Sales are growing, profit is not.
Revenue breaks records, yet the owner sees no cash. Margin leaks through operations nobody manages as a system.
→ Solved dozens of times. Brinex: 30B RUB revenue → profit restored
Operational transformation for teams that scale
Operators for those who scale.
We don't just advise. We change the economics of the company: we bring back profit, free up capital and take the owner out of day-to-day operations.
Proprietary method: Green Map. A number on every link between departments, and an agreement for every red one.
25 years at Lamoda, PEC, Brinex. 11 years with our own team. 11 assets active. Strategy, turnaround, SCM, foreign trade, automation, for companies where operations have become the bottleneck to growth. No team replacement, no empty slides.
Where money leaks
Six places where a business
quietly loses profit.
If you recognise even one, we have been there. More than once.
The owner: the main bottleneck.
Nothing moves without you. You are the operations director, the firefighter and the referee at once. The business cannot grow faster than you can keep up.
→ Solved dozens of times. PEC: units with their own P&L took the load off one person
The warehouse eats working capital.
Cash is frozen in stock that sits in the wrong place and is the wrong mix. One DC is overflowing, another is empty, and purchasing follows a single template.
→ Solved dozens of times. Brinex: stock by demand geography, −1B RUB of losses
Managers fight fires.
The team lives in reaction mode, not management mode. Every day is an emergency, and nobody has time to fix the cause instead of the symptom.
→ Solved dozens of times. LUIS+: from chaos to 99% SLA in 2 years
The ERP went live, no results.
The system is in, the money is spent, yet efficiency has not moved. The software is there, but nobody rebuilt the processes around it.
→ Solved dozens of times. Lamoda: mini-batch and sorter launched in 7 days
The company is not ready to scale.
You want to grow, but it is scary: there is chaos inside, and every new branch or market multiplies it. Growth hits the ceiling of manageability.
→ Solved dozens of times. PEC: 200+ franchises, expansion abroad
None of these zones is «a warehouse problem» or «an ERP problem». It is money that leaves every month. We find it and bring it back.
Proprietary method · GK
Green Map.
Chaos between departments is not about personalities. It is a design flaw.
We map how the company really works, in its own managers' words, put a number on every link between departments, and turn every red link into a written agreement with a pair of metrics. The map that was red turns green, and the whole team can see it without a report.
risk index = criticality × failure frequency
- 1-6 link works
- 7-12 watch
- 13-25 agreement required
-
Phase I · 1 week
Capture
The real list of departments, not the org chart. Each head describes, on their own, what they receive and what they hand over, and scores it. Everything goes into one matrix.
-
Phase II · 1 week
See
A risk index on every link and three diagnoses. The company sees itself in two views: a web of dependencies for the owner, a conveyor from client order to closed paperwork for department heads. Presented to the whole team at once.
-
Phase III · 4-8 weeks
Lock in
Every red pair gets an agreement: what, in what form, by when, what counts as a breach, who escalates. Each agreement has an owner who tracks deadlines daily. The map is re-scored monthly.
Break
A link with a high index. Visible right away. Fixed with an agreement and a pair of metrics.
Asymmetry
One department is sure it delivers, the other does not think it receives. Nobody sees it, which makes it more dangerous than a break.
Phantom
A function many depend on, but nobody owns. We place it inside an existing department.
// where the method was built
A HoReCa wholesale company. 9 departments, 9 heads.
Six of nine heads reported depending on a function with no owner; warehouse and finance rated it 5 out of 5. The function now has an owner inside the operators' team.
The first measurement is done. We publish no impact figures until the second measurement, 90 days later.
- 84
- requirements to neighbouring departments collected and consolidated
- 20
- links existed, but nobody saw them
- 9
- rows turned out to be template hints
- 22
- criticality points for a department that does not exist
It is time if
- meetings end with finding someone to blame, not a decision;
- no cross-department approval moves without the owner;
- every department thinks it does fine, yet clients are unhappy;
- the same problem comes back every month from a different side.
Not motivation, not team building and not a new org structure. The method does not work without the CEO's personal involvement, so the CEO signs off the scope before we start.
Map
You see departments pulling in different directions, and everything goes through you.
1.5M RUB· 3 weeks
- Phases «capture» and «see»
- Matrix with risk index
- Three diagnoses
- The map in two views
- Three-act document, presented to the team
→ the company sees where it breaks
Order the mapMap and agreements
Everything in GK-01, plus red links locked in on paper.
4.5M RUB· 10 weeks
- Agreements between departments
- Register of paired metrics
- Rules for the commitments owner
- Green Map tracker launched
→ handoffs work without the owner
Discuss a projectTurnkey
Everything in GK-02, plus a proven result.
