Maksim Shelukhanov — Full Executive Profile
Maksim Shelukhanov
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Executive profile

Maksim
Shelukhanov

B2C Business Executive

I lead and transform B2C businesses across P&L, commercial strategy, operations, customer experience and digital products.

I connect revenue and margin growth with a disciplined operating model, from traffic and products to order fulfillment, service and customer lifetime value.

Product • Data • Technology • AI

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Maksim Shelukhanov

01

Scope of responsibility

up to RUB 20bnP&L and business scale

270+retail locations

up to 1,300+employees across operations

22+ yearsof management and industry experience

02

Five engines of growth

  1. Commercial growth
  2. Operations
  3. Customer
  4. Digital products
  5. Data, technology and AI

One management system: business transformation and measurable P&L impact.

03

Managing B2C as one connected system

I connect customer economics with demand fulfillment across functions and channels.

  1. Traffic
  2. Customer
  3. Conversion
  4. Order
  5. Fulfillment
  6. Service
  7. Retention
  8. LTV
  9. Revenue
  10. Margin
  11. P&L

04

Business results

Seven companies. One principle: results always belong to a specific context, set of actions and company.

01 / 07

ORTEKA · NIKAMED Group

Omnichannel built around shared customer economics

Director of Omnichannel Sales · February 2025 — May 2026

Context and scale

A B2C business exceeding RUB 10bn, with 270+ retail locations and 1,000+ employees. The task was to connect retail, e-commerce, CRM and the contact center with P&L economics.

What I did

  • Redesigned channel management around a shared customer flow and journey.
  • Connected marketing, sales and service with end-to-end analytics and gross profit.
  • Introduced AI personalization of customer communications and automated interactions.

Result

  • 14% → 22%+digital sales share
  • +RUB 165mcombined impact of the initiative portfolio
  • +24.8%year-on-year gross profit growth
  • +52%marketplace sales growth
Explore the case study

02 / 07

Kenguru

Personal commerce: digital sales, CRM and AI

Digital sales and omnichannel development · December 2023 — October 2024

Context and challenge

Premium retail with a personal stylist service. The task was to bring that quality of customer relationships to digital channels and accelerate growth.

What I did

  • Developed the app, click-and-collect and unified customer analytics.
  • Introduced CRM clusters and personalized workflows for stylists.
  • Launched AI personalization of offers based on customer context.

Result

  • more than doubleddigital sales growth
  • +75% / +55%app revenue and orders
  • +28%click-and-collect growth
  • +RUB 40mimpact of CRM clusters
  • AI-personalized offers — +RUB 13m per monthverified commercial impact
Explore the case study

03 / 07

Kolesa Darom · Brinex Group

Growth through product availability, service and location analytics

Executive and operational management · July 2021 — September 2023

Context and scale

A nationwide network of 140+ centers and over 1,300 employees. The task was to grow, improve service and maintain operational efficiency at the same time.

What I did

  • Connected inventory movement, service bookings and customer base management.
  • Introduced location analytics for site selection and network expansion.
  • Redesigned operating processes and the economics of the service business.

Result

  • +40.8%service revenue
  • +19%customer base
  • +39%service bays
  • −1.5 ppoperating expenses
  • 12new centers
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04 / 07

SUNLIGHT

Digital growth supported by strong operations

Customer experience and digital transformation · June 2020 — July 2021

Context and challenge

Rapid growth in digital demand required changes to ordering, delivery and customer service while maintaining speed and quality.

What I did

  • Redesigned order processing and courier delivery operations.
  • Introduced common service standards, operator interfaces and location-based order storage.
  • Automated support through live chat and a chatbot.

Result

  • RUB 5.6bn → 13bne-commerce growth
  • 7×courier delivery growth
  • 4–6 hours → 30–60 minutesorder processing
  • 20% → 98%first-contact resolution
  • −20%costs while operations grew by 140%
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05 / 07

Tanuki

Customer service and delivery as one process

Digital sales, service and delivery operations · November 2018 — June 2020

Context and challenge

A restaurant chain’s own delivery operation. The task was to build a manageable customer service function and make order fulfillment more predictable.

What I did

  • Built the customer service function from scratch and introduced customer journey KPIs.
  • Connected the order management system, courier app, telephony and chats.
  • Redesigned the courier delivery model and on-time delivery controls.

Result

  • +15 ppon-time delivery
  • +10% year on yearonline revenue
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06 / 07

Dochki & Synochki

Retail and online sales in one fulfillment model

E-commerce and omnichannel transformation · September 2017 — August 2018

Context and challenge

A nationwide supermarket chain. The task was to make stores and distributed inventory a competitive advantage for the digital business.

What I did

  • Integrated retail and the online store into an omnichannel model.
  • Launched reservations from store inventory and developed last-mile delivery.
  • Connected warehouse infrastructure and regional pricing.

Result

  • +49%online channel revenue
  • +62%operating profit
  • +8 pporder fulfillment
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07 / 07

Technosila

E-commerce as a business and an omnichannel operation

E-commerce management · November 2014 — August 2017

Context and challenge

A major electronics retailer. The task was to scale the digital business, product range and omnichannel fulfillment.

