ILANA DIAMOND ROVNER, Circuit Judge.
After his discharge from The Trump Company, Kenneth Janiuk sued his former employer under the Age Discrimination in Employment Act, 29 U.S.C. §§ 621 et seq., alleging that his termination was the result of unlawful age discrimination. The district court granted Trump’s motion for summary judgment, finding that Janiuk had failed to come forward with evidence from which a reasonable jury could conclude that Trump had treated younger employees more favorably than Janiuk, or that Trump’s stated reason for Janiuk’s discharge was a pretext for age discrimination. Janiuk challenges those determinations here, and after careful consideration of the record, we agree with Janiuk that summary judgment was improper. We therefore reverse the district court’s judgment for Trump and remand for a trial.
I.
Because the district court resolved this case on summary judgment, we describe the factual record in the light most favorable to Janiuk. See Jones v. Webb, 45 F.3d 178, 180 n. 1 (7th Cir.1995). At the time of the relevant events, Trump was engaged in the food brokerage business, meaning that it contracted with food product manufacturers to distribute their products to various customers, including retail outlets.1 Trump maintained a sales department to service these retail outlets, and that department was divided into four divisions. The two divisions relevant here are those that serviced independent retail outlets and chain retail outlets. At the time of his termination, Janiuk was the sales manager for the independent outlet division, which meant that he was in charge of managing Trump’s sales to independent retail outlets. As sales manager, Janiuk supervised sales representatives assigned to the independent outlet division, as well as that division’s three area managers. Jean Bodart, who was approximately two years older than Janiuk, served as the sales manager for Trump’s chain outlet division, and [506]*506she had responsibilities similar to those of Janiuk, but with respect to chain retail outlets. Both Janiuk and Bodart were supervised by Robert Prater, the vice president of. Trump’s retail sales operations.
In January .1995,- Trump lost one of its largest accounts, Van den Bergh Foods, as well as two smaller accounts. The Van den Bergh Foods account, which had been serviced by both the independent and chain divisions, had generated approximately eight percent of Trump’s annual revenue. In response to the loss of these accounts, Trump’s five shareholders concluded that the company had to reduce its .operating expenses. The shareholders ultimately decided upon three ways for it to do so: (1) by cutting their own salaries ten percent, (2) by not replacing two employees who recently had resigned, and (3) by eliminating five existing employees. Janiuk was one of the five selected for termination. He was forty-five years old at the time and was the highest ranking employee among the five. The others were Al Cieminski, a fifty-five-year-old account manager, Todd Glasscock, a fifty-four-year-old account manager, Joe Rozum, a twenty-eight-year-old sales representative, and Colleen White, a twenty-nine-year-old administrative assistant. Less than a week after implementation of this reduction-inforce (“RIF”), however, Trump rehired Rozum to a part-time position, and within another two weeks to a full-time position as a convenience store sales representative.
Trump maintains that in choosing to terminate Janiuk, it decided to do without a sales manager for its independent outlet division. One of its other sales divisions also operated without a sales manager. Thus, according to Trump, the company selected Janiuk’s. position for elimination, rather than Janiuk himself. In the view of Trump’s five shareholders, elimination of Janiuk’s position would least disrupt the company’s ongoing operations because the responsibilities of the sales manager position could be divided amongst other employees.
Yet Janiuk believes that his former position was not eliminated, but that he effectively was replaced in that position by Steve Kalk, one of the three area managers he had supervised.2 To support that theory, Janiuk relies on an organizational chart of the independent outlet division’s sales force which indicates that Kalk became the division’s sales manager after Janiuk’s termination. That chart, which the parties refer to as the “Kalk chart,” came into existence only days after Janiuk’s February 28,1995 termination. The organizational chart that preceded it showed Janiuk as the division’s sales manager and Kalk as an area manager. It is undisputed that Trump regularly created and maintained such organizational charts for its various sales divisions. The charts were created by employees of Trump’s marketing department at the direction of Trump management, and the company used the charts both for internal purposes and for external sales presentations. The record reveals that Trump used the Kalk chart, like its other organizational charts, in both ways. Prater, for example, showed the Kalk chart to Kalk himself shortly after Janiuk’s termination, apparently for the purpose of explaining to Kalk some of his new responsibilities in the wake of Janiuk’s dismissal. Prater also displayed the Kalk chart on an overhead projector to Trump’s entire retail sales staff during a March 3, 1995 sales meeting. Furthermore, Trump employees, including two of its shareholders, used the chart in at least one sales presentation — to Reynolds Aluminum, a potential Trump client.
