A professional service provider (solo entrepreneur), offering services in the offline environment was moving to another country. The service provided included a thorough strategy design, incorporating both the move into the online environment to cater to the needs of existing clients and the adapted offer to the new market. The detailed analysis and practical strategy implementation roadmap created allowed for the client to have a smooth transition into the new realm. Relevant IP rights have been secured and the contract templates reviewed to ensure the IP matters are handled properly in the future.

The business takeover called for a complete overhaul of the food sector SME. Together with the new owner, the business strategy was reviewed, and the IP strategy was designed to ensure the sustainability of the company's competitive advantage. All necessary formal IP instruments were secured, and internal continuous review processes were put in place. The company went through a complete re-branding and established itself as a confident market player in a well-defined niche.

Business processes in the small services' company have been mapped out, bottlenecks identified, strategy defined to address them, and workflow streamlined. As a result the operational costs for the company have been reduced by 15% and customer satisfaction improved from 73% to 84%.

A professional niche event organizer was considering pursuing its profit and growth goals by expanding into the new markets. The final delivery to the client included the International marketing plan, incorporating the definition of the entry mode strategy and international marketing mix.

An assignment involved detailed inventory of the currently employed risk management and reporting practices at a large European non-financial company, followed by an in-depth analysis and risk reporting redesign to provide more actionable information to the Executive committee and the Board of directors. A special emphasis has been placed on the IP-related information flow both upwards and downwards.

Conducted due diligence, including IP due diligence, and further post-deal performance optimization for the acquisition of a local coffee shop chain in one of the Baltic states. Post-merger IP strategy has also been mapped out. 

An artisanal alcoholic beverage producer needed to have an online presence. After the analysis of the target audience and company's strategy it was decided to create a Facebook page and an Instagram account, whereas the Instagram account would be the main social media marketing channel. Based on that the social media strategy and social media content plan to cater to the company's strategic goals have been designed and communicated to the newly hired internal social media manager (who then took it over). IP training has been conducted for a whole team.

Within the timeframe of the last ten years, I have mediated 23 complex largely cross-border disputes in the intellectual property and art-related domains. Below is a brief overview of several of them:

I have worked with 164 clients from 17 countries (age range: 22 to 67 years), helping them overcome their business and career hurdles, as well as figure out personal turmoils (client satisfaction rate: 9,5/10). Also, in September 2018 I have launched an online course in Russian, followed by 142 people in “self-study” mode and by 27 people in the “mentored” mode.

Several detailed client cases are published on LinkedIn Pulse and are accessible following the below links. (As a side note: these cases likewise illustrate my storytelling skills.)