Kazakhstan-based experience across large-scale gold and copper mining operations, supporting both open-pit and complex industrial sites.
At RG Gold, a major gold mining company developing the Raygorodok deposit (one of the largest mono-deposits in Kazakhstan with approximately 100 tonnes of gold reserves under JORC classification), I led operational procurement across a wide range of indirect categories.
At KAZ Minerals, a leading copper producer operating large-scale open-pit and underground mines in Kazakhstan and Kyrgyzstan, I manage strategic procurement supporting high-volume production and complex site operations.
I led a team responsible for operational procurement, ensuring uninterrupted supply of critical goods and services across multiple categories.
Key focus areas:
Strategic and operational procurement across mining sites
Management of indirect categories including IT equipment, software, services, PPE, security, catering, cleaning, and site support
Supplier selection, contract negotiation, and performance management
Cost optimization and consolidation of supplier base
Procurement support for remote and high-demand operational environments
Stakeholder coordination across operations, finance, and technical teams
Leadership:
Managed a team of 2 procurement specialists responsible for operational purchases and category execution
Impact:
Delivered significant cost savings (up to 50% in selected categories) through supplier consolidation and renegotiation
Ensured continuity of operations through reliable supplier management and procurement planning
Supported ESG initiatives, including local supplier engagement and community-related procurement
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My international consulting experience includes work on regional logistics, infrastructure, sustainability, digital strategy, and market development across Central Asia and Southeast Asia.
As a Summer Associate Consultant with the Asian Development Bank (ADB), I contributed to analysis and strategic recommendations for the Almaty–Bishkek Economic Corridor, focusing on logistics bottlenecks, trade facilitation, and infrastructure improvement opportunities across Kazakhstan and Kyrgyzstan.
My work included assessing the growth potential of the Alatau Industrial Trade and Logistics Complex, identifying opportunities to improve throughput at the Ak-Tilek – Karasu border crossing, and developing practical recommendations to support multimodal logistics infrastructure and regional economic integration.
In addition, during my MBA at the Asia School of Business in collaboration with MIT Sloan, I worked on consulting-style projects with multinational organizations in Southeast Asia, covering sustainability, digital strategy, and go-to-market planning.
Selected project areas:
Regional logistics and infrastructure: analysis of cross-border trade flows, customs bottlenecks, and investment opportunities in Central Asia
Sustainability and energy: recommendations for optimizing renewable energy systems and improving power production reliability on Batu Batu Island, Malaysia
Digital agriculture strategy: assessment of market viability for precision agriculture tools and development of a strategic roadmap for Sime Darby Plantation
Consumer platform strategy: analysis of value drivers and product placement opportunities for AirAsia’s Ikhlas Muslim lifestyle platform
Go-to-market strategy: persona analysis and GTM planning for a loyalty program involving Sharia banks in Indonesia
Key focus areas:
Logistics network optimization
Cross-border trade and customs efficiency
Infrastructure and investment recommendations
Sustainability and operational improvement
Digital strategy and market viability assessment
Customer insights and go-to-market strategy
Public-private and cross-sector collaboration
Result:
Contributed data-backed insights and practical recommendations across infrastructure, sustainability, and digital growth projects in Central Asia and Southeast Asia.
Ghalam LLP is a Kazakhstan-based aerospace manufacturing plant and Assembly, Integration, and Testing Complex (AITC) in Astana, established as a joint venture between Airbus Defence & Space, JSC “NC Kazakhstan Gharysh Sapary”, and Kazakhstan’s Aerospace Committee.
I led procurement within a high-tech manufacturing environment supporting spacecraft development and component production. A key part of my work was transforming procurement procedures from a heavier government-style model to a more efficient quasi-governmental approach, making processes lighter, faster, and more practical while maintaining compliance.
Key focus areas:
Procurement transformation and process simplification
Supplier Relationship Management (SRM)
SOP mapping and process standardization
Strategic sourcing for technical and capital goods
Supplier qualification and performance evaluation
ISO 9001:2015 readiness and compliance alignment
Result:
Improved efficiency and transparency of procurement processes
Supported qualification as an Approved Supplier to Airbus Defence & Space
Borusan Cat Kazakhstan is the exclusive Caterpillar dealer in Central Asia, supporting mining, construction, oil and gas, and power sectors with equipment, after-sales services, and integrated operational solutions.My career progressed through several roles of increasing responsibility, moving from contracting to process improvement, then to department leadership, and later to procurement function development.
I started in the service division as a Contracting Specialist, supporting services across all business divisions, including mining, construction, and generators. My responsibilities included contract administration, coordination of service-related commercial terms, and operational support for service delivery.
After completing Lean Six Sigma certification, I led several process improvement initiatives and served as a Six Sigma Project Supervisor, focusing on efficiency, waste reduction, and operational optimization.
I was subsequently promoted to Deputy Manager of the Contracting, Planning, and Logistics Department, where I led a team of 14 people and managed end-to-end contracting, planning, and logistics activities across the full operational lifecycle.
A key part of my role was ensuring that contract terms were fully aligned with delivery schedules, logistics requirements, and payment conditions, including Letters of Credit and Bank Guarantees. This was critical to securing the timely delivery of large imported mining equipment components sourced from different parts of the world.
I was later appointed to a newly created Procurement Supervisor role, where I centralized administrative and indirect procurement, developed procedures and controls, and built the function from the ground up, growing the team from 1 to 6 people.
Key focus areas:
Contracting and service support across multiple business divisions
Lean Six Sigma process improvement and project supervision
Contract negotiation, Incoterms, Letters of Credit, and Bank Guarantees
Multimodal logistics coordination and delivery execution
Procurement centralization and function development
Team leadership and cross-functional coordination
Result:
Strengthened end-to-end contracting, logistics, and service support processes
Improved operational efficiency through process optimization initiatives
Established a centralized procurement function with structured controls and governance
Oracle
Cognos
1C (Accounting & Procurement)
Directum
SAP MM (material movements)
RFx & Tender Management
ISO Standards
Lean Six Sigma
NADLoC
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