Tetiana

Komarova Tetiana
E-mail: [open contact info](look above in the "contact info" section)
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Location: Manresa (Barcelona, Spain)

PROFESSIONAL EXPERIENCE:
Aug 2016 - Present time
OREXIM GROUP, www.orexim.com.ua. Multisectoral holding – transshipment, production, and
export of wood chips, trading, services, agriculture, 14 legal entities - Ukraine, Cyprus, Malta,
BVI.

Group CFO

Main achievements: Structuring the Group in the interest of revenue growth of every sector of busi-
ness, inviting new strategic partners, and international investments. In 2018 the Group received 31 mil-
lion euros (European bank) as an investment for building of new grain terminal from scratch. Portfolio
restructuring was made. The company attracted a new strategic foreign partner (South Korea) in one of
the Group’s businesses – 75% (ХХ million USD – the sum is not disclosed). The company achieved
completion and following the sale to a strategic investor (Netherlands) 100% shares in a sea oil terminal
(ХХ million USD – the sum is not disclosed).
The reporting system of the Group was created for analytics, identifying problematic aspects, opportu-
nities, and fast adaptation to change.

Main tasks and responsibilities: Responsible as CFO for all group financial aspects (strategic
and operational aspects). Working in a team with the CEO, shareholders, and cross-functional
leaders.

●Leading financial department, the composition of which depends on the needs of financial
functions of the Group. Key blocks - Treasury (operational Ukrainian, operational non-
residential, credit blocks), Financial control and budgeting, Accounting, Tax planning,
IFRS, Internal audit, technical support of 1-С). 40+ people
●Creating strategy in a team, starting from shareholders' insights, including mutual formu-
lating of such requests and KPIs.
●Multiple restructures of the Group in accordance with shareholders’ tasks – preparation
for investor entry and optimization of the Group structure, according to changes induced
by external factors.
●Working with banks and financial institutions to attract credit funds for projects (restructur-
ing of loan portfolios, acquiring bridge finance with the following refinancing, trade financ-
ing, attraction of investors, short-term operational loans, investment of free funds, opera-
tional management);
●Presenting the Group on international and Ukrainian markets of capital
●Leading the projects on investor attraction, preparations for sale, structuring deals and
selling of businesses (sea terminals) to strategic investors, integration of engaged spe-
cialists and outsource-teams in the working group of the project
●Development of the processes connected to international banks and financial organiza-
tions (preparation of IFRS quarterly, half-year and annual audit by Ernst & Young, KPMG
Ukraine-Cyprus), preparation of the information for existing and potential investors;
●Development and support of budgeting systems and control of execution (business plan-
ning from the preparation of strategic models for 3-5 years, annual target budgets to
monthly operational budgets, scenario models, plan-fact analytics, factor analytics. Day-
to-day control through KPI of achieving target financial estimates in the interest of quick
response. Investment planning and control of achieving target goals of investment projects
●Tax planning in the Group, control of transfer pricing, working with unit investment funds,
and corporate investment funds.

Nov 2013 - Dec 2015
Ovostar Union Group, www.ovostar.ua. Public Group, IPO from 2011 (WSE). Turnover c.$80m,
c.1350 employees.

Group CFO
The main achievements: During the period of my CFO of the Group (2014-2015) the Group saved its
level of EBITDA and net profit (in $) in line with the previous year's results and line with the announced
strategy (WSE) on the backdrop of currency devaluation. For the 2014-2015- period the Company share
prices don’t fall (except in the early 2014 period on the back of high volatility). During 2014-2015 the
Group continued its investment projects due to the successful attraction of a new portion of export fi-
nancing. In Feb 2015 the new syndicated loan of EUR 14.5 million from AKA Ausfuhrkredit-GmbH and
Landesbank Berlin AG has been attracted successfully. This 7-year credit facility has been provided
with the export credit cover by Euler Hermes AG.

The main objectives: Responsible as CFO for the overall finance aspects of the Group: strat-
egy and operational activity

Jul 2012 - Nov 2013
Ukrproduct Group, www.ukrproduct.com, (33 legal entities, IPO from Feb 2005 (AIM London).
Turnover c.£60m, c.1650 employees.

Group CFO (Public Group), the Board Member

The main achievements: During the period of my being CFO of the Group EBITDA increased by 68%,
and net profit doubled due to cost-cutting and the implementation controlling reports system (you can
look through the annual report 2012 on the public site). As the next step of effectiveness increases, I
have proposed the minimization of legal entities, and this stage of the strategy was successfully fulfilled.
The Company has received the next portion of the Loan from EBRD for the next investment purposes.

The main objectives: Responsible as CFO for the overall finance aspects of the Group: strat-
egy and operational activity, the Board Member.

Apr 2009 - Sep 2011
Terra Food Group (36 legal entities in Ukraine. The main interest is in the Milk, Whole Milk, and
Agri and Meat segments in Ukraine and Russia. 9 milk production sites, commercial busi-
nesses, Agri, 2 meat plants, and other assets. C. 5000 employees. Turnover – c. $260 m.)

Group CFO

The main achievements: The Group strategy (in a team) has been formed. The team of financial pro-
fessionals was built up (controlling, treasury, accountants, internal control, and investment control).
The Group was reorganized into a clear legal structure (with the object of IPO-listing or attracting invest-
ments). The initial and subsequent IFRS audit reports were prepared. During the period of my being
CFO, we (in the financial team) improved long and short-term liquidity and capital structure created and
maintained the budgeting and managerial reports system.

The main objectives: Responsible as CFO for overall finance aspects of the Group: strategy
and operational activity.

Jun 2005 - Apr 2009
Wimm Bill Dann Group,
Wimm Bill Dann –Ukraine (3 production sites: in Kyiv, Kharkiv, and Burin (Sumy region), with
about 1800 employees. Turnover – c. $120 m.)

Regional CFO (Ukraine)

The main achievements: The Group strategy (in a team) was created and successfully implemented.
The Group was successfully reorganized into one legal entity. For the first year of my work as CFO, we
led the Company to the breakeven point (in the previous periods it had deep losses). The initial and
subsequent IFRS audit reports were implemented. In my being CFO, we (with the financial team) im-
plemented the financial-based managerial system (budgeting and managerial reports system).

Main objectives: to form & realize corporate strategy, and financial strategy, which gives the
profitable growth and values growth of the WBD business in Ukraine, integration into one legal
entity. Building up and managing the team of financial professionals (controlling, treasury, ac-
countants, internal control, IT).

Aug 2002 – Jun 2005
Wimm Bill Dann Group,
Wimm Bill Dann –Ukraine, Kharkiv Milk Plant

Financial Director

Sep1996 - Aug 2002
Trade Company «Lux-Optica»

Starting position: economist
Final position: Financial Manager

EDUCATION:
Senior Executive MBA (Business school MIM Kyiv) – graduated in 2006

АССА (DipIFRs) - December 2004

TOP-Management Developing Program (including strategic games) – ( WBD Corporate Univer-
sity) – once a year

Training in spheres of Financial management, Strategic management, Corporate Management,
etc. (many).

Kharkiv State Economic University, June 1996

LANGUAGES:
English, Russian, Ukraine, Español (B1)