7.5M RUB· 6 months
- 90 days of support
- Second measurement and colour comparison
- Method handed over to an internal owner
→ the red map turned green
Discuss a projectPay-for-result option: fixed fee minus 30%, plus a bonus if the second measurement hits the target index. The target is the map's physical floor, calculated and announced before we start. Not zero: link criticality cannot be removed, only failures can.
Capabilities
Four practices.
Sixteen competencies.
We cover each practice end to end, from strategy to implementation. Any of the sixteen competencies can be taken on its own or combined into a program in one of four formats.
Strategy and transformation
From vision and operating model to a fixed execution cadence. We bring loss-making business units back into the black, in 90-180 days.
- Strategic planning, 3-5 years · business model
- Turnaround and operational recovery
- Repositioning and restructuring the perimeter
- Operating model: goals, metrics, planning cadence
Supply chain (SCM)
End-to-end SCM, from demand forecast to the store shelf. Not «just the warehouse» and not «just procurement».
- S&OP, demand forecasting, inventory management
- Procurement, tendering, suppliers
- Foreign trade, import, customs, multimodal routes
- Logistics, fulfillment, WMS / TMS / routing
Technology and automation
Replacing manual work with repeatable algorithms. From office RPA to warehouse robots, and custom software when off-the-shelf is not enough.
- Process automation · RPA
- Warehouse robotics and WMS integrations
- Custom software, our SellerOS as an example
- BI, analytics, KPI dashboards (PowerBI, metrics)
Team and culture
A team that holds the change after we leave. Structure, motivation, cadence, and training to keep the bar.
- HR, org structure, headcount plan
- Performance management, KPIs, motivation, appraisal
- Change management in operational transformation
- Corporate training, 11 proprietary programs
Approach
We see what
others miss.
Most consultants bring templates. We bring working processes, taken from companies that are already scaling.
// From the founder
Zafarkhon Alikhodzhaev IDEAL Consult · author of «Tasty Stories»For twenty-five years I rebuilt operations from the inside, at Lamoda, PEC, Brinex. Now the same methodology works for others.
-
Lamoda DCHead of Operations DC
Storno report from 0.18% to 0.0008%, the warehouse's main quality metric. 3 000 at peak, 4 shifts of 750.
-
PECOperations Director
230 warehouses and a trunk network. Millions of consignments a year.
-
BrinexLogistics Director
SLA from 56% to 98%. #1 in DataInsight.
Metrics
Results you
can measure.
If the effect cannot be measured, it is not a project, it is a presentation. This is what we have delivered consistently for 11 years.
0+
companies in portfolio
0
years of the founder's own practice
0
years of IDEAL Consult
Cases · the heart of the site
What we did by hand.
Not presentations. Operations rewritten from scratch, under real names. Click any case to open the full story.
Lamoda · Head of Operations DC
They sent us to Europe to learn. A year later the teacher came to us.
from bare concrete, 68,000 m²: in-house WMS, then Manhattan · 4 shifts of 750 people at peak
Before · launch
warehouse stalled
→
After · 7 days
everything running
McKinsey alumni botched the mini-batch and sorter launch: stock was piling up in the middle of the floor. I came back and brought the automation up in seven days of manual tuning.
70 cities · Next Day Delivery
68k m² from bare concrete
3 000 at peak, 4 shifts of 750
0,18%→0,0008% storno*
The German founders from Rocket Internet took us on reference visits to Europe's #1 e-commerce player and to Amazon Europe. Then they handed us 68,000 m² of bare concrete, and we designed the automation from scratch: three mezzanines, an in-house WMS. Later we moved the warehouse to Manhattan.
For the mini-batch and sorter phase, McKinsey alumni were put in charge of the warehouse and we were pushed aside. On launch day mini-batch did not start, the sorter stood idle, stock piled up.
Theorists would never have handled a crisis like that. Only practitioners can.
I took over: with IT we worked through hundreds of Jira tickets, and I built the product waves by hand through WMS rules. In seven days mini-batch and the sorter were at full capacity.
A year later that same European leader came to us to learn. I ran fulfillment training for them.
Then came Next Day Delivery in 70 Russian cities (order by 12:00, delivery the next day), and in August 2014 a Moscow service that neither Sapato, KupiVIP, Wildberries nor Ozon had.
* storno report, the warehouse's main quality metric. It became a metric after a year of work, there were no dashboards at the start. It is not the company's total losses.
▸ read the full story
Brinex · Kolesa Darom
«Was there even a season this year?»
