Dmitri Demidov

Own projects in insurance sales and health services combined with financial products (incl. international health insurance). Feasibility studies and business cases (life/health); assessment of operating models.

Executive responsibility for the greenfield establishment of one of the first private building savings institutions in the region. Led regulatory licensing, institutional structuring and operating model design from inception through pilot phase. Key responsibilities: • Regulatory approval and supervisory engagement • Design and implementation of governance and internal control framework • Organizational build-out and recruitment of core leadership team • Development of scalable operating and IT infrastru

Executive responsibility for regional operations representing more than 50% of group GWP (EUR 100m), overseeing 51 branches and approx. 600 employees. Led organizational restructuring and strengthened performance governance and steering frameworks within a family-owned structure.

Advising CEO on strategy, products, operations, sales channels

Co-responsible for post merger integration of ERGO Life Insurance Company into Rosgosstrakh Group (business portfolio, sales channels, IT, staff), the company was successfully integrated

Overall executive responsibility for the life insurance entity within the ERGO Group. Realigned business steering, capital discipline and performance management, increasing GWP from EUR 30m to EUR 100m within three years while restoring and maintaining sustainable profitability. Diversified distribution architecture and strengthened institutional performance management systems. Following shareholder decision to divest, led preparation, valuation support and negotiation process, contributing to successful

Full P&L responsibility for the P&C entity (EUR 120m GWP, approx. 1,100 employees). Appointed during a board-mandated governance strengthening phase to align corporate control structures with group standards. Implemented enhanced compliance, reporting and oversight frameworks in close coordination with group functions. Led comprehensive operating model transformation including functional centralization, cost structure reset and transfer of routine operations to lower-cost regions. Turned the company from

Responsible for approx. 120 employees in product development, actuarial, underwriting, claims, reinsurance, IT, strategy and group business; reporting to the CEO. Client segmentation in product development and sales, product audit, innovative products. Digitalization (POS underwriting system, client and sales portals, online sales); introduction of actuarial valuation and value-based management. Brought the group business into profit.

• Pilot project for telemarketing sales of insurance products to clients of a retail bank • Set-up of bancassurance sales at an insurance company in Azerbaijan • Contribution to a feasibility study for reforming the healthcare system in Azerbaijan, together with an international provider

Set up (from scratch with license obtaining) and headed the subsidiary, GWP EUR 17m, 20 staff under management. Strategy development for the CIS markets and its implementation. Development of innovative insurance and reinsurance solutions. Key client management. Achieving and keeping a leading position of Munich Re on the markets under responsibility, market share in life reinsurance was 60%.

Trainee, Client Manager, Senior Client Manager. Last - responsible for life reinsurance business development in Russia and CIS; co-responsibility for Nordic markets and the Netherlands; heading a team of 3 staff.