AlexanderShein

• Expert and workstream-lead roles on operational-transformation and performance-improvement engagements in Saudi Arabia, Jordan, Kazakhstan and Uzbekistan, on site and remote
• 2026: led a four-month project at Ma'aden (Saudi Arabia) as part of a consulting firm's team
• Saudi Arabia: on-site expert on a large infrastructure program — operating model, performance management and delivery governance
• Jordan, Kazakhstan, Uzbekistan: operations diagnostics, process management and operating-model design for industrial and public-sector clients
• CEO advisory for mid-market owners through Practica 101, with a proprietary diagnostic toolkit: loss map, measurement map, maturity model, KPI cascade

• Led the holding-wide operating-model transformation: 40,000+ employees, 6 assets, 3 geographies; reported to the CEO, worked daily with VPs
• Designed three functional management contours with re-allocated roles, decision rights and accountabilities
• Defined the catalog of key processes, surfaced control and transparency risks, set target KPIs per process owner
• Launched focused improvement projects (maintenance, HSE, logistics) with roadmaps and measurable impact targets
• Built and led a transformation office of 18+ people

• Originated and sold projects in mining and operational improvement; coached project teams and client leaders
• Developed a methodology and toolkit for operational transformations
• New offerings: China sourcing strategy, digital transformation under sanctions, AI implementation in industry

• Led business development in mining across Kazakhstan and neighboring countries
• Coordinated the practice's CxO materials on digital and generative AI for mining and metals, used in pitches across Kazakhstan, Uzbekistan, Azerbaijan and Türkiye
• Underground ferrochrome mining: +25% daily productivity
• Ferroalloy plant: +15% smelting productivity in 3.5 months
• Iron-ore mining and processing complex diagnostic: 22% upside identified
• Led the group that collected global trends in copper production and consumption in 2024 for the firm and its clients

• Ran the firm (10 people); delivered 4 full-cycle projects across heavy industry and CEO advisory for mid-market executives
• Ship-repair company: turnaround time cut by more than 20%
• Coal-mine diagnostic: +11% productivity potential from digitalization
• Electronic shift-order system rolled out at a gold mine

Led 4 navigator teams across 4 sites

2020 impact: about $30 million (300,000 metric tons of KCl)

Key initiatives:

• De-bottlenecking (mine and plant): fewer unplanned and planned repairs, higher productivity of the beneficiation sections
• Cost reduction: cost dialogues, budgets delegated to shop-floor managers, controls in place
• Management infrastructure: structured reporting and meetings, visual management centers, incentive system aligned with employee KPIs

Culture transformation: engagement program, idea factory, training program

• Set up 3 teams on 2 pilot projects to accelerate development at Kuzbass coal mines
• Development rate +15–22% at both mines within the first 4 weeks
• Maintenance program for 41,900 equipment units (RUB 15.4B budget) approved by the Strategic Committee
• Extended the EuroChem business-system toolkit to SUEK projects

• Performance-improvement projects in mining, metallurgy and energy
• Gold mining, Ghana: +56% productivity
• Nickel producer: IT-based underground planning across 3 mines; plan adherence 50% → 88%
• Coal mining: faster development; trained a local team of 8
• Phosphate fertilizers: higher recovery and equipment productivity

• Managed 4 assets in Russia, Kazakhstan, Guinea and Burkina Faso, with their CEOs reporting to me. Accountable for business-plan delivery: financial, safety, production and capital-project targets
• Within two years of start-up every asset generated stable cash flow (+$2 million to +$54 million each) and sat in the first cost quartile of the industry benchmark, about $98/oz below the industry average
• Built stable site management teams (turnover under 7% a year on a fly-in, fly-out basis); labor productivity up 22% through a new incentive system and a flattened three-tier management structure
• The cost-reduction program (Total Production Optimization, lean, Six Sigma) was taken up by the workforce and funded a new plant without external investment, as well as extending the life of existing plants
• Acted as COO of the entire company for 8 months: 9 assets and 9,000 employees
• Mining fleet and plant availability sustained at 85-87% through the maintenance and repair system built across the sites
• Sponsored cross-functional projects across my region: a cost-effective maintenance and repair system, SAP implementation
• Operational readiness and assurance for a new mine: built and ran the readiness tracking plan, adapting methodology from construction and petrochemicals
• Closed one of the group's businesses, settling claims of tax and regulatory bodies, and kept the best people inside the group through a high-potential assessment and transfer program

Also led the analytics and production-reporting unit (3 people): meeting cadence, production reporting, integration of SAP and MES data into routine management reporting

Started as a production analyst focused on operational efficiency and went through 8 projects (2 as analyst, 5 as specialist, 1 as manager), including:

• Iron ore: cost-reduction program (TOP methodology). Led a team of 8. More than 20% cost reduction at the site
• Power generation: lean implementation. Designed and implemented a planned-maintenance system that cut repair costs by 20% and improved equipment reliability (18% fewer unplanned failures in 5 months). Six Sigma elements used to sustain the change
• Petrochemicals: product quality improved through a Six Sigma project; process stability improved by about 16% (Cpk). Technical changes were backed by organizational ones, including a new incentive system prioritizing quality indicators
• Banking: two lean implementation projects. More than 150 employees trained as change agents. On one project built a model 'lean laboratory' with best practices (led 6 people). The branch ran at 30% lower cost; headcount fell as 12-15% of customers moved to remote channels
• Plywood manufacturing: lean implementation focused on mindsets and behavior. Interviews, mapping the values of different employee groups and tools to sustain the change

Within the European Operations practice, developed two knowledge-building projects; one resulted in a training installation at the firm's Frankfurt capability center to teach clients new ways of working

• Joined a project run with foreign consultants to raise equipment reliability. Result with a small kaizen group (2 workers): mean time between repairs doubled (about 211%) with repair time down more than 12%
• Promoted to project manager (June 2007): drove the change in maintenance using lean methodology. Led 4 groups at 4 plants (14 people). Focus areas: cost reduction, identification of critical defects, technical and organizational solutions to eliminate root causes of failures

Joined as an engineer on a project to develop a refrigerator for the Russian market, with development done at the plant in South Korea. Designed the mechanical joints of the unit (the model sold in Russia in 2007-2010). At the same time trained more than 90 assembly-line workers in Korean quality assurance systems. After the project, focused on lean production systems and the organization of the future plant

Back in Russia (February 2006), set up the R&D department and trained staff in the LG manufacturing system