supplier partnership model | 20 FTE. Introduced a unit-economics approach integrating market, operational, commercial and financial perspectives through cross-functional teams and RGM leadership. Redesigned key commercial processes to protect margin and improve working-capital efficiency.

• EBITDA +19% / +0.5 pp
• Working-capital turnover improved by 2 days / +5%

Head of RGM | CEO -2 at Borjomi (2023-01 – 2024-12)

Mandate: Restore profitable growth by identifying and capturing structural revenue and margin opportunities | 14 FTE. Identified a previously unnoticed 1.5x logistics-cost gap between comparable key accounts and traced it to inefficient customer ordering patterns and truck utilization. Changed commercial ordering practices and embedded logistics economics into commercial policy and pricing architecture.

Impact: Reduced physical logistics costs by 16%, offsetting significant logistics inflation and generating incremental profitability.

• Market share +7 pp
• EBITDA 2x+ / +5 pp
• Forecast accuracy 85% / +15 pp

Regional KAM, Komi → District KAM, North-West → Senior KAM, Lenta → Corporate KAM, Lenta → Senior MS&P, Gillette → Crisis localization leader, Gillette → Finance BP at P&G (2015-01 – 2023-12)

Built a trade-investment governance and predictive decision system from scratch after identifying major inefficiencies in customer investment allocation. Eliminated low-return investments and continuously reallocated resources toward the highest-return growth opportunities, creating a self-reinforcing investment model. Impact: ~RUB 600M trade investment optimization | Net Sales +22% | Volume +5% | Market Share +5 pp

• Market share +8 pp
• Before-tax profit +9 pp
• Net Sales growth 15%+ for 3 consecutive fiscal years

Commercial lead CEO -2 at Phoenix (2014-01 – 2015-01)

Mandate: Lead commercial operations across the Far North branches: Ukhta, Pechora, Usinsk, Inta, Vorkuta and Labytnangy. Implemented end-to-end retail automation from shelf to warehouse, identifying and eliminating process inefficiencies and optimizing assortment.

• EBITDA +2 pp / +25%
• 26 FTE reduction enabled by process automation