Trump argued below that the Kalk chart does not create a factual issue on summary judgment because the record reveals that the chart was incorrect in indicating that Kalk had assumed Janiuk’s former position as sales manager. According to Trump, the record demonstrates that Prater ordered the chart corrected shortly after he noticed the mistake. The district court accepted that explanation in granting summary judgment for Trump, observing that “all of the competent testimony establishes that the Kalk chart was incorrect.” (R. 29, at 8.) The court therefore found that Janiuk had failed to make out a prima facie case of discrimination because he had not shown that similarly-situated, younger employees were treated [507]*507more favorably in the RIF. The court alternatively found that even if a prima facie case had been shown, Janiuk had failed to raise any doubts about Trump’s stated reason for his termination.
Janiuk challenges both findings in this appeal, arguing that the summary judgment record raises disputed issues of material fact as to whether similarly-situated, younger employees received more favorable treatment, and as to whether Trump’s stated reason for Janiuk’s termination was pretextual. Our review of the district court’s summary judgment decision is de novo. Leffel v. Valley Fin. Serv., 113 F.3d 787, 791-92 (7th Cir.), cert. denied, — U.S. -, 118 S.Ct. 416, 139 L.Ed.2d 318 (1997). At this stage of the proceeding, we must view the record in the light most favorable to Janiuk and draw all reasonable inferences from the evidence in his favor. Veprinsky v. Fluor Daniel, Inc., 87 F.3d 881, 893 (7th Cir.1996).
II.
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ILANA DIAMOND ROVNER, Circuit Judge.
After his discharge from The Trump Company, Kenneth Janiuk sued his former employer under the Age Discrimination in Employment Act, 29 U.S.C. §§ 621 et seq., alleging that his termination was the result of unlawful age discrimination. The district court granted Trump’s motion for summary judgment, finding that Janiuk had failed to come forward with evidence from which a reasonable jury could conclude that Trump had treated younger employees more favorably than Janiuk, or that Trump’s stated reason for Janiuk’s discharge was a pretext for age discrimination. Janiuk challenges those determinations here, and after careful consideration of the record, we agree with Janiuk that summary judgment was improper. We therefore reverse the district court’s judgment for Trump and remand for a trial.
I.
Because the district court resolved this case on summary judgment, we describe the factual record in the light most favorable to Janiuk. See Jones v. Webb, 45 F.3d 178, 180 n. 1 (7th Cir.1995). At the time of the relevant events, Trump was engaged in the food brokerage business, meaning that it contracted with food product manufacturers to distribute their products to various customers, including retail outlets.1 Trump maintained a sales department to service these retail outlets, and that department was divided into four divisions. The two divisions relevant here are those that serviced independent retail outlets and chain retail outlets. At the time of his termination, Janiuk was the sales manager for the independent outlet division, which meant that he was in charge of managing Trump’s sales to independent retail outlets. As sales manager, Janiuk supervised sales representatives assigned to the independent outlet division, as well as that division’s three area managers. Jean Bodart, who was approximately two years older than Janiuk, served as the sales manager for Trump’s chain outlet division, and [506]*506she had responsibilities similar to those of Janiuk, but with respect to chain retail outlets. Both Janiuk and Bodart were supervised by Robert Prater, the vice president of. Trump’s retail sales operations.
