Achievements
Andrey Yanovsky is the former head of the Coca-Cola office in Novosibirsk and the present CEO of OAO “Nidan Soki”, one of the four biggest Russian juice and juice drinks producers with annual turnover over $300 mln (the most known company’s brands are My Family, Caprice, Sokos).
Career Highlights
Andrey Yanovsky was born in 1966 in St.Petersburg. He graduated from the Biryuzov Higher Military Academy in Riga, Latvia (then – the Soviet Union) and took executive courses on business accounting and taxation in The St.Petersburg Institute of Economics and Finances.
He started his managerial career in 1993 at the Petersburg office of Coca-Cola, where he began as a trade representative. In the end of the 1990s he was appointed a general manager of Coca-Cola plant in Novosibirsk.
Having worked in the global corporation for nearly 10 years Andrey decided that his career had reached its plateau in Coca-Cola and that he was ready for new big challenges. In 2002 Yanovsky became marketing and sales director in the young Russian FMCG company Nidan Soki. Just a year later he was appointed CEO of Nidan and now he is still successfully running this business.
Leadership Experience
Andrey’s successful experience both in a large global corporation and in a comparably small young local company reveals him as that kind of a manager who won’t stop at whatever level he has achieved and always strives for new professional tasks and challenges.
In the early 1990s when he had just started his career in Coca-Cola almost nobody believed in Russian regional markets and nobody wanted to develop business outside Moscow and Petersburg. His ideas about going to new areas seemed absolutely crazy to senior managers and stockholders. But he turned out to be insistent and convincing enough to get those risky projects under his own responsibility. Several years later Coca-Cola already had six new regional businesses launched with Andrey’s happy touch.
When Yanovsky jointed Nidan, the company had a plant in Novosibirsk and was going to launch production in Moscow region. Andrey became responsible for that big project. At the moment the company has two big production facilities in Moscow and Novosibirsk and employs about 2.300 people. Simultaneously with building the new plant Yanovsky was optimizing sales and tuning distribution channels. It was not simple at all because it had to be done under conditions of rigid economy. The company staff was developing more qualitatively than quantitatively. It was Andrey’s strategy to put in order human resources and job descriptions and to formulate each employee’s responsibilities to make them absolutely clear.
Inviting Andrey to Nidan, the stockholders also wanted him to restructure the company to make it as transparent as possible and get it prepared for entering the bond market. Andrey completed the task successfully – Nidan Soki has already floated two issues of bonds for the total of 1.85 bn rubles and now plans to hold IPO in the fall of 2007.
