Alexander Fedotov

Lead large organization of 250 people with multiple Blade Making Assembly Technologies.

- Drive strong results on Foundations (Safety, Quality, Stewardship and Cybersecurity).

- Deliver strong and BIC results on Operational Excellence (Process Reliability, Unplanned Stops, Perfect Days) through IWS methodology.

- Implementation of Capital Projects and Start-Up of new equipment.

- Lead Autonomous Maintenance Pillar

Lead large organization of 150 people who produce best product such as Mach3 and Venus for Great Shaving experience.

- Delivered strong results on Foundations and Operational Excellence. PR and unplanned stops for Assembly Equipment were in Top 3 Globally

- Delivered Strong Business Results - Net Structural Saving of 5,8% ($0,7MM) and Productivity of 7% with Headcount index 90.

- Big impact on Growth of others. 6 Benchmarking visits were delivered for Plants from Germany, UK and Poland when TITAN was showing key Standard Work Processes like Daily Direction Settings, Pit Stops, Run To Target PDCA, Value Stream PDCA.

- Leading Loss Elimination and Autonomous Maintenance Pillars & Touchless Vector delivering results and building capability across site.

- Leading Regional Grooming Progressive Maintenance Pillar, building capability in the region by doing qualifications of Pillars Leaders and Pillar Assessments.

- Leading Global Metals Platform as Operating Platform Leader

- Leading site Organizational Design Change which gave 7% Productivity improvement for the site.

Lead Technical organization of 75 people who supports Plant across many areas: HS&E, Project Management Group, Utility&Facility Group, PC&IS and Electronics Group, Tool Room, Storeroom, IT/OT organization.

- Building Safety Foundation and Culture at Plant Level to be in line with P&G expectations and Russian Legislation.

- Driving H&S initiatives across site and region via H&S Pillar

- Step change in Digitalization of the site by building Digi savvy organization, Implementation of Digital Projects and improving IT/OT infrastructure of Plant

- Managing Plant Capital Budget and implementation of Capital Projects and New Initiatives

- Site expansion and start-up of new packaging lines to support business growth in the region.

Lead a large organization of 250 people responsible for the Blade Making production and Double Edge Blades packaging process.

- DE Blades volume increased by 25% in 4 years without adding a single piece of equipment, only through Operational excellence, speed ups of machines and process improvement. Additional volumes gave Incremental NOS $ 13MM for St Petersburg plant.

- Implementation of Innovation by replace blade printing by laser marking on integrated line. It was first ever technology across the Globe and P&G owns a patent for Laser Marking process for DE blades

- Kick-off and leading Global DE Packaging Platform Team.

- Leading Loss Elimination Pillar

- Moving site to IWS Phase 4

Lead organization of 70 people responsible for production of iconic perfume brands ( Dolce&Gabbana, Hugo Boss, Lacoste, Gucci)

• Delivering Initiatives master plan
• Delivering productivity targets by improving Lines performance
• Building High Performance Organization which reflects in Survey score above 80%
• Moving site to IWS Phase 4 (Seaton Plant was one of the flagship sites Globally in P&G)