In January .1995,- Trump lost one of its largest accounts, Van den Bergh Foods, as well as two smaller accounts. The Van den Bergh Foods account, which had been serviced by both the independent and chain divisions, had generated approximately eight percent of Trump’s annual revenue. In response to the loss of these accounts, Trump’s five shareholders concluded that the company had to reduce its .operating expenses. The shareholders ultimately decided upon three ways for it to do so: (1) by cutting their own salaries ten percent, (2) by not replacing two employees who recently had resigned, and (3) by eliminating five existing employees. Janiuk was one of the five selected for termination. He was forty-five years old at the time and was the highest ranking employee among the five. The others were Al Cieminski, a fifty-five-year-old account manager, Todd Glasscock, a fifty-four-year-old account manager, Joe Rozum, a twenty-eight-year-old sales representative, and Colleen White, a twenty-nine-year-old administrative assistant. Less than a week after implementation of this reduction-inforce (“RIF”), however, Trump rehired Rozum to a part-time position, and within another two weeks to a full-time position as a convenience store sales representative.
Trump maintains that in choosing to terminate Janiuk, it decided to do without a sales manager for its independent outlet division. One of its other sales divisions also operated without a sales manager. Thus, according to Trump, the company selected Janiuk’s. position for elimination, rather than Janiuk himself. In the view of Trump’s five shareholders, elimination of Janiuk’s position would least disrupt the company’s ongoing operations because the responsibilities of the sales manager position could be divided amongst other employees.
Yet Janiuk believes that his former position was not eliminated, but that he effectively was replaced in that position by Steve Kalk, one of the three area managers he had supervised.2 To support that theory, Janiuk relies on an organizational chart of the independent outlet division’s sales force which indicates that Kalk became the division’s sales manager after Janiuk’s termination. That chart, which the parties refer to as the “Kalk chart,” came into existence only days after Janiuk’s February 28,1995 termination. The organizational chart that preceded it showed Janiuk as the division’s sales manager and Kalk as an area manager. It is undisputed that Trump regularly created and maintained such organizational charts for its various sales divisions. The charts were created by employees of Trump’s marketing department at the direction of Trump management, and the company used the charts both for internal purposes and for external sales presentations. The record reveals that Trump used the Kalk chart, like its other organizational charts, in both ways. Prater, for example, showed the Kalk chart to Kalk himself shortly after Janiuk’s termination, apparently for the purpose of explaining to Kalk some of his new responsibilities in the wake of Janiuk’s dismissal. Prater also displayed the Kalk chart on an overhead projector to Trump’s entire retail sales staff during a March 3, 1995 sales meeting. Furthermore, Trump employees, including two of its shareholders, used the chart in at least one sales presentation — to Reynolds Aluminum, a potential Trump client.
Trump argued below that the Kalk chart does not create a factual issue on summary judgment because the record reveals that the chart was incorrect in indicating that Kalk had assumed Janiuk’s former position as sales manager. According to Trump, the record demonstrates that Prater ordered the chart corrected shortly after he noticed the mistake. The district court accepted that explanation in granting summary judgment for Trump, observing that “all of the competent testimony establishes that the Kalk chart was incorrect.” (R. 29, at 8.) The court therefore found that Janiuk had failed to make out a prima facie case of discrimination because he had not shown that similarly-situated, younger employees were treated [507]*507more favorably in the RIF. The court alternatively found that even if a prima facie case had been shown, Janiuk had failed to raise any doubts about Trump’s stated reason for his termination.
Janiuk challenges both findings in this appeal, arguing that the summary judgment record raises disputed issues of material fact as to whether similarly-situated, younger employees received more favorable treatment, and as to whether Trump’s stated reason for Janiuk’s termination was pretextual. Our review of the district court’s summary judgment decision is de novo. Leffel v. Valley Fin. Serv., 113 F.3d 787, 791-92 (7th Cir.), cert. denied, — U.S. -, 118 S.Ct. 416, 139 L.Ed.2d 318 (1997). At this stage of the proceeding, we must view the record in the light most favorable to Janiuk and draw all reasonable inferences from the evidence in his favor. Veprinsky v. Fluor Daniel, Inc., 87 F.3d 881, 893 (7th Cir.1996).
