Andrii Chekanovskyi, 41 years

Business field:: Financial company / currency exchange
Company:: EasyExchange
Business size:: YBC Wise
Marital status:: Married
Looking for in YBC:: At YBC, I am primarily looking for high-quality conversations and a strong community without random or unnecessary people. I value an environment where I can think openly, ask challenging questions, and get feedback from peers with a similar breadth of thinking. My second focus is developing my thinking. I am interested in learning to think more broadly so I can achieve my goals even in situations where I lack sufficient information or experience. I am also open to meeting people from different fields and exploring mutually beneficial business opportunities.

"Manage your attitude and you will manage the result" Andrii Chekanovskyi’s path to leadership and the financial business

Section 1: About me. Dossier.

Company

EasyExchange

Business size

YBC Wise

Marital status

Married

Movies

"The Founder"
"Forrest Gump"
"The Queen's Gambit"
"The Game"

Books

Works by Mark Twain
"Essentialism: The Disciplined Pursuit of Less", Greg McKeown
"The Monk Who Sold His Ferrari", Robin Sharma

Songs

We are the champions — Queen
Classical music as background music

Hobbies

Self-development, Chess, Gym, Table tennis

City

Donetsk-Kyiv

2 events that changed my life

The first defining event was my move from public service into business. I made this decision in 2013, and it became my entry point into entrepreneurship, responsibility, and the freedom to make decisions.

The second event was the start of the war. I lost many material and intangible things, but at the same time gained the experience of a complete reset—with the need to rebuild my life and business from scratch, in a different reality.

2 people who influenced my life

The person who had the greatest influence on my life was my mother. I deeply value her constant support, wisdom, and the respect she instilled in me from childhood.

Aleks Yanovskyi, owner of X100, also played an important role in my professional development. His example and approach to business had a significant impact on my growth.

1 decision that changed my life

«The most important decision was to consciously leave public service and move into business. It opened up the opportunity for me to influence outcomes, scale ideas, and take full responsibility for my own decisions. »

Andrii Chekanovskyi

Part of what happens inside Young Business Club stays beyond the website.

Insights from private meetings and member stories are in our Telegram channel.

Join the club

Section 2. About the business. Dossier.

Company name

EasyExchange

Business field

Financial company / currency exchange

Years in business

4–4.5 years

Status

Member

Team size

Has a partner

Countries of operation

Ukraine, Partnerships with the European Union

Section 3: Biography.

From public service in 2013 to the financial company EasyExchange

My name is Andrii Chekanovskyi, and today I am an entrepreneur for whom business is about constant upgrades and the freedom to choose: in decision-making, communication, choosing a niche, and personal development.

I currently run the financial company EasyExchange, which operates in currency exchange in Ukraine, focusing on Kyiv and partnerships with the EU. I don't see change as a threat or a crisis; on the contrary, new things are a natural environment for me, where opportunities for growth emerge. This mindset allows me to adapt quickly to changes in the currency market, reshape the business model, and keep moving forward without losing focus. This way of thinking took especially clear shape after I moved from public service into business in 2013. That was when my systematic development as an entrepreneur began: with responsibility for results, a focus on efficiency, and the creation of my own rules of the game. Over time, this approach became the foundation for developing a financial business, where discipline, analytics, and risk management are critically important. T

he second major turning point was the start of the war. A period of significant losses and the need to start many things over also became a time of inner resolve. That was when my strengths became clear: the ability to stay focused, seek support, and make decisions amid uncertainty. I am drawn to an approach I call stoic: thinking things through calmly and without emotional bias, focusing on results, and not wasting energy on what is outside my sphere of influence.

In finance and currency exchange, this is especially important, because volatility and market fluctuations can be costly. I apply this approach in both business and life, considering it one of my key competitive advantages.

How the need for freedom led me to currency exchange during the war

How did the business idea come about?

For me, business ideas have always grown out of a need for freedom and a desire to keep exploring new fields. My first business ventures were more about finding opportunities and knowing how to negotiate. Even as a child, I noticed inefficiencies around me and tried to monetize them through simple, straightforward models. When the war began, I focused specifically on finance and currency exchange in Kyiv. This was a new field for me, and I was interested in learning it from scratch. In this field, having a team, analytics, and discipline in decision-making became especially critical, because the financial market is in a state of constant volatility, and mistakes here cost significantly more than in many other niches.

Building teams and managing metrics, not people

What key skills helped you launch your business?

My foundation is self-confidence, curiosity, and strong communication skills. I consider team-building one of my particular strengths. This has been one of the key factors in the growth of the financial company EasyExchange. I almost never get started on my own. Even if I stay up half the night, by morning I already have a clear idea of what roles are needed and who I will invite to join the project. When people trust me, a team comes together quickly, which significantly speeds up the launch and development of any business model. Another important skill is thinking in terms of metrics. I am used to managing metrics, not people. In financial business and currency transactions, this is essential: managing by numbers, analytics, and clear KPIs helps keep decisions level-headed and minimize risks.

When it feels too late to enter the market

What were the 3 most difficult challenges you tackled in the early years?

The first challenge was overcoming the barrier to entering established markets, where it seems that “it’s already too late to enter” and there is no room for new players. I entered such fields and found a way to quickly establish leading positions. The second challenge was a lack of expertise at the outset. In a field that was new to me—currency exchange and financial flow management—I had to learn quickly while building the product at the same time. The third challenge was building the right product and communicating effectively with the audience. At the start, the product might not have been perfect, and my task was to develop it to a level that demonstrated leadership, while also building a clear and honest conversation with the customer.

