Management Consultant with extensive expe-

rience in Advertising Management, Social and

Marketing Management,Organizational

Behavior and Change, Health, Regional

Economic Development, Bank and Insurance,

Research Management, Marketing

Management, Project Management. MBA

Degree equivalence and university degrees in

Sociology and in Political Science, coupled

with a proven track record of accomplish-

ments. A highly effective negotiator with great

people skills and multicultural experience

along with strong leadership, problem solving

and decision making abilities and an eye for

the bottom-line. Efficient communicator with

opinion mobilizing charisma and high ethics

standards.

BUSINESS PROFILE

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Operations management

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Cross-functional team management

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Skilled negotiator

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Budgeting

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Contract management

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Change management

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Horizontal Management

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Sub-contractors supervision

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Sound judgment

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Performance metrics

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Staff supervision

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Facilitation

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Computer-savvy

CORE QUALIFICATIONS

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Supervised standard Quantitative

Department in a pharmaceutical market-

ing research company in Montreal

(questionnaire integrity, quota manage-

ment, manipulation of data manage-

ment programs, data tabulation and

interpretation, statistical analysis of

data)

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Development and maintenance of

specialized quantitative research ser-

vices, techniques and necessary com-

puter programs; development and

maintenance of all quantitative depart-

ment manuals and policies (data man-

agement procedures, network

supervisory guidelines, statistical proce-

dures, etc.)

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Project initiation and tracking;

project involvement, project analysis,

projects follow-up

MARKETING MANAGEMENT & SOCIAL RESEARCH

MANAGEMENT

FINANCIAL ADVERTISING MANAGEMENT

COMMUNICATION AND NEGOTIATION

ECONOMIC AND REGIONAL DEVELOPMENT

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Public Health Financing

Consulting of research project on public health financing reform in Bulgaria,

financed by London School of Hygiene and Tropical Medicine. Sofia (1 year)

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Supervision and project management

Development and follow-up of procedures for pharmaceutical quantitative

primary marketing research

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Management

Hiring and formation of part-time staff for Quantitative Services Department

Staff schedules and supervision, staff evaluation

Meetings’ and workshops moderation

Development of the employees

Communication, work plans management

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Pharmaceutical marketing research

Business proposals writing

Design of methodologies

Questionnaires for patients and doctors design

Data analysis with SPSS

Statistical modeling and prognosis

Reports and recommendations

Expertise in: Adult Asthma, Allergic Rhinitis, Diabetes I and II, HIV-AIDS, Major Depressive Disorders,

Meningitis, Migraine, Muscular Sclerosis, Osteoporosis, Paediatric Asthma, Pain Management,

Rheumatoid Arthritis, Vaccines, etc..

as : Quantitative Department Supervisor, GC Montreal (2 yrs)

Market Research Analyst CSD Montreal (7 months)

awards and honors

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I was born freelancer, so none of the employee jobs I ever had was perfect to me, but some of them were

better then the others.

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I’ve been at job positions at the highest and at the lowest possible level (just never in the middle) and I

don’t find the ones or the others better just because of the power or lack of power or big or small

paycheck.

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The only difference to me at any job is in the organization. This is what can make you feel happy with the

result of the job done or to always feel guilty of something not perfect. (There are some bosses who pre-

fer all their employees to feel this way, because like that they are easily “managed”.)

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If you have higher level of responsibility, you can at least try to make it work. If you are without power re-

sources and there is something wrong or just not good enough, the only thing you can do is to continue

to be accomplice or to stop. (The last one – at your expenses, of course.)

Challenges Faced as Employee

1/5

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I’ve been in cubicles and in more “human-friendly” designed offices. The last ones, even if shared with

other people, are with less noise and higher productivity. It’s because seeing other people, the employ-

ees feel obliged to respect the rules of the civilization.

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The worst thing to me is the fancy trade mark style work dress code, even if the employer pays you extra

money for it. It invades my privacy even more than the entry-level employee’s uniforms.

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During my entire career I had one only real 9-5 job. The worst of all have been the ones which pretend to

be like that (as a salary for hours), but as a “bonus” you receive a work laptop and cellphone to bring

them home after 5. Or after Friday.

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I have incredibly variable bad colleagues resistance, so practically I’ve never been not business-friendly

to anyone. Which, taking into account the diversification of the work places I’ve been at speaks about

my perfectly strong nervous system. (Just don’t ask me about my thoughts, please.)

Challenges Faced as Employee

2/5

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The worst work-place situation possible is to have an incompetent and very ambitious boss and to be no-

body, so to be obliged to follow incredibly stupid orders. (Which is not a big deal to me – I just use my

freedom of movement. On my own expenses, of course.)

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Sometimes very smart people just don’t understand their own end-level of competencies and this makes

the job even harder. You don’t want to leave, because you like them and you respect their professionalism,

but there is no way they can learn to delegate responsibilities, so if you stay, you will be useless.

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I’m absolutely not a fan of “family” type of business culture. It makes me nervous even when I see family

members’ visits at work place.

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Speaking about work place friends, it depends on the size of the city/village as well as on the cultural, edu-

cational, etc. level of the job. I never make friends just because of the circumstances to work with some-

one, but I’m never less business-friendly or more critical to non-friends and the opposite to friends. I have

perfect balance of work and personal feelings, the last ones (if there are some) are before 9 and after 5 or

so.

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The loneliest place in the company is the one of the boss – it’s much better just to have some options for

friends even if you don’t like any of them, than to know that it’s forbidden by job description or to become

suspicious why this or those wants to be your friend. (Kind of social helplessness.)

Challenges Faced as Employee

3/5

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I liked being manager, but I didn’t look at it as at something connected to power. It was kind of challenge to organize the

existing knowledge and skills for better performance or to find new ones.

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The most difficult job of the boss I ever had was to have in the team a previous boss, who was very qualified profes-

sional. The only reason I made it work was because I wasn’t power- but job performance-oriented.

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At employee level I appreciated the places at which I was respected because of the result and I had the feeling of being

equally important to any higher level employee or manager.

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Nor as boss, nor as employee I ever participated in work place gossips and intrigues, which sometimes is difficult, be-

cause it can make you outsider.

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My favorite business culture is the one of the Canadian Corporation, where the tolerated work place behavior is at the

level business-friendly, nor less, nor more.

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I find this model very efficient, because it’s human enough to give space to everyone’s ability, personal enough to make

everyone feel not replaceable and social enough to build a team, but a team from people with business skills at business

place, not by personal criteria or personal dependencies.

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I never make personal favors or personal gifts to bosses, even if the business culture demands it. And the same, when

I’m the boss.

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If I lose my job because of reasons like that, I don’t care, because a work place with such a criteria wouldn’t be a good

match to my professionalism.

Challenges Faced as Employee

4/5

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