II.
The shifting burdens of proof and production in employment discrimination cases have become so familiar that detailed reiteration is not required here. See McDonnell Douglas Corp. v. Green, 411 U.S. 792, 802, 93 S.Ct. 1817, 36 L.Ed.2d 668 (1973). Suffice it to say that when the discrimination is alleged to have occurred in the context of a reduction-in-foree, the plaintiffs initial burden is to show that (1) he was in the protected age group; (2) he was performing to the employer’s legitimate expectations; (3) despite his performance, he was discharged; and (4) substantially younger employees who were similarly situated were treated more favorably. Testerman v. EDS Technical Prod. Corp., 98 F.3d 297, 303 (7th Cir.1996); Roper v. Peabody Coal Co., 47 F.3d 926, 926 (7th Cir.1995). Once the plaintiff satisfies that initial burden, the employer must come forward with a legitimate, nondis-eriminatory reason for the adverse employment action, and if it does, the plaintiff then bears the ultimate burden of showing that the proffered reason is a pretext for age discrimination. See Fuka v. Thomson Consumer Elec., 82 F.3d 1397, 1404 (7th Cir.1996). At the summary judgment stage, the plaintiff satisfies that burden and thus raises a disputed issue of material fact for trial if he produces evidence from which a reasonable jury could conclude that the stated reason is false — in other words, that it is a phony reason. See Russell v. Acme-Evans Co., 51 F.3d 64, 68 (7th Cir.1995). By doing so, the plaintiff successfully raises an inference that the employer’s actions were the product of unlawful discrimination, entitling him to a jury determination on that issue. Testerman, 98 F.3d at 303; Weisbrot v. Medical College of Wisconsin, 79 F.3d 677, 681-82 (7th Cir.1996); Anderson v. Baxter Healthcare Corp., 13 F.3d 1120, 1124 (7th Cir.1994); Shager v. Upjohn, 913 F.2d 398, 401 (7th Cir.1990).
Although at trial, the parties no doubt will emphasize various other evidence as well, our inquiry at this stage may be limited to the accuracy of the so-called “Kalk chart.” In our view, it would be enough to defeat Trump’s summary judgment motion if Janiuk could raise an issue of fact as to whether the Kalk chart accurately reflected the organization of Trump’s independent outlet division after the RIF. That is so because if a reasonable jury could conclude that the Kalk chart was accurate, the crucial finding that Kalk replaced Janiuk as the division’s sales manager could be made as well. That finding, in turn, would entitle the jury to conclude that Trump treated a similarly-situated, younger employee (Kalk) more favorably than Janiuk,3 and that Trump’s stated reason for Janiuk’s termination — that his position was elim[508]*508inated in connection with the RIF — was false.
As it did in the district court, Trump asserts that the Kalk chart should be disregarded because the record demonstrates that it is indisputably inaccurate. The district court accepted that assertion, finding that “all of the competent testimony establishes that the Kalk chart was incorrect.” (R. 29, at 8.) With the utmost respect for our colleague in the district court, however, we must disagree, for our own review of the summary judgment record reveals evidence from which a reasonable jury could conclude that the Kalk chart was accurate. We therefore find the issue to be inappropriate for summary adjudication.
As Trump is quick to point out, its vice president of retail sales in fact testified that the Kalk chart was incorrect and that he ordered the chart corrected shortly after noticing the mistake. Prater explained in his deposition that he initially had asked Jean Volmer of Trump’s marketing department to create a new organizational chart after Jan-iuk’s termination. Volmer proceeded to produce the Kalk chart, although Prater now says that he never directed Volmer to elevate Kalk to the sales manager’s slot and that she must have assumed on her own that Kalk had been promoted. Prater testified that he noticed the mistake and that he asked Vol-mer to correct it, telling her that Kalk would not be assuming Janiuk’s position as sales manager. Prater indicated that the Kalk chart then was corrected in short order, as he had directed.
