Challenge:

Following a strategic acquisition of a trading company and two production sites, Alcoa’s Russian operations were facing low profitability, inconsistent pricing, siloed reporting, and poor customer experience. Production prioritized high-volume, easy-to-manufacture products over high-margin ones. Contract terms varied widely, sales forecasting was unreliable, and there was no structured customer management or unified reporting system in place.

What I led:

As Business Transformation Manager, I led the post-acquisition commercial integration across 3 business units. I drove changes in pricing, sales forecasting, customer management, and production prioritization — in collaboration with internal stakeholders and McKinsey consultants.

What I delivered:

• Replaced fragmented local reports with global-aligned commercial reporting

• Rolled out a web-based sales forecasting system; trained teams on weekly forecast accuracy

• Introduced a customer segmentation and management program (including annual distributor conferences)

• Rationalized production around high-margin, exportable products

• Implemented a McKinsey-designed price pocket calculator for dynamic pricing

  Standardized and simplified contract terms across customers

Business Results:

✅ 50% growth in profitability after price increases, product rationalization, and segment targeting

✅ 95% sales forecast accuracy

✅ 40% increase in working capital via inventory reduction

✅ Improved customer experience

✅ Rationalization of production capacity in the EU resulting in plant closings