Russia's largest tyre retailer · revenue 30B+ RUB
Before · SLA
56%
→
After · SLA
98%
With 30B RUB in revenue, the owner saw no cash. SLA 56→98%: first at the season peak, at the end of October, and confirmed by measurement through year-end. Within a year #1 in DataInsight in Automotive.
#1 DataInsight Automotive
+1B RUB saved in one season
+30% shipments
Distribution centres in the north and south of the country were stocked to one template, even though these are different markets. Nobody managed inventory. We studied demand for every store, all time zones and latitudes, benchmarked competitors, and within three months changed the stock in every DC.
A year earlier the autumn season had cost the company over a billion roubles in losses. The next year the owner asked: «Was there even a season?»
There was: +30% shipments year on year, the chaos simply disappeared and the peak went unnoticed. SLA 56→98% at the season peak, confirmed by year-end, and #1 in the market within a year.
▸ read the full story
PEC · Operations Director
We broke the monolith into businesses with unit economics.
Russia's largest multi-service logistics operator
Before
one monolith
→
After
10 units
The company was drowning, trying to do everything at once. I split it into units with their own directors and P&L: the chaos went away, and the company expanded abroad and into autonomous trucks.
10 units with P&L
200+ franchises
M-11 autonomous trucks
Everyone complained about warehouses and people, but the root cause was the model: the same trucks and people handled groupage, courier and line haul. I split the monolith into ten business units: each with its own director, KPIs, warehouses and trucks. The back office (finance, HR) stayed shared.
When a director owns their own economics, they make it more efficient themselves. Excess people and costs went away as a consequence.
We packaged the PEC franchise with ex-Mail Boxes Etc.: 200+ franchises sold. The company expanded abroad and into the M-11 autonomous trucking project.
▸ read the full story
LUIS+ · Logistics and Supply Chain Director
On day one I put on gloves and went out as a loader.
distribution · 40,000+ SKU · 9th director brought in
Before · shipping
7-10 days
→
After · delivery
1 day
Nobody believed in the ninth director. I did not introduce myself and went out as a loader to see the warehouse from the inside. Result: one-day in 17 regions, 99% SLA.
99% SLA after 2 years
17 one-day regions
same-day Moscow and region
Top management met me with scepticism: eight directors before me had failed. On day one I introduced myself to nobody, put on gloves and worked a shift as a loader. In a few shifts I saw what you cannot see from an office.
It was not the reporting that needed fixing. It was the physics of the warehouse.
3 months: shipping within 2 days. 11 months: WMS on a warehouse built from scratch; construction did not allow it before the May holidays. Then TMS, yard and inventory management, foreign trade, private label. 24 months: 99% SLA, a DC network, one-day in 17 regions, same-day in Moscow. Over those 2.5 years company revenue grew from 28 to ~40B RUB.
▸ read the full story
Capital Delivery
A contract with penalties, a mutiny, and a warehouse half as heavy.
confectionery distribution · 20,000 m² · 4,000 SKU
Before · staff
230 people
→
After · staff
90 people
A tough «bonus versus penalties» contract, 8 shipping flows, a mutiny of 230 people on the eve of launch. WMS in 6 months, TMS and YMS ahead of schedule within the one-year contract. Zero penalties.
−61% staff
WMS in 6 months
8 flows for 4,000 SKU
The contract: launch WMS, TMS and YMS in a new warehouse within 12 months, with a bonus and heavy penalties. Eight movement flows had to fit into 20,000 m². On the eve of launch 230 employees mutinied. I fired them all the same day. They all came back, but I took back only the best: 90 out of 230.
I do not negotiate with saboteurs. I decided I would manage without them.
WMS went live in 6 months, TMS and YMS ahead of schedule within the one-year contract. The warehouse runs on 90 operators instead of 230, total logistics costs are down 40%, and shipping errors are down many times over.
▸ read the full story
Portfolio
What we hold.
What we sell.
11 active assets · 5 principal deals where we are co-founders and principals, and 6 sell-side mandates where we act as the owner's agent. Russia · Uzbekistan · UAE. Six of the eleven below, the rest on the portfolio page.
SellerOS, Decision Engineering
A digital operations director for marketplace sellers. It knows the real profit on every decision and grows it. A share only of proven profit growth, not of GMV.
ANIRAD, AI infrastructure creator economy
Dubai · MENA. Voice cloning + lip-sync video. Brands get fresh creative in 5 minutes, the creator gets 75% of revenue.
YOLI, Emotional infrastructure for travel
Not an app. A presence. Three-layer architecture: Vision → Decision → Operations. 6 carriers of atmosphere. iOS live since 06.05.2026.
