Valeriy Karasaev

Brought on board to Area level after deep & successful in-country cross-functional experience to establish & lead EMEA Commercial PMO team (with 5 PgMs) coordinating implementation of key commercial strategic programs targeted on driving and supporting fast sales growth and rapid change: Large-scale Digital Transformation, Divisional IT Programs, Product Launches, corporate process improvements and other commercial cross-functional initiatives.

Joined Abbott Diabetes Care to set-up and launch “Direct-to-Patient” Operations Model for FreeStyleLibre (leading continuous glucose monitoring system) on the Russian market. Stayed later as Commercial Operations Manager to support further business growth and improve customer experience. Besides responsibility for E-Commerce, Customer Experience & Supply Chain, also oversaw strategic projects within Regulatory, IT and Data Privacy. Led a team of 3 reports and 10+ suppliers (budget responsibility of $3MM).

As Senior Project & Program Manager was accountable for instrumental leadership, guidance and implementation of large-scale, complex technology initiatives for major automotive OEM accounts in Russia, CIS and EU. Managed cross-functional, geographically distributed team of 30 staff and hold full P&L for an annual budget of $4.5MM and project budgets of $3MM+. Key Accounts Include portfolio of OEMs: BMW, Bosch, Michelin and Great Wall. Report to: Country Manager.

Drove strategic corporate and IT board initiatives involving process optimization, FTE reduction, ERP/CRM implementation and internal audit processes based on Lean Six Sigma in collaboration with C-suite executive teams. Advanced to Sr. Project Manager overseeing 2 Associate PMs and their projects and managed a 40-member core project and rollout team. Held budgetary responsibility for projects valued from $50M to $300M. Reported to: COO.

Requested by CEO to return to Subaru and apply prior knowledge on service improvement projects and lead a newly created Customer Experience Department boosting service levels across all company functions and dealer network. Developed a strategy, launched a balanced KPIs system, introduced Dealer Process Standards and rolled-out NPS focusing on improved CX, dealers’ business profitability & operational efficiency. Coordinated an 8-member team and held budgetary responsibilities for a $1MM cost centre.

Served as the direct line of communication between 4 brands equipment manufacturers and dealers facilitating progress and allocating resources to ensure machines are serviced in time for farming season. Oversaw 5 direct reports and an annual $600M budget. Held additional budget responsibility for Warranty and Goodwill at $6MM annually and Projects valued at $2MM, respectively. Reported to: Country Manager & Head of Aftersales, EU & CIS.

Advanced through increasing levels of leadership and managerial responsibilities, earning a promotion from National Warranty Specialist (Apr.2008 – Aug.2009) to Head of Warranty & Insurance (Aug.2009 – Oct.2010) and then - to Deputy Head of the Service Department. Directed Aftersales Development, CRM and Warranty Sections managing 15+ staff, 2 callcenters, $1,2MM and $12MM Warranty budgets. Orchestrated multiple projects and initiatives focused on customer experience improvement across the dealer network.