Volmer has a starkly different recollection of those events, however. She explained in an affidavit submitted with Janiuk’s response to the summary judgment motion that Prater brought her a copy of the independent division’s organizational chart on March 1 or 2, 1995. Prater had made handwritten notations on the chart to reflect that division’s recent personnel changes, and he asked Vol-mer to incorporate the handwritten changes into the chart. One of those handwritten changes was the insertion of Kalk’s name into the sales manager’s slot. Volmer proceeded to input the changes, printed out the revised chart, and gave it to Prater. With respect to whether Prater ever noticed a mistake in the chart and asked her to correct it, as Prater has asserted in this litigation, Volmer had the following to say:
7. At no time after I created the revised retail organizational chart [the Kalk chart] as instructed by Prater, did Prater give it back to me and indicate to me that it was incorrect in any manner or regard because it showed that Steve Kalk had replaced Ken Janiuk as the Independent Retail Sales Manager for the Trump Company.
8. At no time after I created the revised sales force organization chart did Bob Prater instruct me to change the chart by deleting Steve Kalk’s name from the chart at the position of Independent Retail Sales Manager.
9. The revised retail organization chart remained the same from the time that I made the changes as requested by Bob Prater in March 1995, until the time that The Trump Company merged with TCG, in or around January, 1996.
(R. 22.) Moreover, although Prater maintains that he asked Volmer to correct the Kalk chart and that she promptly did so, Trump was unable to produce the corrected chart in this litigation. In our view, a reasonable jury could conclude from Volmer’s testimony and from the absence of the allegedly corrected chart from the record that Prater’s assertions about the inaccuracy of the Kalk chart are not credible.
Such a conclusion would be further supported by the uses Prater himself made of the Kalk chart before it allegedly was corrected. Prater showed the chart to Kalk shortly after Janiuk’s termination, apparently for the purpose of explaining some of Kalk’s new responsibilities; he displayed the chart to the entire retail sales staff during a sales meeting just days after Janiuk’s termination; and he, along with two of Trump’s shareholders, used the chart in a presentation to a potential customer. A jury certainly could conclude that such uses of the chart are inconsistent with Trump’s assertion that the chart was incorrect. A reasonable jury could thus conclude from this and the other evidence we have discussed that the Kalk chart was accurate and that Kalk assumed [509]*509the position of sales manager in the wake of Janiuk’s termination.4
Because a reasonable jury could conclude that Kalk replaced Janiuk as the independent division’s sales manager, summary judgment for Trump was improper. With respect to the prima facie case of age discrimination, the jury could conclude that Trump treated a similarly-situated, younger employee more favorably than it treated Janiuk — according to the Kalk chart, Trump replaced the substantially older employee with the younger, a paradigm example of the fourth element of such a case. The jury similarly could conclude that Trump lied in asserting that it eliminated Janiuk’s sales manager position in connection with the RIF. The Kalk chart suggests that the position itself remained— only Janiuk did not. A jury must therefore resolve the question of whether Trump actually eliminated Janiuk’s position and assigned his responsibilities to various other employees, or whether it terminated Janiuk himself and elevated Kalk to the position of sales manager. See Wallace v. SMC Pneumatics, Inc., 103 F.3d 1394, 1397 (7th Cir.1997); Smith v. F.W. Morse & Co., 76 F.3d 413, 423 (1st Cir.1996); Montana v. First Fed. Sav. and Loan Ass’n of Rochester, 869 F.2d 100, 105-06 (2d Cir.1989). That dispute cannot be resolved at the summary judgment stage.5
III.
For the foregoing reasons, we reverse the summary judgment entered for Trump below and remand the case for a trial.
REVERSED AND REMANDED.