Market volatility and war: facing two crises with a cool head

What crises has your business faced, and how did you overcome them?

One of the key crises in the financial sector is currency market volatility. It cannot be eliminated, but it can be managed. My solution is a strong team of financial analysts and a disciplined, level-headed approach. No emotions, no blame, just a focus on results and next steps. The second major crisis is the war. It took a lot away, but at the same time forced us to adapt, establish new sources of support, restart processes, accept a new reality, and reassess partnerships and true priorities.

How betting on people brought leadership in less than six months

Which decisions proved most effective for the company's growth?

The greatest growth came from decisions related to three things.

First, quickly assembling the right team for a specific task, rather than gradually filling vacancies. I rely on recommendations and my own network, because at the outset, trust and speed matter more than formal résumés.
Second, a deep understanding of the customer base and discipline in communication. In a previous business involving vehicle inspections and certification, I bet on people who knew how to communicate with the market and on systematically improving the product. That is what brought us to a leading position in less than six months.
Third, an approach in which money is always put to work. In a model focused on compound interest and business capitalization, funds should not simply sit idle—they should generate results.

Losing 40 thousand dollars on meal-plan delivery

Which of your mistakes do you now consider your most valuable experience?

My most valuable mistake was launching a meal-plan delivery service. I did not analyze the business model and target audience deeply enough. We rented a facility, hired a talented chef, and invested money, but missed a key factor: we made a product focused on taste, while some customers expected precise calorie counts and nutrient tracking. In the end, I lost around 40 thousand dollars.

This experience cemented an important rule: any business, especially in the financial sector, needs either deep expertise of its own or a strong team with relevant experience. Otherwise, learning comes at too high a cost. Otherwise, you end up paying too much to learn.

First $100 from an abandoned hangar and a parking problem

How did you earn your first $100?

As a child, at a car market. I noticed a problem with parking cars, arranged to use an abandoned hangar, and on weekends drove cars in there for a rental fee.

A thousand dollars in commission between a sausage producer and stores

How did you earn your first $1 000?

About fifteen years ago in Donetsk. I acted as an intermediary between a sausage producer and a small chain of stores and earned a commission.

Ten thousand from three beer outlets and distribution

How did you earn your first $10 000?

When businesses were getting started in Kyiv. We opened three small beer outlets, and later I found an additional revenue stream—I launched production and distribution of an accompanying product through a distributor operating across the Kyiv region.

A hundred thousand when I started thinking in terms of managing other people's money

How did you earn your first $100 000?

In finance. I started thinking in terms of managing investors' money. When you have several million dollars under management, you calculate the business model differently, and with the right logic it starts delivering stable results.

Why he does not single out the concept of a “first million”

How did you earn your first $1 000 000?

I did not record it as a separate event and do not single out the concept of a “first million.” For me, money is constantly at work—in businesses and ventures built on the logic of compound interest.

Section 4: How can I be useful? Experience I can share.

Rapid entry into new niches and metric-driven management

My practical experience lies in quickly entering new niches, building teams for specific tasks, and managing through metrics.

I know how to identify the key factors that truly affect profitability in financial business and scale those factors rather than spreading effort across secondary activities. This is especially critical in currency exchange and cash flow management, where even minor miscalculations can have significant financial consequences.

In finance, analytics, the ability to work with volatility, and building partner communications without emotional swings are especially important to me. This makes it possible to make well-considered decisions even in unstable conditions, maintain control over results, and ensure the stability of a financial company.

Fully digitizing back- and front-office metrics

Your experience: how do you systematize a business?

I systematize a business by fully digitizing the key metrics for every area. I broadly divide a business into back office and front office: product, operational processes, and customer relations. Metrics are defined, and tracking and planning systems are established for each of these areas.

If an entrepreneur lacks a clear understanding of personality types or strong hiring expertise, I consider it critical to bring in a strong HR professional. They can help assemble a team capable of achieving the business's goals. At the outset, it is best to build a team through referrals and one's own trusted network, especially in such high-stakes areas as financial analytics and money management. My basic principle remains unchanged: I manage metrics, not people.

Why always plan for x3 so that x2 becomes the baseline

Your experience: how do you grow x2 in a year?

To achieve x2 growth over the course of a year, three things matter to me: self-belief, clear planning, and focus. If a business is already showing positive momentum, I always set a growth target of x3. In that case, x2 becomes a realistic baseline rather than a stressful goal. The next step is to objectively determine which factor has the greatest impact on profit and scale that factor.

At the same time, it is important to understand the type of niche. Some sectors have a natural «ceiling», and in those cases, x2 growth simply means more money here and now. If the niche is scalable, the logic changes: you can operate at a loss temporarily while building the business's capitalization. This is a different level of thinking and a different growth strategy, focused on long-term results.

Section 5: Club value

What am I looking for in the club?

At YBC, I am primarily looking for high-quality conversations and a strong community without random or unnecessary people. I value an environment where I can think openly, ask challenging questions, and get feedback from peers with a similar breadth of thinking. My second focus is developing my thinking. I am interested in learning to think more broadly so I can achieve my goals even in situations where I lack sufficient information or experience. I am also open to meeting people from different fields and exploring mutually beneficial business opportunities.

What have I received from the club?

My first two weeks in the club have been an entirely positive experience. I have met thoughtful, accomplished people, each interesting in their own way. From the very first days, I started connecting with several members and found the first opportunities for practical, mutual benefit.