Ramenki, industrial park 88.5 ha
Moscow region. Sale + Lease + management company. Equity 610M → asset 6,9B in 5 years. Multiple 11,3×.
Boutique hotel, 10 floors in Yakkasaray
Tashkent. 80 rooms, 7,300 m², $1,370/m², below the regional benchmark for new-build hospitality.
RS Success Agro, biotech agro full cycle
Uzbekistan. 6,033 ha, 3 WIPO brands in 65 countries. EBITDA $2M, $70M+ invested, for sale for $25M.
Geography
Russia and beyond.
Moscow, the regions, export. We work wherever the client has a physical flow, from a factory in China to a DC in Yekaterinburg.
From factory to shelf.
We design and rebuild supply chains end to end: multimodal routes, customs, line haul, warehouse, routing, last mile. Not «just warehouse advice».
12project cities
7countries
6time zones
Clients and partners
Among those who already work with us.
Stack and partners
We work with everything
that you already run.
WMS, TMS, marketplaces, EDI and BI: we implement new ones or plug into what you have. No sacred cows.
Lead WMSWarehouse
AxelotWMS / TMS
1C:WMSWarehouse
UL.SULabelling
WildberriesMarketplace
OzonMarketplace
Yandex MarketMarketplace
Alta-SoftForeign trade
Kontur.DiadocEDI
PowerBIBI
amoCRMCRM
Bitrix24CRM / Tasks
Don't see your system? Write to us, we have almost certainly worked with it.
Testimonials
01 / 04
«The IDEAL team rebuilt our warehouse model from scratch. In 4 months, pick accuracy from 94% to 99.9%, B2C order lead time from 36 to 12 hours. And, more importantly, our own team can now keep it running.»
Key result
−67% lead time
Service lines
Four formats.
For any stage of the task.
Don't know where, we start with an audit. You know wherebut not how, advisory. You know how, but lack the capacity to run it, management. You have the capacity but need hands, implementation. Each format covers any of the sixteen competencies.
Audit
If it is unclear where the money is and where it leaks.
from 1.5M RUB· 2-4 weeks
- Operations diagnostic in the chosen practice
- Savings potential and timeline
- Task prioritisation by ROI
- Report and board presentation
- 30-minute follow-up consultation
→ a report with priorities and numbers
Order an auditAdvisory
If you know where, but not how.
from 5M RUB/ month · retainer
- Target operating model design
- 90-180 day roadmap
- Pilot implementation and stabilisation
- Capability transfer to your team
- Weekly cadence, metrics, SLA
- Private project channel in Telegram
Average LTV, years. Not a one-off session.
→ a working methodology + a trained team
Start a projectManagement
If you know how, but lack the capacity to run it.
On request· program management
- PMO: program, portfolio, risks
- Control of pace, metrics and commitments
- Escalations, board status
- Process owner on your behalf
- SLA on discipline, not on hours
→ the program runs on schedule, without slippage
Discuss a programImplementation
If there is a plan but you need hands.
On request· turnkey delivery
- Launching a flow from scratch: WMS / TMS / SCM
- Restructuring procurement, inventory, foreign trade
- IT architecture and integrations
- Stabilisation and SLA on results
- Handover of a tuned flow
- Support for the first 30-60 days after launch
→ a working flow + transferred capabilities
Discuss a projectAny of the 16 competencies can be delivered in any of the four formats. Take them separately, or we build a program.
Executive cohort
Three programs
on 25 years of practice.
Not corporate training, but a closed executive cohort, 4-8 participants at COO / Operations Director / CFO level. 6-8 weeks, $15-40K per participant. Each program is built on real interventions at Lamoda, PEC, Brinex. Modelled on Reforge × McKinsey Academy.
OP-01
Operational turnaround in 90 days
Lamoda DC · Brinex · PEC · 6 weeks · cohort 4-8 · 1,700,000 RUB
OP-02
S&OP without sacred cows
PEC · 230 warehouses · Lamoda · LUIS+ · 6 weeks · cohort 4-6 · 2,250,000 RUB
OP-03
WMS migration for a large warehouse
Lamoda · 1 Marka · CapDel · LUIS+ · 8 weeks + in person · cohort 4 · 3,000,000 RUB
Applications are accepted from companies, not individuals. Contracts with legal entities only. Contact us about any program →
Ready to build
something worthwhile?
Let's start with a 30-minute call. Tell us about the task, and we will say whether we can help and which format fits. No presentations.
No prepayment
Contact
Or write to us directly.
Fill in the form or choose a channel. We reply within one business day, usually faster.