What I did

  • Developed the e-commerce platform, CRM and loyalty program.
  • Launched new categories and a stockless sales model.
  • Integrated the online store, in-store terminals and fulfillment processes.

Result

  • RUB 7.9bn / +85%e-commerce revenue and growth
  • RUB 1.3bnnew categories
  • RUB 2bnstockless model
  • +119%margin
  • +98%traffic
  • +13 pporder fulfillment
Explore the case study

05

Management expertise

Eight connected areas of management, from P&L and commercial strategy to technology and transformation.

01

P&L and strategy

  • Revenue, margin, costs and profit
  • Growth strategy and initiative portfolio
  • Accountability for the performance of the whole business

02

Commercial strategy and growth

  • Sales, categories, assortment and pricing
  • Marketing and acquisition channel economics
  • Marketplaces, CRM and customer base development

03

Operations

  • Order fulfillment, logistics and product availability
  • Service teams, contact centers and service standards
  • Productivity, quality and operating costs

04

Omnichannel sales

  • Retail, websites, apps, marketplaces and service
  • A unified customer journey and distributed inventory
  • Shared channel economics instead of internal competition

05

Customer experience

  • Customer journeys, service quality and feedback management
  • Retention, purchase frequency, lifetime value and personalized communications
  • Connecting customer metrics with revenue and margin

06

Digital products

  • Websites, apps, CRM and order management systems
  • Product portfolio, priorities and roadmap
  • Developing the digital channel as a complete business

07

Data and management analytics

  • Metrics, business intelligence and end-to-end analytics
  • Segmentation, cohorts and customer economics
  • Data-informed commercial and operational decisions

08

Technology and transformation

  • Connecting business, product, IT and data
  • Process automation and technology platforms
  • Operating model transformation with measurable impact
Explore all expertise

06

Management through data and AI

Data should support everyday decisions and measurable results, beyond retrospective reporting.

Data → insight → decision → action → P&L impact

Customer segments Lifetime value and retention Purchase frequency Channel economics Conversion Demand and availability Productivity Service levels

AI in commercial operations · ORTEKA

Personalized communications and automation

AI personalization and automated communication workflows are embedded in customer flow management. Impact is assessed through conversion, service efficiency and cost to serve, as part of everyday operations.

Measurable AI impact · Kenguru

Personalized offers for customers and stylists

AI complemented CRM clusters and stylists’ personal work with clients. Verified commercial impact: +RUB 13m per month.

Early technology foundations · Dostavka.ru

Recommendation system and automated pricing

Practical use of algorithms in commerce began long before the current AI wave. That experience shaped a principle: technology creates value when it changes decisions and business economics.

07

From strategy to execution

I turn strategy into a regular cycle of decisions, actions and accountability.

  1. 01

    Diagnose the economics

    Break P&L, customer flows and operations down into manageable drivers.

  2. 02

    Identify sources of impact

    Build a portfolio of initiatives based on their contribution to revenue, margin, costs and customer value.

  3. 03

    Connect the functions

    Assign shared goals across commercial teams, operations, product, IT and data.

  4. 04

    Establish a rhythm of execution

    Metrics, owners, management meetings, decisions and performance reviews.

  5. 05

    Scale the working model

    Embed changes in processes, products, data and accountability.

08

From engineering foundations to B2C leadership

Engineering, analytics, digital products, customer experience, operations and P&L have come together in one executive profile.

  1. 01Engineering mindsetBauman Moscow State Technical University
  2. 02Analytics and operational controlEnter / Svyaznoy Group
  3. 03Digital growthCustomer acquisition and e-commerce
  4. 04Commercial managementMultibillion-ruble e-commerce
  5. 05Customer and productCRM, customer experience, lifetime value and service
  6. 06Omnichannel and operationsRetail, online channels and service
  7. 07B2C business leadershipP&L, transformation and scale

09

Professional foundations: 2003–2014

Dostavka.ru, Enter and my own e-commerce projects laid the foundations in analytics, product and commercial management.

11 years before Technosila

Enter / Svyaznoy Group

Head of Analytics and Operational Control

Building e-commerce and marketing analytics, KPI systems, performance management, process analysis and an omnichannel model.

Dostavka.ru

Digital marketing, e-commerce, recommendation systems and automated pricing.

Entrepreneurial projects

Hands-on entrepreneurial experience in e-commerce, from demand generation to product and sales economics.

10

Education

Management training built on engineering and technology foundations.

Engineering degree · 2006

Bauman Moscow State Technical University

Faculty
Special Mechanical Engineering
Department
Ballistics and Aerodynamics
Qualification
Engineer

Second university degree · 2011

Russian State University for the Humanities

Field of study
Management
Contribution to my profile
Management training complemented my engineering and analytical foundations.

11

Business challenges

Growth, operational control and transformation with measurable P&L impact.

Contact · 12

Let’s discuss your business priorities

Roles with responsibility for P&L, growth, commercial strategy, operations and transformation.